...Case Sharp Printing, AG Three years ago the Sharp Printing (SP) strategic management group set a goal of having a color laser printer available for the consumer and small business market for less than $200. A few months later the senior management met off-site to discuss the new product. The results of this meeting were a set of general technical specifications along with major deliverables, a product launch date, and a cost estimate based on prior experience. Shortly afterward, a meeting was arranged for middle management explaining the project goals, major responsibilities, the project start date, and importance of meeting the product launch date within the cost estimate. Members of all departments involved attended the meeting. Excitement was high. Although everyone saw the risks as high, the promised rewards for the company and the personnel were emblazoned in their minds. A few participants questioned the legitimacy of the project duration and cost estimates. A couple of R&D people were worried about the technology required to produce the high-quality product for less than $200. But given the excitement of the moment, everyone agreed the project was worth doing and doable. The color laser printer project was to have the highest project priority in the company. Lauren was selected to be the project manager. She had 15 years of experience in printer design and manufacture, which included successful management of several projects related to printers for commercial markets...
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...Case: Sharp Printing, AG Three years ago the Sharp Printing (SP) strategic management group set a goal of having a color laser printer available for the consumer and small business market for less than $200. A few months later the senior management met off-site to discuss the new product. The results of this meeting were a set of general technical specifications along with major deliverables, a product launch date, and a cost estimate based on prior experience. Shortly afterward, a meeting was arranged for middle management explaining the project goals, major responsibilities, the project start date, and importance of meeting the product launch date within the cost estimate. Members of all departments involved attended the meeting. Excitement was high. Although everyone saw the risks as high, the promised rewards for the company and the personnel were emblazoned in their minds. A few participants questioned the legitimacy of the project duration and cost estimates. A couple of R&D people were worried about the technology required to produce the high-quality product for less than $200. But given the excitement of the moment, everyone agreed the project was worth doing and doable. The color laser printer project was to have the highest project priority in the company. Lauren was selected to be the project manager. She had 15 years of experience in printer design and manufacture, which included successful management of several projects related to printers for commercial...
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...Wayne Spencer, a licensened physician and the principle investigator of the study, along with Lisa Sharp, the director of clinical trials at Lee Research Institute were named in the inditement.Dr. Spencer and Sharp were each charged with one case of conspiracy, three counts of mail fraud, and one count of falsifying information required by the Food and Drig Administration (Pharmalot.com, 2011). Dr. Spencer and Sharp were terminated by Lee Reasearch Institute following the inditements. Lee Research Institute immediately started an internal investigation of the alledged insedence in cooperation with the Food and Drug Administration and Schring/Plough (Kansas City Business Journal, 2011). The indictment accuses the two former employees of providing false information of the patients participating in the study trials. The study was to be conducted using subjects 50 years old or greater who suffer from ragweed allergies. Employees of the contracted research organization were prohibited from participation in the case study. Dr. Spencer and Sharp are accused of falsifying the information of the participants. Eight individuals participated in the case study. The researchers stated all eight met the requirements of the study (Pharmalot.com, 2011). Two of the participants were not over the required age of 50 and were employees of the contracted research organization. The indictment alleges that Dr. Spencer and Sharp reported to the Food and...
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...Assignment 1 — Sharp Corporation: Beyond Japan Unit 1: Macro-level Influences on International Business In Assignment 1, you are required to do a case analysis of Sharp Corporation, a Japanese company. If you haven’t already done so, review the Assignment Tips and Requirements and the Note on Case Analysis (links are on the instructions page for this assignment). The objective of the case study for Assignment 1 is to expose students to globalization and its impact on operational decisions of companies. Faced with major losses, Sharp Corporation is forced to question its long-standing operating model and to develop a new approach that is more suitable to the environment it now competed in. Completing this assignment will enable you to see how the key concepts presented in Lessons 1 through 3—globalization, culture, and political and economic risk—are interconnected. You will be able to evaluate interrelationships among issues related to (i) the role of globalization in investment decisions and company operations; (ii) the role of economic environment in creating global companies; (iii) the importance of property rights in international business; and (iv) the role of national culture in company operations. The Case To read the case, click the link below (will open in new window). Sharp Corporation: Beyond Japan One-time permission to reproduce granted by Richard Ivey School of Business Foundation on Oct. 13, 2011. This permission will expire six months from Jan. 1, 2012...
