...Costa Coffee, the UK’s largest and fastest growing coffee shop, plans to convert its entire coffee supply to sustainably grown beans sourced from Rainforest Alliance Certified farms by 2010. As a first step, from September 2008 at least 30% of Costa’s unique Mocha Italia blend, which forms the base of its coffee drinks, will come from Rainforest Alliance Certified sources, equal to about 1000 tonnes of green coffee over the course of a year. Only farms that meet specific standards balancing all aspects of production, including protecting the environment, the rights and welfare of workers and the interest of coffee-growing communities are awarded certification. The standards were developed by the Rainforest Alliance, an independent, international environment organisation, and other conservation groups that comprise the Sustainable Agriculture Network. And while UK consumers will be among the first to see the difference in store the change will have an international impact across Costa’s 1000 stores worldwide. Costa Coffee’s Marketing Director, David Hutchinson said: “Costa is at the beginning of a journey towards greater sustainability in its business. We know it will take time to convert our supply base to certified sustainable sources but we believe it’s an investment that is right for our business, right for the coffee industry as a whole and we believe it’s a journey our customers will want to be part of. “Costa’s success is built on a commitment to quality,...
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...Samir Lakhani Stephen Martinek Mahek Parikh Unilever Group Submission Unilever is a consumer goods company that has a variety of product types to serve consumers across the globe. For this case, Unilever’s tea brand, Lipton, is focused on sustainability for the production of their tea production. Sustainability is defined as a method of using a resource so that the resource is not depleted or permanently damaged. In other words, it is focusing on a production method that is sustainable long-term. Currently, Unilever has about 25% of their tea from Rainforest Alliance Certified farms, which brought forward gains in the environmental, social, and economic sustainability of tea production. It was one of the few brands of tea that was able to have ethical practices while growing beyond a niche market into a larger market share. However, Unilever is looking to source 100% of its agricultural raw materials sustainably (Rainforest Alliance certified) by the year of 2020. This is a lofty and ambitious goal that requires a supply chain transformation, as nearly 8 million tons of commodities across 50 different crops are required for production. There are multiple reasons for this action: to have ethical production practices, to make their brand favorable to customers, and to increase the longevity of their farms. However, they will bear costs of having to increase the market price and convincing their suppliers to be certified. For example, the firm...
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...Why did Unilever commit to sustainable source for its tea? First of all, there is a companywide strategy to launch a new “Sustainable Living Plan”. This plan includes goals to source 100% of agricultural raw materials sustainably by 2020. According to Unilever CEO Paul Polman, he believed that these goals would drive savings, product innovation and differentiation across the company’s portfolio. By committing to this plan, Unilever ensures to be more competitive in the future. If this transformation did not start, they would not be able to get the quality and quantity of the tea they need for their products. To adopt this plan Unilever faced two major issues. The first one was to start the transformation on the supply chain, due to the fact that the current supply chain does not yet comply with the “Sustainable Living Plan”. The alignment of the supply chain includes certification of tea production. In order to do that, Unilever worked with local NGOs and Kenyan Tea Development Agency (KTDA). Those parties ensure that the smallholders get educated and certified on sustainable agriculture. This approach makes sure that Unilever’s own production in Kenya and Tanzania as well as the small farmers in East Africa implement the new guidelines and recommendations and have been certified by the Rainforest Alliance. The second issue was how to address this internal commitment to consumers. The global brand director for Lipton Tea Michiel Leijnse, believed that Western consumers had become...
