...- - - - - - - - - - - - - Customers Shower buyers fall in three pricing segments: premium, standard and value. First, premium segment is conducted of people who mainly shop in showrooms. Their focus is on great service and high performance. Second segment is called standard. Customers in this segment rely on plumber recommendation and emphasize performance and service. Value segment conducts mainly customers who are primarily concerned with convenience and price. Thus, they like to avoid excavation and also tend to rely on independent plumber in selecting a product. Value segment falls in with DIY market, where people tend to buy in large retail shops, interested mainly in inexpensive models that are easy to install and they are also strongly price sensitive. Channel Main three channels of distribution are Trade shops, Showrooms and DIY Sheds. It is evident that Do-it-Yourself Sheds are dominant in sales for Electric Showers (550.000 units) , which are cheap and easy to install and designed for mass-market. Followed by Mixer Showers (80.000 units) and Power Showers (20.000 units). This represents buyers of lower pricing segment. Showrooms tend to be for more high end products and customers with higher income. Here the best selling products are Mixer Showers (70.000 units), followed by Electric Showers (55.000 units) and Power Showers (20.000 units). Trade Shops are places most applicable for plumbers, where reliable product availability is more important then technical...
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...LEADERSHIP IN ORGANIZATIONS(Draft Syllabus) B01.1302.25 Spring 2010 Professor R. Kabaliswaran Office: KMC 7-56 E-mail: rkabalis@stern.nyu.edu Office Hours: 11:30 AM– 1:00 PM on class days and by appointment Class Hrs: Wed 1:30-4:20 PM on Jan 27; Feb 3, 10, 17, 24; Mar 3, 10, 24, 31; Apr 7, 14, 21, 28. Due Dates Team Case Write-up: 2/24. Final Team Project : 4/28. Indiv Take Home Final: 5/2. ____________________________________________________________ _________________ Course Overview Welcome aboard! What do leaders do? What happens inside organizations? And how do these relate to each other? In a nutshell, that’s the stuff this course is made of. Business organizations of all types face chronic management problems that pose significant challenges to them. These problems include the difficulty of designing organizations capable of coping with highly dynamic business environments, the challenge of developing strategies and structures for hypercompetitive conditions, the greater complexity of managing global enterprises, the difficult task of shaping a corporate culture, managing politics and conflict between individuals and organizational units, motivating employees who are more mobile than ever, designing attractive incentive systems, managing and harnessing intellectual capital, and so on. Such challenges and how the top leadership can deal with them are the subject of this course. The course has two major components. The first is “macro” in nature. It focuses on organizational...
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...PAPERS How Effective Are Project Management Methodologies? An Explorative Evaluation of Their Benefits in Practice Hany Wells, Business School, University of Hertfordshire, Hatfield, Hertfordshire, England ABSTRACT I INTRODUCTION I This article investigates the benefits and supports provided by project management methodologies (PMMs) to project managers for the management and delivery of information technology/ information system (IT/IS) projects. Using a qualitative approach, through case study strategy, the role of PMMs is examined in different business and project contexts. This article evaluates the benefit of PMMs based on their traits and characteristics and investigates PMMs in their operational context: where PMMs come from and how they support practitioners. The findings suggest a misalignment between the intended benefit of PMMs at the strategic level and the reported benefits by project managers at the project level. Additionally, it is shown that practitioners’ expertise, accountability, and attitudes all have a direct influence on the extent to which PMMs contribute to and benefit the management of projects. report from former UK Health Secretary Andrew Lansley captured the attention of many by highlighting that “Labour’s IT programme let down the NHS [National Health Service] and wasted taxpayers’ money by imposing a top-down IT system on the local NHS, which didn’t fit their needs” (BBC News, 2011). This report highlighted...
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...[pic] Student Guide for Performance Based Service Acquisition And The Seven Step Process (ACQ 265) Nov 2009 Table of Contents UNIT 1 Introduction UNIT 2 Form the Team, Review Current Strategy, Market Research Step 1: Form the Team Step 2: Review the Current Strategy Step 3: Market Research UNIT 3 An Industry Perspective: Approaching an Acquisition UNIT 4 Requirements Definition Step 4: Requirements Definition UNIT 5 Develop your Sourcing Strategy Step 5: Sourcing Strategy UNIT 6 Execute the Strategy Step 6: Execute the Strategy UNIT 7 Performance Management Step 7: Manage Performance Appendices I Acronym List II Glossary | | | |Course Title |Performance Based Service Acquisition (ACQ 265) | | | | | | | |Lesson Title | Course Introduction | | ...
