...Delivering bad news is a part of life. But for all organizations the way that news is delivered is critical to employee engagement and to the success of the organization. Because delivering bad news is a reality that all organizations must face, it is crucial that the way that news is delivered in a way that does not catch employees completely off guard and cause extremely negative reactions. In the article, “The Delivery of Bad News in Organizations,” author Robert J. Bies presents a framework for the delivery of bad news in organizations. The delivery of bad news is a part of organizational operations. Bad news in organizations is a daily occurrence. It can be through a negative performance review, customer service disasters, denial of proposals, and employee layoffs or employee terminations. When leaders are asked to name their most difficult task, invariably the delivery of bad news is at the top of the list (Bies, 2010). Even though leaders accept the delivery of is a part of organizations life they are often reluctant to do so. The delivery of bad news is often an emotional event for managers because they may become the target of anger, retaliation and even though they may not be directly responsible, they are often the focus of blame. Being blamed for the news can be detrimental to the person tasked with delivering the bad news, as it may seriously erode their organizational legitimacy. Bad News Defined The working definition of bad news for this purpose is information...
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...centers. There should be no interruption in the line of communication while the organization is functioning. Every communication should be validated. Open Communication, inclusive communication, two-way communication, results-driven communication, and multi-channeled are the basic effective communication strategies used by corporate world to meet their change objectives. When it comes to communicating “Bad News” such as office cutbacks or workforce reduction, it is crucial not to catch the employees completely off guard and cause extreme negative reactions. According to Robert J. Bies in the article “The Delivery of Bad News in Organizations”, delivering the “Bad News” is the most discomforting routines that a managers faces. Since the news has to delivered, I would use the three phase delivery (Preparation, Delivery and Transition), which is intended to minimize anger, blame and sense unfairness. Preparation: When employees are able to psychologically prepare for bad news they tend to handle it better. Preparation involves all activities prior to the delivery of bad news. There are seven different activities in the preparation phase; giving advance warning, creating a “paper trail,” calibrating expectations, using disclaimers, providing the opportunity for voice, coalition building, and rehearsal. I will concentrate on advance warning and...
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...Partnership – Basic Considerations and Formation 1 CHAPTER 1 MULTIPLE CHOICE ANSWERS AND SOLUTIONS 1-1: a Jose's capital should be credited for the market value of the computer contributed by him. 1-2: b (40,000 + 80,000) ÷ 2/3 = 180,000 x 1/3 = 60,000. 1-2: c 1-3: a Cash P100,000 Land 300,000 Mortgage payable ( 50,000) Net assets (Julio, capital) P350,000 1-4: b Total Capital (P300,000/60%) P500,000 Perla's interest ______40% Perla's capital P200,000 Less: Non-cash asset contributed at market value Land P 70,000 Building 90,000 Mortgage Payable ( 40,000) _120,000 Cash contribution P 80,000 1-5: d - Zero, because under the bonus method, a transfer of capital is only required. 1-6: b Reyes Santos Cash P200,000 P300,000 Inventory – 150,000 Building – 400,000 Equipment 150,000 Mortgage payable ________ ( 100,000) Net asset (capital) P350,000 P750,000 1-7: c AA BB CC Cash P 50,000 Property at Market Value P 80,000 Mortgage payable ( 35,000) Equipment at Market Value _______ _______ P55,000 Capital P 50,000 P 45,000 P55,000 2 Chapter 1 1-8: a PP RR SS Cash P 50,000 P 80,000 P 25,000 Computer at Market Value __25,000 _______ __60,000 Capital P 75,000 P 80,000 P 85,000 1-9: c Maria Nora Cash P 30,000 Merchandise inventory P 90,000 Computer...
