...Situational Analysis Strengths As it has become increasingly clear there is a new, exciting, and booming market for Tablets with over 4 million units1 purchased and more selling everyday. Research in Motion has long dominated the business world and is widely known for their innovating product, which has now sold over 60 million units worldwide, the BlackBerry. Now as an addition build upon the BlackBerry a new product the Playbook tablet is set to hit stores in early 20112 in an attempt to catch on to the tablet phenomenon. As this new market of tablets has competitors lining up to release their own versions of the tablet RIM is facing growing concerns of impeding competition in their steady enterprise market. They are faced with the growing technological convergence of communications, entertainment and business tools as well as the growing over lap of personal and business uses for these tools. RIM’s Palybook could potentially take a strong presence in the tablet market by focusing on the strengths that RIM has already established and taking advantage of the current gaps in Apple’s iPad model which currently dominants the tablet market. RIM has established themselves as the front-runners in the enterprise world. This was accomplished by meeting the extreme requirements of security and reliability needed to govern an entire business network3. The Playbook simple builds upon an IT structure that is already established in almost every major corporation by tethering to a BlackBerry...
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...1) The four traditional functions of management include planning, organizing, leading, and service. A. True B. False 2) The key management functions include: A. Planning, leading, controlling, and organizing B. Planning, operations, labor, and contracting C. Hiring, training, appraising, and firing D. Marketing, finance, accounting, and production 3) Building a dynamic organization is another way of describing which function of management? A. Planning B. Controlling C. Leading D. Organizing 4) Amy Jane, a new manager at C & D Grooming, has been asked to focus on the competitive environment of the organization. Which of these factors is among those Amy Jane should focus on? A. Government policies B. Technology C. Suppliers D. Demographics 5) Organizations that are affected by and that affect their environment are called ____________. A. inputs B. macroenvironment C. open systems D. outputs 6) Specific government organizations in a firm's immediate task environment are called ______________. A. substitutes B. economic indicators C. regulators D. new entrants 7) The assignment of additional responsibilities to a subordinate is referred to as: A. Pandering B. Span of control C. Delegation D. Centralization 8) A clear advantage of the product form of departmentalization is that task responsibilities...
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...Understanding the role of perceptions, personality and emotions in the workplace Perceptions, personality and emotions cannot be ignored when discussing the workplace because quite simply, the workplace is made up of people who come with different personalities, subject to different emotions and ways of looking at things. A successful company will understand this and its managers will work to create a positive atmosphere. Emotions, personalities and perceptions all have an effect on how employees interact with one another, how decisions are made, how managers are able to motivate their employees to increase productivity, and how conflicts and negotiations are handled. It stands to reason that if employees are happy and enjoy coming to work then they will be more productive. According to Barsade and Gibson, “…the evidence is overwhelming that experiencing and expressing positive emotions and moods tends to enhance performance at individual, group, and organizational levels” (Barsade & Gibson, 2007). Frost describes a mechanism of “emotional contagion” where when the leaders express positive emotions, the staff will be influenced by this and the outcomes tend to be positive (Frost, 2004). It would stand to reason then, that in a company with displays of negative emotions, the opposite would result. Affect is an umbrella term used by Barsade and Gibson as a range of discrete emotions (fear, anger, joy), moods (cheerful, sad), dispositional traits (negative, upbeat)...
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...Chapter 3: Wild World: Competing in the Global Economy Key Terms Absolute advantage | Balance of payments | Balance of trade | Ethnocentrism | Euro | Exchange rate | Exporting | Foreign direct investment | Fair trade | Devaluation | Comparative advantage | Free trade | Importing | Joint venture | Licensing | Protectionism | Multinational corporation | Dumping | Embargo | Economies of scale | Embargo | Quota | Stereotyping | Strategic alliance | Tariff | Trade deficit | Trade surplus | Trading blocs | | | Case Study Whirlpool Summary Nations trade to obtain raw materials and goods that are either unavailable in their own country or too expensive to produce. Trade increases a country’s total output, and offers greater variety and lower prices to consumers. Nations restrict international trade to help their own economies and to protect their domestic companies from competition with foreign rivals. They do this by imposing taxes, surcharges, tariffs, quotas, embargoes, and sanctions on the goods of foreign companies. Groups of nations form trading blocs to protect their own trade interests (EU, ASEAN, NAFTA, and Mercosur). International business activities can include importing, exporting, licensing, franchising, strategic alliances, joint ventures, and foreign direct investment (FDI). Outline I. Fundamentals of International Trade Companies in different countries compete for customers with companies in other countries in our global marketplace...
