...Difference between Male and Female Leadership Styles Abstract Leadership styles differences in men and women have been attributed to upbringing, gender, environment, and development. Women were determined to have faster brain development than men. Societal norms suggested being raised differently because of gender caused differences in leadership styles. Some studies concluded innate traits cause males to be more aggressive versus a female’s nurturing nature. Still, others claim environmental factors, more specifically a male dominated workplace, are responsible for the difference in how male and females’ leader. The issue is many women are not reaching the upper levels of management based on the perceived notions mentioned above. Is there one specific reason that causes the difference between male and female leadership styles? Is there one determining (controlled) factor to bring the two leadership styles to conformity? During the research process the causes of leadership style differences were explored in detail by the use of questionnaires, surveys, and interviews to ascertain what workers, at all levels, in the business community perceived to be the determining factor. Overall, these findings propose psychological or physiological differences in males and females as the cause of different styles when using uncontrolled factors. My choice of a methodological perspective as a qualitative research method, to include the use of surveys, questionnaires, and a group...
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...Smartphone Industry Analysis By Abstract We define a smartphone to be a mobile device possessing cutting-edge capabilities and features likened to cellular phones. Their hardware and software features are supposed to functionalities like browsing the web, taking fine pictures, and watching HD videos and much more (Darlin, 2008). A notable principle trend in the current market is the increased demand for big-sized screen smartphones. With the development of better platforms like virtualization, cloud computing, and disposition of next-generation LTE networks like 3G and 4G, people have too great extent intensified activities such as internet browsing, playing games, and playing videos on these devices, taking the worldwide demand for smartphones to another level (Dediu, 2013). This paper examines the changing aspects that are enabling sustained disruption in the international smartphone setting and such aspects that will propel more change over in the next few years. Introduction The smartphone industry has seen astonishing growth in modern years; sales volumes rose by more than 40 percent in 2014 to go not far from the 1.8 billion unit threshold focus of 2018, and it is more than $300 billion in value (Dawson, 2010). Nonetheless, this volatile growth has been complemented by the substantial disruption. Players in Web market are targeting to take the advantage that smartphones offer in the instances of assignation, context, connectivity...
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...PIRELLI TYRE 2009-2011 MANAGEMENT PLAN Francesco Gori CEO & Managing Director Pirelli Tyre Agenda 2008 Tyre Results Industrial Business Consumer Business 2009-2011 Tyre Targets | 1 In 2008 Pirelli Tyre performance was adversely impacted by unforeseeable market conditions Million €, Percent Key Facts 2008 yoy Q1 Q2 31 Q3 76 Q4 74 ∆ Price/Mix +7.3% Profit & Loss Revenues EBITDA (before restructuring costs) % ∆ Exchange Rate -2.8% FY '07 4,162 549 13.2 358 8.6 358 FY '08 4,100 443 10.8 250 6.1 150 ∆% -1.5 -19.2 ∆ Volume -6.0% Impact of raw materials 14 103 88 41 18 EBIT (before restructuring costs) % EBIT (after restructuring costs) -30.2 EBIT +191 ∆ Commercial ∆ Efficiencies -4 ∆ Unit costs & other -295 A dramatic increase in all input costs (raw materials, energy, etc.) A collapse of the OE market, driving sales down by 10.2% in Q4 (5% organic) The decision to provision in 2008 results restructuring initiatives and costs worth 100 ml € Note: unaudited results, pre-closing | 2 Pirelli Tyre 2008 operating and financial performance Million € Raw materials: Labour / energy / other: (72) -195 -73 EBIT bridge (before restructuring costs) 358 263 (268) (268) (5) (15) (11) 250 EBIT 2008 EBIT 2007 Price & mix Volume Cost of inputs Efficiencies Exchange rate Depreciation / other NFP evolution * of which stock: -212 PBIT:...
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...KODAK VS. FUJI: THE BATTLE FOR GLOBAL MARKET SHARE by Thomas C. Finnerty Thomas C. Finnerty is a doctoral candidate in the Doctoral of Professional Studies Program, Lubin School of Business, Pace University, New York. This case was written under the supervision of Warren J. Keegan, Professor of International Business and Marketing and Director of the Institute for Global Business Strategy, Lubin School of Business, Pace University, New York, as a basis for class discussion rather than to illustrate either effective or ineffective handling of a business situation. ©2000 Dr. Warren J. Keegan. *The following case solely represents the opinion of the author and does not express the opinions of the Eastman Kodak Company of Fuji Photo Film U.S.A., Inc. ACKNOWLEDGMENTS This case study reexamines the competitive relationship of the two giants of the photographic and imaging industry: Eastman Kodak Company and the Fuji Photo Film Co., Ltd. It uses the 1990 case study of Dr. H. Donald Hopkins of Temple University, “Kodak vs. Fuji: A Case of Japanese-American Strategic Intervention” as a reference point and attempts to update and clarify this relationship at the beginning of the 21st century. In the nine years since the Hopkins’ case study was published, Kodak has seen some troubled times, yet recently seems to have stabilized. Simultaneously, Fuji continues to slowly gain more of Kodak’s still-dominant market share. The evolution of the industry has been exciting and dynamic...