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...ABS(PG) International Tourism & Hospitality Management (Wk 2, wk starting 03/10/2011) 09:00 10:00 10:00 11:00 11:00 12:00 12:00 13:00 13:00 14:00 14:00 15:00 15:00 16:00 16:00 17:00 17:00 18:00 18:00 19:00 19:00 20:00 20:00 21:00 Mo 03 Tuesday 04/10/2011 Lecture, 12:00-15:00, 04/10/2011 Strategic Management in Tourism & Hospitality - BSM552 Martin, Andrew H409 (FOHSC) ABS(PG) ITHM Tutorial, 11:00-13:00, 05/10/2011 Operations Management BSM311 Air, Carol SB23 (Scotts) ABS(PG) ITHM; ABS(PG) PSCM (Jan) Lecture, 14:0015:00, 05/10/2011 Finance For Managers BSM017 Mackay, Alex 225 (ABS) ABS(PG) IB; ABS(PG) IB (Jan); ABS(PG) IMM; ABS(PG) ITHM; ABS(PG) MGT (Jan); ABS(PG) MGT FT; ABS(PG) PSCM (Jan); ABS(PG) PSCM FT; CMPG-ITM (Sep) Lecture, 18:00-21:00, 05/10/2011 Event Management - BSM143 Leith, Craig 117/118 (ABS) ABS(PG) ITHM Wednesday 05/10/2011 Page 1, published 04/10/2011 - The Robert Gordon University - CELCAT Timetabling (continued...) RGU: Semester 1-3 (2011/2012) Group timetable - ABS(PG) International Tourism & Hospitality Management (Wk 2, wk starting 03/10/2011) 09:00 10:00 10:00 11:00 11:00 12:00 12:00 13:00 13:00 14:00 14:00 15:00 15:00 16:00 16:00 17:00 17:00 18:00 18:00 19:00 19:00 20:00 20:00 21:00 Induction, 14:0015:00, 06/10/2011 Induction Course Howatt, Jill; Nichol, Anne 225 (ABS) ABS(PG) AF; ABS(PG) FM; ABS(PG) HRM; ABS(PG) IB; ABS(PG) ICL; ABS(PG) IMM; ABS(PG) IT; ABS(PG) ITHM; ABS(PG) MGT FT; ABS(PG) MPA; ABS(PG) OGA; ABS(PG) PM; ABS(PG) PSCM...
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...employee support and participation Indecisive management Poor management. (Essentials of Management Information systems ch.1, pg.22) Dimension #2- Organizations Outdated business processes Unsupportive culture and attitudes Political conflict Turbulent business environment, change Complexity of task Inadequate resources. (Essentials of Management Information systems ch.1, pg.22) Dimension #3- Technology Insufficient or aging hardware Outdated software Inadequate database capacity Insufficient telecommunications capacity Incompatibility of old systems with new technology Rapid technological change. (Essentials of Management Information systems ch.1, pg.22) 2. What is the difference between IT and information systems? Describe some functions of information systems. An information system (IS) can be defined technically as a set of interrelated components that collect (or retrieve), process, store, and distribute information to support decision making, coordinating, and control in an organization. In addition, information systems may also help managers and workers analyze problems, visualize complex subjects, and create new products. (Essentials of Management Information systems ch.1, pg.13) Information technology (IT) consists of all the hardware and software that a firm needs to use in order to achieve its business objectives. (Essentials of Management Information systems ch.1, pg.13) A brief example contrasting information and...
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...MANAGEMENT ACCOUNTING (Author’s name) (Institutional Affiliation) Management accounting combines finance, accounting and management with other leading edge techniques necessary for managing a successful business. The fact that organizations are made of people the management structure must accomplish its objectives by working through the people. Since the director’s of companies cannot execute their company’s strategies on their own, they have to rely on people and thus create an organization structure that allows decentralization of management responsibilities. According to Hoskin & Macve (1990, pg. 17), management invented modern business. Early forms of management accounting integrated both decision-making and analysis, going beyond financial and operational performance data. Chandler stated that before managerial, there was no equivalent of the modem multi-unit organization as there was nothing remotely like the divisional Wed corporation (Chandler 1977, pg.18). Chandler states that the managerial revolution invents something new which it is frequently misunderstood as the "modern business enterprise". This did nothing less than overturn the old economic world which is a world within which he tells much basic economic theory is still distressingly rooted. The new form of management was accelerated by industrial revolutions in the 19th century. After the 20th century the impending requirements by financial accounting in most organizations developed...