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...Empowerment is a concept which is commonly used in management in various organizations. According to Ongori (2009), employee empowerment have benefited many organizations through managing and taking care especially enhancing employee commitment and reducing employee turnover. As the case of the Regency Grand Hotel, the new management introduced the empowerment practice while at the same time expecting the employees to go beyond guidelines and standards to consider guest needs on a case to case basis (McShane & Travaglione 2007). Employees’ empowerment is needed in organization in order to expect employees to be in position to make quick decision and respond quickly to any changes. However, in order to effective and efficient, empowerment is required trust, motivation, decision making and breaking the inner boundaries between manager and employees (Thite 2004). There are internal and external factors which affecting the employee empowerment in the organization. Employee empowerment often fails due to various patterns and attitudes of employees. Most of people would feel uncomfortable and do not want to accept the change in management. Ongori (2009) stated that people may believe they want greater freedom and responsibility, while on the other hand, after years of being restricted, people may be unwilling and unable to take advantage of empowerment. In the case of Regency Grand Hotel, the previous management enforce employee to always work according to the management’s instruction...
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...European Business Issues | | | | Analysing the Competitive Strengths and Weaknesses of Germany with the TOWS Matrix Analysing the Competitive Strengths and Weaknesses of Germany with the TOWS Matrix Author: Student Name: Student No: Tutor: Adrian Pryce * Contents 1. Introduction 2 2. Porter's Determinants of National Advantage 2 3. Gaining Competitive Advantage with the TOWS Matrix Conceptual Model 3 4. Germany's Internal Weaknesses 4 5. Germany's Internal Strengths, Social Factors 5 6. Germany's Internal Strengths, Political and Economic factors 6 7. Threats from European Union Countries, North America and Asia 7 8. Opportunities within the European Union, North America, and Asia 9 9. Government Policy and Business Strategy 10 10. Conclusion 12 11. References 13 1. Introduction All nations are attentive to compete efficiently in the international market. Competitiveness doesn't depend simply on the value of individual firms, but also on the socioeconomic system and the industries of a nation. The rapidly changeable situations of the free world markets transcribe that nations fully utilize their comparative advantages to become or remain thriving in the future (Farr, 1990). Economic and political leaders must estimate the opportunities and threats from the foreign environments so as to put up convenient domestic strategies that shore up the weaknesses of their nations and take advantages of...
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...CULTURE SPECIFIC AND CROSSCULTURALLY GENERALIZABLE IMPLICIT LEADERSHIP THEORIES: ARE ATTRIBUTES OF CHARISMATIC/TRANSFORMATIONAL LEADERSHIP UNIVERSALLY ENDORSED?1 This study focuses on culturally endorsed implicit theories of leadership (CLTs). Although crosscultural research emphasizes that different cultural groups likely have different conceptions of what leadership should entail, a controversial position is argued here: namely that attributes associated with charismatic/transformational leadership will be universally endorsed as contributing to outstanding leadership. This hypothesis was tested in 62 cultures as part of the Global Leadership and Organizational Behavior Effectiveness (GLOBE) Research Program. Universally endorsed leader attributes, as well as attributes that are universally seen as impediments to outstanding leadership and culturally contingent attributes are presented here. The results support the hypothesis that specific aspects of charismatic/transformational leadership are strongly and universally endorsed across cultures. Deanne N. Den Hartog Vrije Universiteit-Amsterdam Representing the Netherlands Robert J. House University of Pennsylvania Principal Investigator Paul J. Hanges University of Maryland Principal Investigator S. Antonio Ruiz-Quintanilla Cornell University GLOBE Coordinating Team Direct all correspondence to: Deanne N. Den Hartog, Free University, Work and Organizational Psychology, v.d. Boechorst straat 1, 1081 BT Amsterdam, the Netherlands;...
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...SBFZ ICT PROFILE (For Updating) SUBIC BAY FREEPORT ZONE: ICT HUB LOCATION PROFILE Page 1 SITUATIONAL ANALYSIS (INTERNAL LANDSCAPE) ANALYSIS: CURRENT PRODUCT - SUBIC BAY SPECIAL ECONOMIC AND FREEPORT ZONE Product Features, Benefits, and Appeals Subic Bay Freeport Zone (SBFZ) has a total area of 67, 452 hectares both land and water (water area has a total of 12,350 hectares and a land area of 55, 102 hectares as defined by Proclamation No. 532 of the Subic Special Economic and Freeport Zone SSEFZ) Metes and Bound. It is comprised by the City of Olongapo, Subic Town, San Antonio in Zambales and the former US Naval Reservation. The earliest predecessor to the USFAC Subic Bay was an un finished Spanish Naval Station, acquired by the U. S. in 1898, following the Spanish American War. During World War II, most of the original station was destroyed by American rear guard action and aircraft bombing attacks. Following World War II and the achievement of Philippine independence, a decision was made to establish a U. S. Naval Base at Subic Bay. Substantial construction efforts were begun and accelerated during the Korean Conflict, resulting in the establishment of the U. S. Naval Base, Subic Bay, in 1954. Much of the area now occupied by the Freeport was previously occupied by the City of Olongapo. At that time, the Commander of the Naval Base was also in control of the City of Olongapo. During the Vietnam Conflict, construction of the facilities was again accelerated, and...