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...Rethinking IT Cost Management Strategies Current economic conditions are forcing companies to significantly rebase General & Administrative costs. For many organizations, the cost cutting in the IT function is expected to deliver 40% or more of overall savings. The problem is, many organizations are already struggling with budgets that are barely adequate to the demands being placed on their IT function. With no place else to squeeze, the traditional approaches to IT cost management aren’t effective anymore. It’s time for a new approach. Our recent experience indicates that managing the “demand” for IT services yields as much, if not more, benefit than traditional “supply” focused cost reduction programs. We are sure it comes as no surprise that current economic conditions are forcing companies to search for ways to reduce G&A costs—and that for many organizations the IT function is expected to deliver a large proportion of the anticipated savings. Our customers tell us that typically they are being asked to find 30%-40% or more of overall savings from cutting costs in their IT function. The problem is, many of our clients are already struggling with budgets that are barely adequate to performance demands being placed on their IT function. There doesn’t appear to be any place else to squeeze. The traditional approach to IT cost management—belt tightening across the board, a halt on all discretionary projects, and some limited business process reengineering for IT to address the more...
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...CUTTING EDGE: OUR WEEKLY ANALYSIS OF MARKETING NEWS 12 March 2014 Welcome to our weekly analysis of the most useful marketing news for CIM, CAM and Sales Leadership Alliance members. Quick links to sections Marketing trends and issues Advertising Consumer perceptions of expense This study examines whether consumers make judgments about brands not just on the basis of what is communicated in advertising but on how the message is communicated. In particular it investigates the effect of perceived advertising expense and effort of the advertiser. An analysis of 4,000 consumers reveals that ads with higher-thanaverage perceived expense and effort have a positive effect on brand attitude, brand interest and word-of-mouth. In contrast ads with lower perceived expense have negative effects. International Journal of Advertising. Vol 33(1) 2014, pp137154 (Modig et al) Digital could make up for loss of print Online publishers and news websites enjoyed advertising growth of 18% last year according to the Association of Online Publishers (AOP) and Deloitte. Their data indicates that digital revenues grew at their fastest rate since 2008; this has been attributed to the rise of mobile, since advertising on smartphones rose by 60% in the last quarter of 2013. Deloitte says it expects publishers to innovate with flexible pricing such as a mixture of paid-for and free ad-funded models. Some publishers are already indicating that digital revenues are making up...
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...Chapter One: Information Systems in Global Business Today -Information system: A set of interrelated components that collect, retrieve, process, store, and distribute info to support decision making and control in an organization –Six building blocks of computers: input, output, memory, arithmetic/logic unit, control unit and files. Control unit and arithmetic/logical unit together known as CPU (central processing unit). –Arithmetic/Logic Unit: carries out mathematical operations and logical comparisons, consist of very large scale integrated circuits, can perform billion operations per second, numbers taking from memories as input and results stored in memory as output. -Control Unit: controls the other five compo of the comp system, enables the comp to take advantage of speed and capacity of its other compo, list of operations called a program, these operations read from memory, interpreted and carried out one at a time (stored program concept). –Cache memory: high speed, high cost storage, used as intermediary between control unit and main memory, compensates for speed mismatches built into the comp system. –Multiple processor configurations: a comp system usually contains more than one processor, dual processor contain two physical separate processors as two separate chips, dual core contain two complete processors manufactured as a single chip, dual processor are better and faster. –Input: devices allow users to enter data into the comp for processing, common devices: keyboard...
