CRACKER JACK An analysis of potential brand acquisition by Diversified Products Corporation John Bry Sonja Gessling Phil Mark Sara Meinke Jordan Schulz Som Thamma Cindy Tsai Cohort C ‐ Team 4 CURRENT SITUATION ANALYSIS: Cracker Jack (CJ) is a classic American caramel-coated popcorn and peanut snack that was acquired by Frito-Lay (FL) in 1997.1,2 Sales peaked in 1998 to $100M but soon sank back to $30M per year and has remained at that level since.3 Several factors are attributed
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Leadership creates the organization and adapts to changes as it occurs. It is described as producer of a very useful change in the organization (Kotter, 1996). Leaders and managers are being compared through the following comparisons. Leaders are focused on people, inspire trust, develop, do the right thing and they innovate (Brinegar, 2014). Managers focus on systems, rely on control, maintain, do things right, and they administer (Brinegar, 2014). Organizational Change Change is a response to pressures
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important as a manager to recognize that there are many different ways that each of your team members learns, works, likes to communicate and how they all work together to form a successful team. One of the tools a manager could use is the Meyers Brigs Personality test. A manager can learn a lot about how to best communicate with each team member. Knowing each personality type may also help teams learn to improve their level of self-efficacy as they work through projects. Managers can also benefit
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Currently we are at 60 nurses that are able to float to 20 different units. Flexible resources such as float pool nurses help hospital leaders, staff units effectively while also allowing adjustment to the changing needs of the patient population (Larson, N, et al 2012) Additionally, as hospitals face continuing economic and regulatory restraints, nursing leaders are being challenged to maintain safe nurse-to-patient ratios, decrease patient length of stay, and manage increasing patient acuity (Larson
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has led to diversification of workplaces within businesses. Today, international managers cooperate with business partners inheriting different national cultures. National culture can be defined as “historically evolved values, attitudes and meanings that are learned and shared by the members of a community and which influence their [...] way of life” (Tayeb, 2003, p.10). Hence, the crux for every international manager is to understand the differences in the ways employees, suppliers and clients think
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“Have you caught the wave?” For those who have not heard this quote before, it is associated with a strategic strategy known as Blue Ocean Strategy; Blue Ocean was coined by W. Chan Kim and Renee Mauborgne. In this strategy, the authors use the term “blue ocean” to get people to envision creating their own “blue oceans” which is often thought of as untouched and deep. This is the exact opposite of the beliefs of other strategies like Porter, D’Aveni, and Moore who work within the current market to
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WGU SAT2 Leadership Task 2 A. Leadership Style There are certainly several types of leaders, and both good qualities and bad qualities to every type. While I think most leaders cannot be pinned completely into any one label, my own personal leadership style most closely matches the participative style. The participative style of leadership lends itself toward collaboration within the group rather than dictatorship or authoritarian style leadership that makes firm decisions based on their own
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an understanding of perception can help managers better understand individual behavior. Name three shortcuts used in judging others. Our perceptions in the workplace are biased by our experience, the culture, our education, and socialization. We tend to make assumptions and act on our perceptions as if they were objective truths that were obvious to everyone. We rarely check the accuracy or validity of our assumptions. So knowing this should make manager understand that not everyone sees the same
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the factors that influence leadersÕ reactions to 360° feedback and the relationship of feedback reactions to subsequent development activities and changes in leader behavior. For leaders with low ratings, those who agreed with others about their ratings were less motivated than those who received low ratings and over rated themselves. For leaders with high ratings, agreement between self and other did not influence their motivation. Individuals with more favorable attitudes toward using feedback were
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| Degree/Course | School/Institution | Board/University | Year of Passing | Percentage | M.B.A (HR/MKT) | Periyar Maniammai University | Periyar Maniammai University | 2009-2011 | 70% | B.C.A | VS Prasanna Bharati University | VS Prasanna Bharati University | 2005-2008 | 52% | PUC | Adarsha College, Bangalore | State BoardBangalore | 2003-2005 | 47% | S.S.L.C | Adarsha High School, Bangalore | State BoardBangalore | 2002-2003 | 62% | Certificate
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