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...HBHE3203 HBIS3203_V2 HBLS3303 HBML1103 HBSC3103_V2 OUMM3203 SBMA1603 ABCG4203 BBCM4103 BBUS2103 BDOE4103 CDCT2203 HBEF2203 HBME3103 HBMT1203_V2 HBMT4303 SBSM4203 XBFS4103 BBFB3103 CBDT3203 CBSR4103 EBMC3103 EDTQ2103 HBEF2303 NBHS1103 SBSE4303 SBSP4203 NAMA KURSUS INTERNATIONAL RELATIONS TATABAHASA BAHASA CINA KUNO TEACHING OF WRITING PENGENALAN PENDIDIKAN KESIHATAN PENDIDIKAN ISLAM: TINGKATAN 4 PENDIDIKAN MORAL : TAHUN 2 KOMPETENSI DALAM BAHASA MELAYU PENGURUSAN SUKAN DALAM PENDIDIKAN JASMANI REKREASI UNTUK PENDIDIKAN KHAS ENTREPRENEURSHIP CURRICULUM PLANNING IN MATHEMATICS EDUCATION CROSS CULTURAL MANAGEMENT MULTIMEDIA ADVERTISING ELEMENTS OF DATA WAREHOUSING CUSTOMER RELATIONSHIP MANAGEMENT PROJECT SCHEDULING AND CONTROL CONFLICT MANAGEMENT IN STUDENT AFFAIRS PEDAGOGI PENDIDIKAN KESIHATAN TEACHING MATHEMATICS IN FORM SIX NUMERICAL METHODS EXERCISE METHODOLOGIES STATISTICAL METHODS MANAGEMENT ACCOUNTING SENI DALAM PENDIDIKAN SEJARAH PERKEMBANGAN BAHASA MELAYU TEACHING MATHEMATICS IN FORM FOUR PENGENALAN BAHASA ISYARAT (KTBM) PENGAYAAN BAHASA TAMIL I LINGUISTIK BAHASA TAMIL DIAGNOSIS AND PROBLEM SOLVING IN MATHEMATICS BASIC MECHANICS METHODOLOGY IN TEACHING SCIENCE OBJECT-ORIENTED APPROACH IN SOFTWARE DEVELOPMENT CIRCUIT THEORY CONTROL SYSTEM CONTROL SYSTEM KRAF TRADISIONAL PENGENALAN SEJARAH SENI LANGUAGE DESCRIPTION MORPHOLOGY,SYNTAX AND SEMANTICS KEBERSIHAN DAN KESELAMATAN PERSEKITARAN FIQH II...
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...Mechanistic and bureaucratic organisations will probably struggle to encourage organisational learning. Critically evaluate this statement in relation to the Mechanistic and Learning perspectives. Brocka and Brocka (1992, pg.2) suggests that organisations are “revolutionary compared to the strict, hierarchical, authoritarian organisations that existed in the past”. Mechanistic and bureaucratic organisations follow the same traits where the structure is needed for “efficiency, conformity and compliance” (Spencer, 1994, pg.448). The revolutionary aspect to organisations is shown by introducing learning into the organisation promoting the development for “searching for information, assimilating, developing and creating new knowledge on product, processes, and services” Wang and Ellinger (2011, pg.512). According to Sun and Scott (2003 pg.202) “the terminologies organizational learning and learning organization were once used interchangeably. However, in the mid-1990s there was a bifurcation into two streams” for the purpose of this assignment the terms learning organisation and organisational learning will be used on an interchangeable purpose. This assignment will show a clear definition of mechanistic, bureaucratic and organisational learning structures of organisations. By using my personal experience, examples and the use of case studies, then linking to relevant theories an argument will be made whether mechanistic and bureaucratic organisations struggle to encourage organisational...