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...Senge's learning organization theory- THEORETICAL FRAMEWORK peter senge and the learning organization Peter Senge’s vision of a learning organization as a group of people who are continually enhancing their capabilities to create what they want to create has been deeply influential. We discuss the five disciplines he sees as central to learning organizations and some issues and questions concerning the theory and practice of learning organizations. contents: introduction · peter senge · the learning organization · systems thinking – the cornerstone of the learning organization · the core disciplines · leading the learning organization · issues and problems · conclusion · further reading and references · links Peter M. Senge (1947- ) was named a ‘Strategist of the Century’ by the Journal of Business Strategy, one of 24 men and women who have ‘had the greatest impact on the way we conduct business today’ (September/October 1999). While he has studied how firms and organizations develop adaptive capabilities for many years at MIT (Massachusetts Institute of Technology), it was Peter Senge’s 1990 book The Fifth Discipline that brought him firmly into the limelight and popularized the concept of the ‘learning organization'. Since its publication, more than a million copies have been sold and in 1997, Harvard Business Review identified it as one of the seminal management books of the past 75 years. On this page we explore Peter Senge’s vision of the learning organization. We will...
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...1. What are the compulsions that have been driving the top management of Infosys to seek migration of the company up the value chain? Infosys is a highly respected, India-based information technology (IT) software service provider, established in July 1981. The ramp-up of the company has been particularly spectacular during the last several years, starting from 1995. The initial business model related to labor arbitrage and was based upon differential wage rates for IT professionals in India and the developed countries. The boom of the late 1990s, catalyzed by the Y2K-related problems, resulted in opportunities that the company capitalized upon. Today the company serves clients drawn from global 2000 companies. Based upon its strong ethical and principled approach, execution excellence, relentless quest for quality and customer satisfaction, the company had astounding financial success and became a darling of the stock markets both in India and the United States. Notwithstanding its successful track record, Infosys has over the last several years, proactively been applying itself to a fundamental question of identifying the drivers of success for the next 10 years. Infosys has been deeply concerned about leveraging its current strong position, to evolve into a much stronger company, so as to ensure continued growth and success in the long-term. Main drivers that have contributed to drive the top management of Infosys to move up the value chain are below: * International...
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...TQM Research Paper Introduction The past two decades have witnessed the rise and fall of countless short-lived fads. Some have attracted a flurry of book, articles, and seminars; others have been completely discredited. Businesses have realized that there is a need to restructure their business practices and become more customer-focused. All recent business approaches and techniques have generally aimed at improving performance, increasing profits, gaining market share, and most importantly satisfying the customer who has become more educated and more demanding than ever. In the last two decades two organizational development models have dominated the business world for a considerable period of time namely Total Quality Management (TQM) and Business Process Reengineering (BPR). Statement of Objective This paper aims to shed a novel light on the two most recent and prominent management approaches, namely TQM and BPR. In an attempt to examine the interaction between radical BPR and incremental TQM with respect to change management, I shall briefly discuss the two constructs and contemplate the roots and basic tenets that underlie each. BPR has been referred to in the literature as “the successor” of TQM and has been treated as an equal. I shall treat the similarities and common grounds among the two, as well as the differences between them. Next, I shall touch upon the weaknesses and highlights that distinguish each, and then move on to construct an integrated model in an...
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...Lanning suggest that customers base their buying decisions on two criteria: 1) the benefits of the product and/or service and 2) price.1 Two reasons that sales were not taking off as anticipated relate to the marketing strategy. First, the TiVo value proposition was unclear to customers and sales people, as evidenced by the “amount of confusion in the press as to how the new product category should be introduced.” 2 Second, the market segmentation approach of targeting early adopters did not produce the leadership buzz that TiVo had anticipated. For their part, “TiVo’s marketing team argued that lack of awareness was a key cause of the discrepancy between the love for TiVo and its lackluster sales. Additionally, TiVo partnered with Philips and Sony for manufacturing and brand recognition. Philips and Sony provided a sense of reliability to the new product, but they were unable to provide support and training for the sales force. Coupled with a salesperson turnover rate of over 50% and the need for extensive explanations and demonstration, the result was an inconsistent message for an innovative technology.” 3 With regards to price, the $1,000 price tag often exceeded the cost of the television itself which created a dissonance that gave pause even to technophiles who were unclear of the value proposition. As a new technology, there was no reference point to indicate the relative value of the purchase. Tacking on an additional service fee to record and receive suggested...