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...MEDFORD UNIVERSITY CASE STUDY ANALYSIS #3 Leilani P. Sharp Potomac College Abstract Medford University is a research university with about 10,000 students. It has a good liberal arts undergraduate program, a top-rated medical school, and a fine law school. It employs about 12,000 people. A majority of these employees work at the university hospital. Lately, the university has faced significant financial pressures. The hospital is under pressure to reduce costs because of changing health care regulation and insurance coverage. INTRODUCTION 1. President Kobayashi appointed a task force to consider the issue of fringe benefits. She could have asked the university’s human resources department to design a plan. The appointed task force to reduce expenditures and design a new package for the fringe benefit package offered to faculty and staff of Medford University. At the same time, President Kobayashi wants to maintain the quality of the faculty and staff abroad. This task force would consist of different members of the faculty and staff in hoping that each member would have specific knowledge to help or to contribute in the decision making process. As far as the human resources department in creating a new fringe benefit package for the faculty and staff, this may have caused some questions and raised eyebrows from employees in thinking that the package is geared toward the upper class members, the rich and the possibility to show more...
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...1 of 15 Assignm ent 2 Garment Industry Case Study MIS – Garment Industry Case Study 2 of 15 The Business Problem In common with the rest of the UK textile and garment industry, IGL faced problems of increasing competition from overseas suppliers, in particular relatively low-wage “Newly Industrialising Countries” like Hong Kong. In response to these competitive pressures, The Special Garment Group began searching for appropriate strategies to meet the challenge. In early 1983, they hired management consultants to study the future of their contract garments business. MIS – Garment Industry Case Study Organizational Structure CONGLOMERATE INTERNATIONAL GARMENTS LIMITED BOARD 3 of 15 PRODUCT GROUP 1 SPECIAL GARMENTS GROUP BOARD PRODUCT GROUP 3 CHIEF EXECUTIVE PROFIT CENTRE 1 PROFIT CENTRE n COMMERCIAL DIRECTOR FINANCE DIRECTOR DP MANAGER DP MANAGER MIS – Garment Industry Case Study 4 of 15 SADT Diagram Suppliers Retailers Business Objectives & Strategies Policies & Plans Investment Proposal Project Plan Concepts & Business Needs . Flexibility . Responsiveness Production Control MICS Development Project User Training Management Info Education & Training DP Staff (SDC & SGG) Hardware MICS Application Finance Technology MIS – Garment Industry Case Study 5 of 15 Investm ent Proposal 1. increase the proportion of high value-added merchandise 2. improve the speed of response...
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...© HULT INTERNATIONAL BUSINESS SCHOOL | CASE STUDY: IROBOT - “WHERE TO WIN” AND “HOW TO PLAY” 1 Hult Strategic Growth Challenge: iRobot – “Where to Win” & “How to Play” in the increasingly crowded robotics space Competition Details Judge: Ronald Jonash Professor of Strategy and Innovation, Hult International Business School Case Study: iRobot - “Where to Win” and “How to Play” in the increasingly crowded robotics space Developed by Professor Ronald Jonash and Bert Fickel for the purpose of classroom discussion and analysis at Hult International Business School. ©2014 What would you do? You are the head of strategy at iRobot, and have been asked for your recommendations and rationale on “Where to Play” and “How to Win” over the next two years. 1. Where should iRobot best put its development resources and focus? 2. Where is iRobot’s marketing budget best spent? 3. How can iRobot best win given its strengths and weaknesses? 4. What are the key factors and competencies that are liable to drive success and gain a sustainable competitive advantage? Read the complete case study on pages 1 - 2. Rules Entries must be submitted in PowerPoint format 10 slide maximum including 1-2 page executive summary (not including title page) Presentation should be professional and “boardroom ready” Awards* 1st Place - 40% scholarship towards tuition 2nd Place - 25% scholarship towards tuition 3rd Place - 15% scholarship towards tuition How to submit Apply for our intake 2014 ...
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...Aim The aim of the study was to report the findings of the treatment of a five-year-old boy for his phobia of horses. Procedure/Method Freud used a case study method to investigate Little Hans? Phobia. However the case study was actually carried out by the boy?s father who was a friend and supporter of Freud. Freud probably only met the boy once. The father reported to Freud via correspondence and Freud gave directions as how to deal with the situation based on his interpretations of the father?s reports. Freud noted that it was the special relationship between Hans and his father that allowed the analysis to progress and for the discussions with the boy to be so detailed and so intimate. The first reports of Hans are when he was 3 years old. Findings/Results The first reports of Hans are when he was 3 years old when he developed an active interest in his ?widdler? (penis), and also those of other people. For example on one occasion he asked ? Mummy, have you got a widdler too?? When he was about three years and six months old his mother told him not to touch his widdler or else she would call the doctor to come and cut it off. Around the same time, Hans? mother gave birth to his sister Hanna, and Hans expressed jealousy towards her though this disappeared after a few months. When Hans was almost 5, Hans? father wrote to Freud explaining his concerns about Hans. He described the main problem as follows: ?He is afraid a horse will bite him in the street, and this fear seems...