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...1.EXECUTIVE SUMMARY Executive summary: While studying the HR procedures it was conspicuous that the recruitment and selection procedures are of greater importance for any organization. As GlaxosmithKline Pharmaceuticals Ltd. is an esteemed organization in Nashik the response to recruitment advertisement was huge. During my training period I was a part of recruitment and selection procedure. My primary task was to screen the resumes of the applicants and thus to select the candidates for the interview sessions. The selection procedures included written tests and interviews. After every stage the selected candidates are moved to the next level while the rejected candidates are again called for the feedback. The objective with which the study was conducted are as follows, To understand: 1. The functioning of Recruitment and Selection. 2. To have exposure to recruitment process 3. Whether the recruitment process and selection process are satisfactory or not. The major findings about the recruitment and selection procedures are as follows, * The overall satisfaction level is high. * Job profile communication, evaluation of experience is the factors where Glaxosmithkline is scoring well. * The recruitment is mainly done through print media. * The selection procedures are having three phases. * The executives want the procedure to be future oriented. Following were the suggestions given for the improvement in the procedures. ...
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...United Nations Development Programme Human Development Report Office This note should be read in conjunction with the Regional/ National Human Development Report Toolkit. While the toolkit provides general guidance on preparing a Regional or National Human Development Report, this note gives specific suggestions on how to approach the concept of human security as a topic for such a report. Human Security A Thematic Guidance Note for Regional and National Human Development Report Teams BY OSCAR A. GÓMEZ AND DES GASPER Contents What is Human Security?............ 2 Getting Started...................................... 4 Selecting objectives and themes...... 4 The process.................................................... 6 Many important aspects of human development relate also to people’s security: loosely defined as people’s freedom from fear and freedom from want in a broad sense. Applying a human security approach offers an opportunity to analyse many issues in an informative way. This note explains how one might go about doing that. Human security relates to much more than security from violence and crime. A report team wanting to look at the security of people’s livelihoods (economic, food, environment or health security) might apply a human security approach. Human security can also be used to look into personal, community and political security. Indeed, human development reports from around the world have applied the approach in other innovative ways. But...
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...for pointing to some practical implications for both public sector management and public sector managers. Key words: new public management, public value, role of managers Public sector reform has been a common experience across the world despite its different forms and foci (Pollitt and Bouckaert 2004). Commonly as scholars and practitioners we refer to the reforms of the last few decades as ‘new public management’ (NPM) which, for Hood (1991), represented a paradigmatic break from the traditional model of public administration. During this era several countries became exemplars of NPM, in particular New Zealand and Australia which undertook significant public sector change to break from the bureaucratic paradigm of public administration.1 More recently, however, cracks have appeared and the search for a new way of thinking about, and enacting public management practice has begun, in part to address the supposed weaknesses of NPM. This is unlikely to...
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...Available online at www.sciencedirect.com International Journal of Project Management 30 (2012) 608 – 620 www.elsevier.com/locate/ijproman The three roles of a project portfolio management office: Their impact on portfolio management execution and success Barbara Natalie Unger a,⁎, Hans Georg Gemünden a , Monique Aubry a b b Technische Universität Berlin, Chair for Technology and Innovation Management, Straße des 17. Juni 135, Sekr. H71, 10623 Berlin, Germany Université du Québec à Montréal, School of Business and Management, P.O. Box 8888 Downtown Station, Montreal, Quebec, Canada H3C 3P8 Received 27 July 2011; received in revised form 29 November 2011; accepted 26 January 2012 Abstract Project portfolio management offices (PPMOs) are a subset of project management offices (PMOs) that handle collections of multiple single projects and programmes, i.e. portfolios. PPMOs are centralised organisational units that cater to the demands of various stakeholders by performing specialised tasks. They are initiated by their organisation's leadership in response to increasing management challenges originating from project portfolios. Although there has been considerable research on PMOs in general, not only a clear understanding of multi-project PMOs' activity patterns set in specific contexts like project portfolio management, but also both existence and mode of multi-project PMOs' contribution to successful performance are still lacking. By quantitatively analysing PPMOs in 278 portfolios...