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...Partnership – Basic Considerations and Formation 1 CHAPTER 1 MULTIPLE CHOICE ANSWERS AND SOLUTIONS 1-1: a Jose's capital should be credited for the market value of the computer contributed by him. 1-2: b (40,000 + 80,000) ÷ 2/3 = 180,000 x 1/3 = 60,000. 1-3: a Cash P100,000 Land 300,000 Mortgage payable ( 50,000) Net assets (Julio, capital) P350,000 1-4: b Total Capital (P300,000/60%) P500,000 Perla's interest ______40% Perla's capital P200,000 Less: Non-cash asset contributed at market value Land P 70,000 Building 90,000 Mortgage Payable ( 40,000) _120,000 Cash contribution P 80,000 1-5: d - Zero, because under the bonus method, a transfer of capital is only required. 1-6: b Reyes Santos Cash P200,000 P300,000 Inventory – 150,000 Building – 400,000 Equipment 150,000 Mortgage payable ________ ( 100,000) Net asset (capital) P350,000 P750,000 1-7: c AA BB CC Cash P 50,000 Property at Market Value P 80,000 Mortgage payable ( 35,000) Equipment at Market Value _______ _______ P55,000 Capital P 50,000 P 45,000 P55,000 2 Chapter 1 1-8: a PP RR SS Cash P 50,000 P 80,000 P 25,000 Computer at Market Value __25,000 _______ __60,000 Capital P 75,000 P 80,000 P 85,000 1-9: c Maria Nora Cash P 30,000 Merchandise inventory P 90,000 Computer equipment 160,000 Liability ( 60,000) Furniture and...
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...| Meditech surgical | | | 2/2/2015 | Case Study | | | Meditech surgical Case-Study Type A Introduction: Meditech is a major manufacturer and leader in endoscopic surgical instruments market, competing aggressively by introducing new products with enhancements to existing products. The growing market of endoscopic technology made Largo Healthcare, the parent company, to branch Meditech as an independent company. With this step, Meditech was highly successful in developing innovative low cost products, helping them in creating a market share of worth $800 million in a short span of time. On an average it introduced 12 or more products in any given year. Meditech’s aggressive sales force team was able to capture major market share by selling directly to hospitals, material managers and surgeons, unlike its major competitor, National Medical. The difference in its sales strategy, has helped Meditech to stand out in this market. Endoscopic instruments are not reusable by sterilization, and because of this reason hospitals require frequent replenishments, Bulk purchases they used group purchasing policies as it saved time taken for negotiations and money which in turn benefitted the suppliers too. Meditech thus maintained a production-line of approximately 200 end-products. The below flow charts models explains the distribution & internal operations of Meditech. Manufacturing Plant Central Warehouse Domestic Dealers International Dealers Dealers Warehouse ...
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...Competitive strengths b. Growth Strategy III. Competition Conclusion Sources International trade & logistic report Introduction: This report is about the world's largest package delivery company and one of the leading global providers of specialized transportation and logistics services. My aim here is to explain, thanks to its story and its strategies, how UPS managed to be on the top in the shipping market. We will first, go through its history, from its creation by talking about all the important steps the company experimented. Then the corporate profile of the company will be enlighten in order to, finally make a significant comparison to its main competitors. UPS Fact Sheet Founded in Seattle, Wash. Headquarters Worldwide web address Chairman and CEO 2011 revenue Employees Service area August 28, 1907 Atlanta, Ga. www.ups.com Scott Davis $53.1 billion 398,300 (324,000 U.S.; 74,300 International) More than 220 countries and territories; Every address in North America and Europe Customers 8.8 million daily (1.1 million pick-up, 7.7 million delivery) Online tracking Retail access Average 32.1 million daily tracking requests The UPS Store, 4,676; Mail Boxes Etc. 26; UPS Customer Centers, 1,000; Authorized outlets, 13,000; UPS Drop Boxes, 40,000 Operating facilities Delivery fleet 1,860 94,946 package cars, vans, tractors, motorcycles, including 2,593 alternative-fuel vehicles UPS jet aircraft 223 International trade & logistic report Chartered...
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...Kenyan startup Sendy has launched to provide a platform for on-demand deliveries, connecting customers with reliable couriers who have been reviewed by other users. Allowing customers to contract a reliable rider and pay via mobile money or Visa, Sendy seeks to overcome the lack of trust between customers and couriers and gains revenues through a 15 per cent fee on each transaction. The startup is one of 37 Kenyan semi-finalists for mobile startups event PIVOT East, which will be held in Nairobi on June 24 and 25, and is waiting to discover whether it has earned the chance to pitch at the event. Alloys Meshak, founder and chief executive officer (CEO) of Sendy, told HumanIPO the average customer in Kenya was unwilling to have a valuable item delivered by a stranger unless they had been endorsed beforehand, something his startup is trying to facilitate by crowdsourcing recommended riders. “Last year my mum back in the village lost two bags of cement by randomly giving them to a rider to do the delivery, and that was after a 30 minutes wait by the roadside for available riders,” he said. “Back in the city I am always frustrated that we have so many riders in town and you cannot send them to pick or deliver something because you cannot tell their availability or you simply don’t know them.” He said Sendy provided a way to collect information on riders and connect them to customers, creating a new market. Both riders and customers are required to sign up on the site, on which...