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...Joel Chen BADM 2003 Professor Sharp 03/06/12 Business Case Analysis: AWC Inc. A Case Study on a Small Aluminum Plant in Southwestern Ontario INTRODUCTION: AWC Incorporated is a small-scale but profitable aluminum fabrication plant located in southwestern Ontario. The company has been around since 1950, and was founded by Jim Macdonald, father of the current president Alex Macdonald. AWC specializes in the production of commercial aluminum windows, doors, storefronts and curtain wall products. A company deeply rooted in the local community, AWC has 100 staff, with 45 in production and 55 in the office. Because their sense of belonging, the employees are dedicated to the superior quality and competitive prices that the company is known for in the industry, in which the competition has become increasingly fierce. Recently, AWC Inc. is facing a decision regarding the installation of an air treatment system in the welding portion of the plant, as the company’s current pollution control system will no longer comply with the new Ontario’s Environmental Emissions and Occupational Heath and Safety regulations. The cost of the required emissions control system will have a major impact on the company’s overall profit and cash flow, which may jeopardize AWC Inc’s survival under the current recession. This article will examine the past practices and current situation of AWC Inc. using two different frameworks—Bill Gates’ “creative capitalism” and Garrett Hardin’s “Tragedy of...
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...ACE Challenge 2015 Amazon Confidential Preliminary Round: ACE Case Breakers Case Study: Operations Introduction It is a bright autumn morning in 2205 and Gaurav Maurya, SVP – Amazon Enceladus1, is gazing outside the window and reminiscing about how Blue Origin2 had transformed Enceladus into a bustling human colony in a short span of 50 years, much like some of the developing countries back on Earth. Also, continuing Amazon’s legacy, Amazon.en has become Enceladus’s most customer-centric company in a short span of one year and customers love to buy all sorts of products on it every day. Gaurav is scheduled to meet the Board of Directors back on Earth in 3 days to present the first year report. For this meeting, Gaurav has decided to focus on operations, and on how different verticals within operations are helping raise the bar on customer experience. Gaurav enlisted four of his team members to share their stories. As Gaurav prepares for the meeting, he has asked you to take a look at the reports that his team has put together and help him answer some open questions and come up with fresh ideas on how to solve the problems. Scenario 1: Like on Earth, Amazon’s goal is to offer Enceladus’ largest selection on Amazon.en. Deonn, who recently joined Amazon.en wants to accelerate the addition of new products in the catalogue. While Amazon already provides tools for vendors to submit their items in the catalogue, the error rate remains high. On an average, vendors...
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...CASE STUDY ANALYSIS OF P&G: SK-II GLOBALIZATION PROJECT FOR: Professor Howard Kupferman Written by: Andres Torres Procter and Gamble Case Study Analysis Actors: 1. Alan Lafley: Head of P&G Beauty Care GBU 2. Paolo de Cesare: President of Max Factor Japan 3. Durk Jager: P&G CEO 4. GLT: Global Leadership Team (made up of business GM’s of crucial MDO’s, people from R&D, consumer research, product supply, HR, and finance). Chaired by Lafley. INTRO: In this case study we are introduced to P&G as an organization and their changes in structure overtime. More specifically, after the acquisition of Max Factor Japan and success in its SK-II line, questions are raised about whether global expansion is feasible and profitable as a franchise. De Cesare ran this skin-care line in Japan, but he reported directly to Lafley. This is crucial because global expansion would require Lafley’s approval in budgeting and organizational support. P&G recently went through major organizational changes over a period of six years known as O2005. This created huge questions in the strategy that would be put together in the case of a global expansion for SK-II. Within the U.S. Procter & Gamble originally followed an organizational structure consisting of seven different divisions that were furthermore shattered into 26 distinct categories. Each category had its own R&D, supply management and marketing. In addition, the international organization...