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...Available online at www.sciencedirect.com International Journal of Project Management 30 (2012) 608 – 620 www.elsevier.com/locate/ijproman The three roles of a project portfolio management office: Their impact on portfolio management execution and success Barbara Natalie Unger a,⁎, Hans Georg Gemünden a , Monique Aubry b a b Technische Universität Berlin, Chair for Technology and Innovation Management, Straße des 17. Juni 135, Sekr. H71, 10623 Berlin, Germany Université du Québec à Montréal, School of Business and Management, P.O. Box 8888 Downtown Station, Montreal, Quebec, Canada H3C 3P8 Received 27 July 2011; received in revised form 29 November 2011; accepted 26 January 2012 Abstract Project portfolio management offices (PPMOs) are a subset of project management offices (PMOs) that handle collections of multiple single projects and programmes, i.e. portfolios. PPMOs are centralised organisational units that cater to the demands of various stakeholders by performing specialised tasks. They are initiated by their organisation's leadership in response to increasing management challenges originating from project portfolios. Although there has been considerable research on PMOs in general, not only a clear understanding of multi-project PMOs' activity patterns set in specific contexts like project portfolio management, but also both existence and mode of multi-project PMOs' contribution to successful performance are still lacking. By quantitatively analysing...
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...not made for an individual but for a company, involving a variable number of people. To be more commercially efficient, the supplier must take into account the special nature of the industrial purchase, in particular the specific nature of the buying center, the buying process and buying situations. First we will look at the individual purchase and then the Business to Business purchase. 2.1 The Individual Purchase 2.1.1 Factors Influencing Buying Behavior Most models present factors influencing buying behavior in a hierarchical and simplified way. In fact, this classification in terms of importance of the factors depends for the most part on the context.1 For example in Muslim countries the power of religion is very important and almost certainly dominates other factors such as social class. 1 Howard, J. A., & Sheth, J. N. (1969). The theory of buyer behaviour. New York: Wiley. P. Malaval et al., Aerospace Marketing Management, Management for Professionals, DOI 10.1007/978-3-319-01354-1_2, # Springer International Publishing Switzerland 2014 29 30 2 The Individual and Organizational Purchase Fig. 2.1 Factors influencing behavior (Adapted from...
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...International Joint Venture System Complexity and Human Resource Management* Randall Schuler Rutgers University and GSBA Zurich Ibraiz Tarique Pace University Chapter to appear in I. Björkman and Günter Stahl (eds.), Handbook of Research in IHRM. (London: Edward Elgar Publishing, 2005) * The authors wish to thank S. Jackson, M. Moelleney, B. Kugler, G. Bachtold, W. Harry, J. Ettlie, D. Osborn, Y. Gong, and I Björkman for their suggestions and commentary in the development of this chapter. © Randall S. Schuler and Ibraiz R. Tarique. 1 International Joint Venture System Complexity and Human Resource Management An increasing number of organizations are entering new global markets as they seek to develop and sustain a competitive advantage in today’s highly competitive global environment (Taylor, 2004; Ernst & Halevy, 2004). To accomplish this international expansion, organizations can and do use many different market entry strategies (Narula & Duysters, 2004; Briscoe & Schuler, 2004; Beamish & Kachra, 2003; Newburry & Zeira, 1998; Child & Faulkner, 1998). Prior research has shown that cross-border alliances, particularly international joint ventures (IJVs) are perhaps the most popular means of international expansion (Ernst & Halevy, 2004; Briscoe & Schuler, 2004; Schuler, Jackson, & Luo, 2004). Despite their popularity, however, IJVs are difficult to develop, organize, and manage. Research has shown that a majority of IJVs fall short of their stated goals leading...
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...Li, S.K. Ong, A.Y.C. Nee and C. McMahon (Eds.) R. Venkata Rao Decision Making in the Manufacturing Environment Using Graph Theory and Fuzzy Multiple Attribute Decision Making Methods 123 R. Venkata Rao, PhD Department of Mechanical Engineering Sardar Vallabhbhai National Institute of Technology, Surat Ichchanath Surat 395 007 Gujarat State India British Library Cataloguing in Publication Data Rao, R. Venkata Decision making in the manufacturing environment : using graph theory and fuzzy multiple attribute decision making methods. - (Springer series in advanced manufacturing) 1. Production management - Decision making 2. Graph theory 3. Fuzzy decision making 4. Multiple criteria decision making I. Title 658.5’036 ISBN-13: 9781846288180 Library of Congress Control Number: 2007926809 Springer Series in Advanced Manufacturing ISSN 1860-5168 ISBN 978-1-84628-818-0 e-ISBN 978-1-84628-819-7 Printed on acid-free paper © Springer-Verlag London Limited 2007...