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...Tonidandel, Braddy, and Fleenor (2012): technical skill, administrative skill, human skill, and citizenship behavior (pg. 637). Technical skills refer to a manager’s proficiency in specific methods or techniques related to that manger’s functional area (Tonidandel, Braddy, & Fleenor, 2012, pg. 637). Administrative skills subsume areas such as planning, organizing, delegating, and coordinating (Tonidandal et al., 2012, pg. 637). Human skill is concerned with a manager’s ability to interact and work effectively with team members (Tonidandal et al., 2012, pg. 637). Citizenship behavior attempts to capture other beneficial aspects of work behavior such as being cooperative, loyal, and persistent (Tonidandal et al., 2012, pg. 637). An effective manager can also facilitate performance with behaviors that provide relevant information, getting necessary resources and assistance, and promoting the reputation and interests of the work unit (Yukl, 2012, pg. 74). Networking, external monitoring and representing are three of the distinct behaviors of external leadership (Yukl, 2012, pg. 74). Networking helps to build and maintain favorable relationships with peers, superiors, and outsiders who can provide information, resources, and political support (Yukl, 2012, pg. 74). However, networking can be damaging if it is overdone (e.g., time demands, role conflicts) according to Yukl (2012, pg. 74). A manager can lose effectiveness for many reasons. Managers that are less able to handle pressure and stress...
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...to have one store manager and three assistant managers. When Tricia reported to work she was confronted by a disorganized store, a confrontational store manager (Heather Munson), and only one other assistant manager (one short). Within a month the other assistant manager quit and the store manager had gone on disability leave. Tricia was left to run the store by herself for over a month by herself and approximately 30 part-time employees. (Note: regional manager should have come to help) After 45 days of running the store by herself, management hired three assistant managers (Amy, Lori, and Tammy). During the next several weeks Tricia learned the background and capabilities of each assistant manager and tailored their work toward their strengths. “She set challenging goals for Lori, laughed with Amy, and held Tammy’s hand.” (Note: no formal counseling on employee weaknesses or plan to address or fix them) Tricia’s management style consisted of creating an atmosphere where...
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...convince the physicians or the board to adhere to any cost containing measures or solutions. To compound this problem, he delegated authority to Marge Harding the Chief Operating Officer of the hospital to address and resolve the situation. Ms. Harding had personal goals to achieve and would utilize this opportunity to achieve them. The level of this conflict would be classified as Intergroup Conflict. “[This] refers to opposition, disagreements, and disputes between groups or teams” (pg. 388), in this case between the physicians, the board of trustees and management. The physicians had taken a very rigid stand and they did not listen to any suggestions or ideas from the CEO regarding cost containment. Conflicting Management Styles The text identifies five conflict handling styles, Collaborating Style, Compromising Style, Forcing Style, Accommodating Style and Avoiding Style (pg. 391-394). Early on, it seems that Mr. Hammer might have used the collaborating style of conflict management. He tried suggesting new solutions to the physicians as to how they could help cut cost. Any ideas he pointed out were rejected. He then moved into the style of avoidance. He basically washed his hands of the mater and passed...
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...Business Proposal for Stone Goose Company Managerial Communication Mgmt550 Aug 22nd, 2015. Executive Summary: Title Page Pg No.1 Introduction Pg No.3 Summary of proposal Pg No.4 Strengths Pg No.5 Opportunity Pg No.6 The proposal Pg No.8 Benefits and Conclusions Pg No.9 References Pg No.10 Introduction: This business proposal will help us in providing the overall statistics of our international business, Stone Goose Company, currently operating in US, Africa and India. We all know that market trends are changing rapidly and thus is the competition. Every enterprise is coming up with a new strategy to market their products and its becoming difficult to sustain the current market share and expand. But my dear friends this proposal will help us in gaining an upper hand over our competitors. The proposal will highlight the S-Strengths, O-Opportunities and ways to overcome the threats and weaknesses. We will be designing an efficient business strategy to capture the market share. Let all of us be a part of our success story. Summary of the proposal: After reviewing the present market stats and future trends, we are proposing that social media for interacting with potential customers will be a great tool of marketing, as it is inexpensive and we can reach the economies of scale. Awareness plays a very critical role for customer spending’s. The two crucial elements to be focused are: ...