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...ACE INSTITUTE OF MANAGEMENT Affiliated to POKHARA UNIVERSITY CASE STUDY ON "Managing Motivation in a Difficult Economy" Prepared by Submitted to Raju Karki Shanker Raj Pandey Rama Satyal Ramesh KC Sandeep Amir Kansakar Sanjeev Shrestha THEORETICAL BACKGROUND Motivation is the process that accounts for an individual intensity, direction and persistence of efforts towards attaining a goal. It is the result of interaction between an individual and the situation. Motivated person says "Nothing is impossible” and put his best effort on the task assigned. The different organizational topics covered on the case are as follows:- a. Organizational Justice:- Organizational Justice is the overall perception of what is fair in the workplace. Disruptive Justice is the employee's perception of fairness of the amount and allocation of rewards among individuals. e.g. How much we get paid relative to what we think we should be paid? Similarly, Procedural Justice is the perceived fairness of the process used to determine the distribution of reward. For employees to see a process as a fair, they need to feel they have some control over the outcome and that they were given an adequate explanation about why the outcome occurred. Finally, Interactional Justice is an individual's perception of the degree to which she is treated with dignity, concern and respect. b. Diversity and Age:- Workforce diversity can be studied under two headings:- i. Surface...
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...ACE INSTITUTE OF MANAGEMENT Affiliated to POKHARA UNIVERSITY CASE STUDY ON "Managing Motivation in a Difficult Economy" Prepared by Submitted to Raju Karki Shanker Raj Pandey Rama Satyal Ramesh KC Sandeep Amir Kansakar Sanjeev Shrestha THEORETICAL BACKGROUND Motivation is the process that accounts for an individual intensity, direction and persistence of efforts towards attaining a goal. It is the result of interaction between an individual and the situation. Motivated person says "Nothing is impossible” and put his best effort on the task assigned. The different organizational topics covered on the case are as follows:- a. Organizational Justice:- Organizational Justice is the overall perception of what is fair in the workplace. Disruptive Justice is the employee's perception of fairness of the amount and allocation of rewards among individuals. e.g. How much we get paid relative to what we think we should be paid? Similarly, Procedural Justice is the perceived fairness of the process used to determine the distribution of reward. For employees to see a process as a fair, they need to feel they have some control over the outcome and that they were given an adequate explanation about why the outcome occurred. Finally, Interactional Justice is an individual's perception of the degree to which she is treated with dignity, concern and respect. b. Diversity and Age:- Workforce diversity can be studied under two headings:- i. Surface...
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...Equality, Diversity and Inclusion: An International Journal Equality and diversity in employment relations: do we practise what we preach? Jane Holgate Sue Abbott Nicolina Kamenou Josie Kinge Jane Parker Susan Sayce Jacqueline Sinclair Laura Williams Article information: To cite this document: Jane Holgate Sue Abbott Nicolina Kamenou Josie Kinge Jane Parker Susan Sayce Jacqueline Sinclair Laura Williams, (2012),"Equality and diversity in employment relations: do we practise what we preach?", Equality, Diversity and Inclusion: An International Journal, Vol. 31 Iss 4 pp. 323 - 339 Permanent link to this document: http://dx.doi.org/10.1108/02610151211223021 Downloaded on: 01 December 2014, At: 02:26 (PT) References: this document contains references to 46 other documents. To copy this document: permissions@emeraldinsight.com The fulltext of this document has been downloaded 3118 times since 2012* Downloaded by UNIVERSITY OF LEICESTER At 02:26 01 December 2014 (PT) Users who downloaded this article also downloaded: C.W. Von Bergen, Barlow Soper, John A. Parnell, (2005),"Workforce diversity and organisational performance", Equal Opportunities International, Vol. 24 Iss 3/4 pp. 1-16 http:// dx.doi.org/10.1108/02610150510788033 Vidhi Agrawal, Vidhi Agrawal, (2012),"Managing the diversified team: challenges and strategies for improving performance", Team Performance Management: An International Journal, Vol. 18 Iss 7/8 pp. 384-400 http://dx.doi.org/10.1108/13527591211281129...
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...Norwegian University of Science and Technology (NTNU) Department of Industrial Economics and Technology Management N-7491 Trondheim, Norway Vidar Pedersen Investment Office Nordic, Telenor Nordic Finance Snarøyveien 30, N-1331 Fornebu Tel: 47-9823-2599 E-mail: vidar.pedersen@telenor.com Abstract Newly established, technology-based firms entering international markets often have limited resources in terms of capabilities, time, and capital. As a consequence, these firms often use entry modes characterised by low resource commitment, including partnership agreements (strategic alliances). This paper, investigates which partner selection criteria that are important for this group of firms when they are selecting partners. Based on case studies of three Norwegian firms targeting the UK market, five selection criteria have been identified as important (trust, relatedness of business, access to networks, access to market knowledge, reputation), one has been identified as partly important (sharing of financial risk), and ten have been identified as having limited importance. Further, the paper discusses the implications of these results for managers of small firms entering international markets and presents recommendations for further research. Keywords: International marketing,...
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