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...only at 25% midweek and 50% weekends occupancy. Revenue for nightly restaurant and bar food have declined recently. Reasons: * At busy times customers have got up and walked out for time reasons. * Food not cooked properly. * Dirty dishes and cutlery. There are 2 pot washes, 4 commie chefs per shift and 2 assistant head chefs 1 head chef = 13 staff in total. Revenue for nightly restaurant and bar food have declined recently and these relates to the HACCP system to breakdown to such an extent that 1. We are in serious breach of Environmental health regulations on numerous points’ Major, Medium and Minor non-conformances. The EHO will be back in 7 days to re-audit the kitchen. 2. Because the hygiene standards are so bad we are in serious danger of having a case of food poisoning. If this happens there will be serious financial, Public relations/Image consequences. Not to mention Court appearances. The HACCP System is so necessary in the kitchen, which is only one part of the whole system, It could force closure due to a tarnished image or worse still someone’s death, If it is not fixed in short order. Introduction: Yesterday evening at 8pm the Environmental Health Officer visited our kitchen. From the report we are deemed to have some serious...
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...Angotti Fresh Direct delivers food to households all over the city. But New York City’s deal to give the company land in the South Bronx and nearly $130 million in subsidies is rotten. The city’s Economic Development Corporation has brokered a deal with Fresh Direct, a company that delivers prepared food to households all over the city. The deal would allow them to move from Long Island City in Queens, where developers are anxious to get their hands on industrial land, to the Harlem River Railyards in the South Bronx, where city and state agencies are used to unloading heavy polluters. Fresh Direct would be rewarded with nearly $130 million in city and state subsidies. The city promotes the deal as a “win-win” for New York City. It is supposed to be a job generator, producing as many as 300 new jobs, possibly 1,000 by 2020. It is supposed to ease congestion and improve the environment. Fresh Direct has promised 10 electric trucks that would eliminate diesel emissions. And more busy people will have access to healthy food. On closer inspection, however, it’s a bad deal for taxpayers, South Bronx residents, food industry workers, the environment, and consumers. At a time when more people are clamoring for a healthier and more sustainable food system, Fresh Direct would deliver a barrel of bad apples. Residents in some of the city’s most fashionable neighborhoods are already complaining about Fresh Direct’s delivery trucks. They run on diesel fuel, which generates fumes that contribute...
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...I would like to add, “change” to that list as well. Change is everywhere and is considered both good and bad. Change stimulates innovation, growth, correcting mistakes of the past, reforming old techniques and behavior. But change can also be bad because it has uncertainty and sometimes leads to risk. Some of which includes loss of people, loyalty, trust, jobs, money, time and resources. To promote change, there needs to be effective planning, team work, proper execution, an open mind, critical thinking and individuals who are prepared to address problems with solutions. Change in Medical Community The medical community is always evolving and implementing new technology....
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...Understanding the Rolling Settlement Chapter 6 Understanding the Rolling Settlement Learning Objectives: After reading this chapter, you should be able: 1. To identify the various segments into which the market is divided. 2. To recognize the activities performed at various stages of trading, clearing, settlement and post settlement in various markets. 3. To apply the knowledge of the working of the market in real life situation. 4. To examine the present system in the light of historical perspective. Your guide engine to learning: 6.1 6.2 Introduction Trading Activities (T day) 6.2.1 6.2.2 6.2.3 6.3 Clearing Activities (T+1 day) 6.3.1 6.3.2 6.4 Pay-in and Pay-out of Funds Pay-in and Pay-out of Securities Direct Pay-out to Investors Post Settlement Activities (T+3 to T+9 day) 6.5.1 6.5.2 6.1 Unilateral Netting Multi lateral Netting Settlement Activities (T+2 day) 6.4.1 6.4.2 6.4.3 6.5 Opening of Trading Account Placing the Order to Buy/Sell Collecting Charges Auction Close-out Procedures Introduction As we have already read in the previous chapter, that under rolling settlement, all trades executed on a trading day are settled X days later. This is called ‘T+X’ rolling settlement, where ‘T’ is the trade date and ‘X’ is the number of business days after trade date on which settlement takes place. The rolling settlement prevailing in India is T+2, implying that the outstanding positions at the end of the day ‘T’ are compulsorily settled 2 days after the trade...