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...Journal Article Review 3: Innovations in Logistics Outsourcing Relationships: Proactive Improvements by Logistics Service Provider as a Driver of Customer Loyalty BUSI 613: Supply Chain Management Abstract The purpose of this journal article review is to discuss the article, Innovation in Logistics Outsourcing Relationships: Proactive Improvement by Logistics Service Providers as a Driver of Customer Loyalty by Carl Marcus Wallenburg. Currently, the number of outsourced logistics service providers has risen as a result of companies demanding their services. With more and more entering the market, competition between the providers is becoming more intense, and they must innovate their own logistics systems. With innovation, the providers may expect to their customer loyalties to grow and expand as they keep current customers and win over new ones. The question arises as to whether the providers seek to innovate and improve their services to offer lower prices, or to provide the customers with more efficient services. In his research, Wallenburg finds that customers prefer that the quality of services increases rather than seeing the service prices decrease. This report also takes a brief look into the survey results of Wallenburg’s findings, as well as the implications managers should consider when deciding how to improve their logistics service systems. Author’s Purpose The single most important issue in the journal article, Innovation in Logistics Outsourcing...
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...Running head: CHAPTER 12 ENHANCING DECISION MAKING Decision Making Rashan Carter, MSW IS 535 Managerial Applications of Information Technology Fall Semester Session Table of Contents Abstract ………………………………………………………………………Pg. 3 Decision Making ……………………………………………………………..Pg. 4 Information Requirements …………………………………………………....Pg. 4-5 Conclusion ……………………………………………………………………Pg. 5 Bibliography…………………………………………………………………..Pg. 6 [ ]Abstract Per our text, Decision Making in business use to be limited to management. Today lower level employees are responsible for some of these decisions, as information systems make information available to lower levels of the business. What is meant by better decision making? How does decision making take place in businesses and other organizations? (Laudon & Laudon, 2012) It is work of choosing issues that require attention, setting goals, finding or designing suitable courses of action, and evaluating and choosing among alternative actions. The first three of these activities--fixing agendas, setting goals, and designing actions--are usually called problem solving; the last, evaluating and choosing, is usually called decision making. When making a decision one should apply ethics to weigh the value or magnitude of impact. Often at times this can be challenging because there are so many influences that affect ones decisions. Ambiguity can play a big part in the circumstances, details, stakeholders, and morals in which decisions are...
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...UNIT 1 1 What do managers do? “Managers get things done through other people,” (Robbins & Judge, pg. 5). This might seem like an extremely simple definition of a manager’s responsibilities, but it is the truth. There are many methods and ways in which a manager can develop their administrative and people skills. By using systematic study, utilizing the POLC and organizational behavior (OB) models, defining management roles, understanding OB challenges and opportunities, and assessing management skills and managerial activities, a manager can empower and motivate their employees, stimulate innovation, and improve customer service, while creating a healthy work environment. What is organizational behavior? Organizational Behavior is a “field of study that investigates the impact that individuals, groups, and structure have on behavior within organizations, for the purpose of applying such knowledge toward improving an organization’s effectiveness.” In other words, it is “the study of what people do in an organization and how their behavior affects the organization’s performance,” (Robbins & Judge, pg. 10). There are different tools that managers can use to better achieve their goals. One of these tools is called the POLC model. The POLC model consists of the four management functions: planning, organizing, leading, and controlling, (Robbins & Judge, pg. 6). This model can be applied to almost any managerial experience in the workplace. I am a General Manager...
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