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...Open systems – organizations that are affected by and that affect their environment Inputs – goods and services organizations take in and use to create products or services Outputs – products and services organizations create. External environment – all relevant forces outside a firm’s boundaries, such as competitors, customers, the government and the economy Competitive environment – immediate environment surrounding a firm; includes suppliers, customers, rivals and the like Macroenvironment – includes governments, economic conditions and other fundamental factors that generally affect all organizations. All organizations operate in a macroenvironment which comprise of the following: Laws and regulations * The government can affect business opportunities through tax laws, economic policies and international trade rulings. * Regulators are specific government organizations in a firm’s more immediate task environment. The economy * Economic environments dramatically affect managers’ ability to function effectively and influences their strategic choices. * The stock market is an important economic influence. It may also have profound effects on the behavior of individual managers. * Economic conditions change over time and are difficult to predict. Technology * Technological advances create new products, advanced production techniques and better ways of managing and communicating * Also, new industries, markets and competitive niches develop...
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...ORGANIZATIONAL BEHAVIOR CONCEPTS CONTROVERSIES APPLICATIONS Seventh Edition Stephen P. Robbins 1996 Contents Part One • Introduction Chapter 1 What Is Organizational Behavior? 2 Chapter 2 Responding to Global and Cultural Diversity 42 Part Two • The Individual Chapter 3 Foundations of Individual Behavior 80 Chapter 4 Perception and Individual Decision Making 130 Chapter 5 Values, Attitudes, and Job Satisfaction 172 Chapter 6 Basic Motivation Concepts 210 Chapter 7 Motivation: From Concepts to Applications 250 Part Three • The Group Chapter 8 Foundations of Group Behavior 292 Chapter 9 Understanding Work Teams 344 Chapter 10 Communication 374 Chapter 11 Leadership 410 Chapter 12 Power and Politics 460 Chapter 13 Conflict, Negotiation, and Intergroup Behavior 502 Part Four - The Organization System Chapter 14 Foundations of Organization Structure 548 Chapter 15 Technology, Work Design, and Stress 588 Chapter 16 Human Resource Policies and Practices 634 Chapter 17 Organizational Culture 678 Part Five - Organizational Dynamics Chapter 18 Organizational Change and Development 714 CHAPTER I • WHAT IS ORGANIZATIONAL BEHAVIOR? What Managers Do Let’s begin by briefly defining the terms manager and the place where managers work—the organization. Then let’s look at the manager’s job; specifically, what do managers do? Managers get things done through other people. They make decisions, allocate resources, and direct the activities of others to attain goals. Managers do...
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...Waste Management, Inc. Strategic Case Analysis Submitted for Approval to: Dr. Jifu Wang LEADING EDGE CONSULTING Houston, TX The Leaders in Waste Management Group 1 Consultants Jason Cummings Correen Harrell Deanna Lewis Jim Upchurch David Woods Page 3 of 163 Table of Contents 1.0 2.0 2.1. 2.2. Executive Summary..........................................................................8 Background Information on Waste Management ..........................9 Brief History of Company............................................................................... 9 Historical Timeline of Important Events...................................................... 11 3.0 External Analysis ............................................................................13 3.1. General Environmental Analysis ................................................................. 13 3.1.1. Political/Legal Factors.............................................................................. 13 3.1.2. Economic Factors .................................................................................... 16 3.1.3. Sociocultural Factors ............................................................................... 20 3.1.4. Demographic Factors............................................................................... 21 3.1.5. Technological Factors.............................................................................. 25 3.1.6. Global Factors ...............................................
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...Dictionary of Travel, Tourism and Hospitality By the same author Britain – Workshop or Service Centre to the World? The British Hotel and Catering Industry The Business of Hotels (with H. Ingram) Europeans on Holiday Higher Education and Research in Tourism in Western Europe Historical Development of Tourism (with A.J. Burkart) Holiday Surveys Examined The Management of Tourism (with A.J. Burkart eds) Managing Tourism (ed.) A Manual of Hotel Reception (with J.R.S. Beavis) Paying Guests Profile of the Hotel and Catering Industry (with D.W. Airey) Tourism and Hospitality in the 21st Century (with A. Lockwood eds) Tourism and Productivity Tourism Council of the South Pacific Corporate Plan Tourism Employment in Wales Tourism: Past, Present and Future (with A.J. Burkart) Trends in Tourism: World Experience and England’s Prospects Trends in World Tourism Understanding Tourism Your Manpower (with J. Denton) Dictionary of Travel, Tourism and Hospitality S. Medlik Third edition OXFORD AMSTERDAM BOSTON LONDON NEW YORK PARIS SAN DIEGO SAN FRANCISCO SINGAPORE SYDNEY TOKYO Butterworth-Heinemann An imprint of Elsevier Science Linacre House, Jordan Hill, Oxford OX2 8DP 200 Wheeler Road, Burlington MA 01803 First published 1993 Reprinted (with amendments) 1994 Second edition 1996 Third edition 2003 Copyright © 1993, 1996, 2003, S. Medlik. All rights reserved The right of S. Medlik to be identified as the author of this work has been asserted...