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...Executive Summary This report analyses the current project management methodologies and the lean system and also explains the importance of the lean delivery system with the advantages and disadvantages comparing to the current methods used in the project management practice. Projects are completed by project management methodologies and lean management system. Generally Project management methodologies are the various ways in which projects are initiated, planned, and executed unto completion. For different type of industrial projects and for different types of projects, there are certain specific management methodologies that are currently in use such as the traditional methods or the critical chain method that are to be used. The Lean Project Delivery System has emerged from the theoretical and practical Investigations, the process of on-going development, reducing the forms of waste in the process to get the desired product with high customer satisfaction. Introduction Project: A project is a unique endeavour to produce the desired product within the specified time given, set of constraints-cost and quality. Project management: Project Management: Project management can be defined as the process which is disciplined to involves the skills, tools management and the required management techniques to complete a project successfully There are some current management methods for project management; one of the main methods is traditional project management method which...
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...CARREFOUR GROUP INTRODUCTION - History of Carrefour First in Europe, Carrefour is the 2nd retailer in the world. With a presence in thirty-two countries, it makes half its sales outside France. This makes it the most international of all food retailers. The Group is concentrated on three continents: Europe (13 countries), Latin America (4 countries) and Asia (8 countries), a field of expansion to which one might add Africa, the Caribbean and the Middle East (7 countries). The Group started this world-wide expansion more than 40 years ago, from which it has gained considerable experience. With the strength of this expertise, Carrefour pursues a growth strategy that is increasingly based on its international business. Thus, in 2004, 80% of the new points of sale were created outside France. Growth has been achieved, with an increase of sales outside France of 8.3% at constant Exchange rates in 2004. The scope of Carrefour focuses on four main grocery store formats which are hypermarket, supermarket, discount and convenient stores. Operations range from supermarkets stores and a variety of other outlets to convenience. But what Carrefour is known for above all else is the hypermarket. A hypermarket is, essentially, a super-sized supermarket that typically stocks some 70,000 items and has a sales floor as big as 20,000 square meters or approximately 215,000 square feet. Carrefour introduced the concept to Europe in 1963, opening its first one in the south of Paris. The trend caught...
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...his restaurant business. One is the possibility of adding a delivery service or to open a new unit a few blocks away from the current restaurant (Rao, 2004). Wai-Ling has a variety of challenges with both of these options; marketing, operational issues, inventory, and financial concerns. I recommended that Wai-Ling starts a delivery service because he would have quicker return on his investment without much capital needed for start-up. Also Mongol BBQ can increase business without significantly increasing regular operation costs or require expansion of their facilities. Mongols BBQ Mongols BBQ was an Oriental stir-fry “buffet bar” located in California. Customers could choose combinations of food to be cooked as they watch the food being prepared. The owner of the restaurant, Wai-Ling Wang, wants to expand his business by either adding a delivery service or opening a new branch a few blocks away from the current establishment. Wai-Ling would like the delivery service to generate about 100 extra customers each day by only to deliver to nearby offices. The opportunity to open a new unit is extremely attractive because of the possible location of the new unit. The new location is in a food court that has a variety of other restaurants, but it needs some Oriental touch. Wai-Ling (Rao, 2004). Challenges Both of these business ventures comes with a variety of challenges. With the delivery service Wai-Ling has to consider the operational issues, how...
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...Providing news and information to patients is part of the responsibility of healthcare providers in line with their service delivery roles. It is however notable that different news and information have different mental and or psychological health impacts on patients and as a result, they need to be communicated in a systemic way. For instance, breaking bad news in an unethical manner can have adverse health impacts on patients. Breaking bad news to patients is usually very difficult because of the emotions that it evokes. Despite this fact, it is inevitable that physicians will at some point have to deliver bad news to patients. Most medical schools offer limited training on how healthcare practitioners can be able to discuss bad news with patients and their families. It is debatable that a major reason why medical education institutions do not offer adequate training on how healthcare providers can disseminate bad news to patients is because different health...
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