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...Agenda Introduction to the OTF Group & the Afghanistan Competitiveness Project Step 1: Situation Analysis Step 2: Setting Goals Step 3: Understanding Marble Buyers’ & Importers’ Needs Step 4: Articulate Afghan Marble Positioning Step 5: Develop Action Guidelines Afg Marble DGE 04-09-05 2 OTF Confidential Information — Copyright © 2004 by OTF Group, Inc 1 Who is The OTF Group? The OTF Group (OTF = On The Frontier) is a private sector consulting firm that provides cutting-edge solutions to help firms and industries in emerging markets confront the challenge of developing successful business strategies. Confidential Uganda Trade Statistics Analysis Fixed Investment as a Percentage of GDP Uganda’s Fixed Investment as a Percentage of GDP vs. Selected Nations, 1981-1995 Japan Korea, Rep. Tanzania United States Kenya Sudan Uganda Zair e 50% Tension Moral Purpose OTF Client List (Partial) World Bank Group 40% Percent of Nation’s GDP 30% 20% Leadership 10% 0% 1 981 1983 1985 1987 1989 1991 1993 1995 '89 '91 '93 Receptivity Note: Statistics for years not represented on the chart were not reported Source: World Bank, World Development Indicators, 1997 XCG-ACM-Uga nda- 4-2 0-98 -JR 4 Copyr ight © 1 998 M onito r Comp any, In c. — Confid ential — CAM Insight Analysis Analysis Change Process Change Process Facilitation Facilitation Multilateral Multilateral Engagement Engagement New...
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...OPERATIONS AND PROJECT MANAGEMENT OPERATIONS AND PROJECT MANAGEMENT OPERATIONS AND PROJECT MANAGEMENT OPERATIONS AND PROJECT MANAGEMENT OPERATIONS AND PROJECT MANAGEMENT www.ibscdc.org 1 Efficient Project Management at TransWorks Information Services Pvt. Ltd., an Indian-based BPO Company This is a real life case taken from a service industry; it discusses the real life problem faced by a BPO Company. It focusess on the problems faced by the calling agents and the management as a whole, many a times it so happens that the management perceives a problem in a different angle and the solution eludes them; this causes a lot of frustration on the part of employees and management resulting in mass attrition. The real concern today for any call centre company is its high attrition rate; the basic reason being the discord between the management and the employee. The employees look out for a congenial and empathetic management and shift to the other competing companies when offered a good work environment. This case study throws light on one such aspect where a mass attrition was avoided by the top management by strategic and lateral thinking. Pedagogical Objectives • How a manager dealt with such a challenging project with support of his team of 14 fresh trainees • How he managed to save the project and bring about some wonderful changes to glide through the difficult times • How innovation and teamwork can change things for an organisation. Industry Reference No. Year of...
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...Team Project CSX Railroad Team 24: Section 1: Company and Industry Background CSX is a rail based transportation company that carries the nation’s commodities like coal, agricultural products, merchandise, and other materials. Headquartered in Jacksonville, FL, CSX serves 23 states across the eastern United States and parts of Canada. The 21,000 mile rail network reaches more than 70 water ports throughout the region and operates nearly 4200 locomotives that carry roughly 190,000 freight cars and containers daily. CSX employees over 31,000 people and realized just over $12 billion in revenue in 2013. (Ward, 2012) The railroad industry in America is divided by the Mississippi river. Union Pacific and Burlington Northern & Santa Fe dominate the west with CXS and Norfolk Southern to the east. Union Pacific is the largest railway company in the country. It encompasses 23,000 miles of track in 23 western states. Union Pacific ended 2013 with almost $22 billion in revenue. Burlington Northern & Santa Fe is the second largest railway in the country and is owned by Berkshire Hathaway with $21 billion in revenue. CSX falls in at number three and Norfolk Southern makes the list at number four. Norfolk Southern is the only real rail competitor to CSX, sharing the eastern part of the country. Norfolk Southern’s annual revenue is similar to CSX at $11 billion with around 31,000 employees. (Henage, 2013) Starting in 1827, CSX’s history dates back to the beginning...
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... ProQuest Table of contents 1. How Procurement Excellence CREATES VALUE........................................................................................ 1 Bibliography...................................................................................................................................................... 11 09 January 2014 ii ProQuest Document 1 of 1 How Procurement Excellence CREATES VALUE Author: Blascovich, John D; Markham, William J Publication info: Supply Chain Management Review 9.5 (Jul/Aug 2005): 44-52. ProQuest document link Abstract: A.T. Kearney's 2004 "Assessment of Excellence in Procurement" (AEP) study reveals that senior executives expect supply management to go well beyond its traditional role. Rather than focusing on price reductions, executives are challenging the organization to capture value from the supply market. This view represents a huge advance in their understanding of procurement's potential. Nearly all leaders and most followers recognize that the key to their business strategy is value creation. Yet leading organizations use their foundation of excellence to create more value and gain competitive advantage from supply markets by focusing on four key areas: innovation and growth, value chain optimization, risk management and supply continuity, and advanced cost management. Leaders are involving suppliers in a systematic lean-design approach that leverages the supply base and aggressively identifies waste. Companies...
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