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...Review of Marketing Research Review of Marketing Research VOLUME 1 Naresh K. Malhotra Editor M.E.Sharpe Armonk, New York London, England 4 AUTHOR Copyright © 2005 by M.E.Sharpe, Inc. All rights reserved. No part of this book may be reproduced in any form without written permission from the publisher, M.E. Sharpe, Inc., 80 Business Park Drive, Armonk, New York 10504. Library of Congress ISSN: 1548-6435 ISBN 0-7656-1304-2 (hardcover) Printed in the United States of America The paper used in this publication meets the minimum requirements of American National Standard for Information Sciences Permanence of Paper for Printed Library Materials, ANSI Z 39.48-1984. ~ MV (c) 10 9 8 7 6 5 4 3 2 1 CHAPTER TITLE 5 REVIEW OF MARKETING RESEARCH EDITOR: NARESH K. MALHOTRA, GEORGIA INSTITUTE OF TECHNOLOGY Editorial Board Rick P. Bagozzi, Rice University Ruth Bolton, Arizona State University George Day, University of Pennsylvania Morris B. Holbrook, Columbia University Michael Houston, University of Minnesota Shelby Hunt, Texas Tech University Dawn Iacobucci, Northwestern University Arun K. Jain, University at Buffalo, State University of New York Barbara Kahn, University of Pennsylvania Wagner Kamakura, Duke University Donald Lehmann, Columbia University Robert F. Lusch, University of Arizona Kent B. Monroe, University of Illinois, Urbana A. Parasuraman, University of Miami William Perreault, University of North Carolina Robert A. Peterson, University...
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...The Handbook of Negotiation and Culture Michele J. Gelfand Jeanne M. Brett Editors STANFORD BUSINESS BOOKS The Handbook of Negotiation and Culture The Handbook of Negotiation and Culture Edited by miche le j. ge lfand and jeanne m. brett Stanford Business Books An imprint of Stanford University Press Stanford, California 2004 C Stanford University Press Stanford, California C 2004 by the Board of Trustees of the Leland Stanford, Jr., University. All rights reserved. No part of this book may be reproduced or transmitted in any form or by any means, electronic or mechanical, including photocopying and recording, or in any information storage or retrieval system without the prior written permission of Stanford University Press. Printed in the United States of America on acid-free, archival-quality paper Library of Congress Cataloging-in-Publication Data The handbook of negotiation and culture / edited by Michele J. Gelfand and Jeanne M. Brett. p. cm. Includes bibliographical references and index. isbn 0-8047-4586-2 (cloth : alk. paper) 1. Negotiation. 2. Conflict management. 3. Negotiation—Cross-cultural studies. 4. Conflict management—Cross-cultural studies. I. Gelfand, Michele J. II. Brett, Jeanne M. bf637.n4 h365 2004 302.3—dc22 2003025169 Typeset by TechBooks in 10.5/12 Bembo Original printing 2004 Last figure below indicates year of this printing: 13 12 11 10 09 08 07 06 05 04 Contents List of Tables and Figures Foreword Preface xi xv ix ...
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... Glenn Brophey and Denyse Lafrance-Horning wrote this case solely to provide material for class discussion. The authors do not intend to illustrate either effective or ineffective handling of a managerial situation. The authors may have disguised certain names and other identifying information to protect confidentiality. Ivey Management Services prohibits any form of reproduction, storage or transmittal without its written permission. Reproduction of this material is not covered under authorization by any reproduction rights organization. To order copies or request permission to reproduce materials, contact Ivey Publishing, Ivey Management Services, c/o Richard Ivey School of Business, The University of Western Ontario, London, Ontario, Canada, N6A 3K7; phone (519) 661-3208; fax (519) 661-3882; e-mail cases@ivey.uwo.ca. Copyright © 2009, Ivey Management Services Version: (A) 2009-07-21 With the sun setting over the Rift Valley in Kenya, Sebastian Herrmann walked back to his tent with a head full of questions. He was at a loss as he wondered what kind of marketing campaign would ensure that every family that should use a WaterHarvester received one. If he could answer this question, he could see the potential to significantly improve the living conditions for many of the amazing people he had met over the last couple of weeks during his April 2007 visit. Just yesterday, the first prototype of the WaterHarvester had been installed and worked far better than he and his fellow...
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