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...“A critical component of any winning business is an HR function that improves business results. I highly recommend this book to HR and business leaders everywhere.” —William S. Allen, Senior VP, Group HR, AP Moller-Maersk AS, Copenhagen, Denmark “Got business? This book does. By asking (and answering) the tough questions about HR relevance for line managers, shareholders, and customers, readers will clearly understand the why, how, and what of HR transformation.” —Rich Baird, Joint U.S. and Global Leader, Advisory People and Change, PwC “Wow, they have done it! Many HR shops need transformation but don’t have the answers. This book is the roadmap, answers the questions, provides the rationale, and describes how HR transformations should unfold. Read it, but better yet—do it!” —Richard W. Beatty, Rutgers University, coauthor of The Differentiated Workforce “A must read for an HR team that wants to add the most value to the business.” —Bob Bloss, HR Executive Vice President, Hallmark “A thoughtful and practical guide that will help leaders navigate some of the most important decisions about building the HR organization of the future.” —John Boudreau, USC Marshall, coauthor of Investing in People and Beyond HR “Two bangs for your hard-earned buck. First, a very strong summary of the key tenets of the most important HR thinking. Second, highly practical examples of what to do and—even more importantly—what NOT to do when embarking upon transformation.” —Reg Bull...
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...THE PDMA HANDBOOK OF NEW PRODUCT DEVELOPMENT T HIRD E DITION Kenneth B. Kahn, Editor Associate Editors: Sally Evans Kay Rebecca J. Slotegraaf Steve Uban JOHN WILEY & SONS, INC. Cover image: © Les Cunliffe/iStockphoto Cover design: Elizabeth Brooks This book is printed on acid-free paper. Copyright © 2013 by John Wiley & Sons, Inc. All rights reserved Published by John Wiley & Sons, Inc., Hoboken, New Jersey Published simultaneously in Canada No part of this publication may be reproduced, stored in a retrieval system, or transmitted in any form or by any means, electronic, mechanical, photocopying, recording, scanning, or otherwise, except as permitted under Section 107 or 108 of the 1976 United States Copyright Act, without either the prior written permission of the Publisher, or authorization through payment of the appropriate per-copy fee to the Copyright Clearance Center, 222 Rosewood Drive, Danvers, MA 01923, (978) 750-8400, fax (978) 646-8600, or on the web at www.copyright.com. Requests to the Publisher for permission should be addressed to the Permissions Department, John Wiley & Sons, Inc., 111 River Street, Hoboken, NJ 07030, (201) 748-6011, fax (201) 7486008, or online at www.wiley.com/go/permissions. Limit of Liability/Disclaimer of Warranty: While the publisher and author have used their best efforts in preparing this book, they make no representations or warranties with the respect to the accuracy or completeness of the contents of...
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...ABRAHAM CARMELI ZACHARY SHEAFFER GALY BINYAMIN RONI REITER-PALMON TALI SHIMONI TransformationalLeadershipandCreative Problem-Solving:TheMediatingRoleof PsychologicalSafetyandReflexivity ABSTRACT Previousresearchhaspointedtotheimportanceoftransformationalleadershipin facilitating employees’ creative outcomes. However, the mechanism by which trans- formational leadership cultivatesemployees’ creativeproblem-solving capacity isnot well understood. Drawing on theories of leadership, information processing and creativity,weproposedand tested amodelinwhichpsychologicalsafety and reflex- ivity mediate the effect of transformational leadership and creative problem-solving capacity. The results of survey data collected at three points in time indicate that transformational leadership facilitates the development of employees’ creative prob- lem-solvingcapacitybyshapingaclimateofpsychologicalsafetyconducivetoreflex- ivity processes. However, the findings also indicate that psychological safety is related both directly and indirectly, through reflexivity, to employees’ creative problem-solvingcapacity.Thisstudyshedsfurtherlightonthewaysinwhichtrans- formational leaders help to develop and cultivate employees’ capacity for creative problem-solving. Keywords: creative problem-solving, transformational leadership, psychological safety,reflexivity. Work organizations in a variety of industries seek to develop and cultivate their ability to address ill-defined...
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