Questions for Discussion 1. In general, how can teams increase a com.pdf

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Questions for Discussion 1. In general, how can teams increase a company's innovation performance? In the description of Novartis, what evidence do you see of Project Genesis teams contributing to greater innovation? 2. How can the program lead who manages Genesis Labs contribute to the cohesiveness of the teams selected to receive funding? 3. What factors do you think would be important for motivating the members of the Project Genesis team? 2012 Novartic "Novartis Delivers Mid Single Digit Sales Growth, Margin Expansion and Questions for Discussion 1. In generat, how can teams increase a companys innovation performance? in the description of Novartis, what evidence do you see of Project Genesis teams contributing to oreater innovabon? 2. How can the program lead who manages Genesis Labs contribute to the cohesiveness of the teams selected to receive funding? 3. What factors do you think would be important for motivating the members of the Project Genesis team?.

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Read the associated case study 2. Reflect on the information covered in the assigned chapters for the unit. 3. Compose and submit a paper o Formatting: double-spaced, Arial font type, 12-point font size, 1 inch margins o Length: minimum three full pages; maximum five full pages o Content: thoroughly examine the workplace culture from the perspectives of the different generations represented in the case study discuss what Christopher should do to improve his relationship with his immediate leader, the RGM (who is Generation X) discuss strategies Christopher could use to positively influence the behaviors and attitudes of the older generation of employees Should Christopher use different leadership styles while leading his team? Or, should he use a mixture of leadership styles to breakthrough to his team? Identify which leadership styles should be used with which employee population(s) and why. Effective Management Strategies: Millennial Leaders Managing a Multigenerational Workplace Theoretical Foundation Upon entering the new millennium, the workplace was faced with the entrance of another generation of workers, which is Gen Y (Millennial). Previous studies have examined the generational differences within the workplace. Cahill and Sadrak (2012) found that while leaders are aware that the Baby-Boomer Generation are approaching retirement and may have been advised of tensions among employees resulting from generational differences, most leaders have made generational issues a low priority. Specifically, workforce employees within the hospitality industry are more so diverse and multiethnic. Fierce competition and diversity create new challenges for leading hospitality organizations (Chen and Choi, 2008). As these multigenerational employees work together, it becomes more important to examine the differences within these generational values. The Value in Understanding Generational Leadership Style Differences This case study focuses on the leaders within Generation Y, or Millennials who were born between 1978 and 2000. This workforce has to understand how to lead and manage the generational differences in work values. Appreciation of the defining characteristics of the Millennial generation has significance (Broadbridge and Maxwell, 2014). There is an increasing challenge and demand for professionals and hurnan resource leaders to create supportive work environments for an increasingly diverse population of multiple generations in the workforce (Maier, 2011). For example, "understanding the differences between these generations relative to organizational behavioral constructs could result in the development of more effective human resource management strategies" (Chen and Choi, 2006, p. 596). Leading a Multigenerational Workforce It is important to incorporate organizational policies, procedures, and structures that fit the needs of the multigenerational workforce. Cahill and Sadrak (2012) suggest that organizations need to develop not only lea.

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Provide a summary of thefollowing cost component and how it is applied to government contracts. Aggregate costs incurred on activities designed to improve working conditions, employer- employee relations, employee morale, and employee performance (less income generated by these activities) are allowable, subject to the limitations contained in this subsection. Some examples of allowable activities are- (1) House publications; (2) Health clinics; (3) Wellness/fitness centers; (4) Employee counseling services; and (5) Food and dormitory services for the contractors employees at or near the contractors facilities. These services include- (i) Operating or furnishing facilities for cafeterias, dining rooms, canteens, lunch wagons, vending machines, living accommodations; and (ii) Similar types of services. (b) Costs of gifts are unallowable. (Gifts do not include awards for performance made pursuant to 31.205-6(f) or awards made in recognition of employee achievements pursuant to an established contractor plan or policy.) (c) Costs of recreation are unallowable, except for the costs of employees participation in company sponsored sports teams or employee organizations designed to improve company loyalty, team work, or physical fitness. (d) (1) The allowability of food and dormitory losses are determined by the following factors: (i) Losses from operating food and dormitory services are allowable only if the contractors objective is to operate such services on a break-even basis. (ii) Losses sustained because food services or lodging accommodations are furnished without charge or at prices or rates which obviously would not be conducive to the accomplishment of the objective in paragraph (d)(1)(i) of this subsection are not allowable, except as described in paragraph (d)(1)(iii) of this subsection. (iii) A loss may be allowed to the extent that the contractor can demonstrate that unusual circumstances exist such that even with efficient management, operating the services on a break- even basis would require charging inordinately high prices, or prices or rates higher than those charged by commercial establishments offering the same services in the same geographical areas. The following are examples of unusual circumstances: (A) The contractor must provide food or dormitory services at remote locations where adequate commercial facilities are not reasonably available. (B) The contractors charged (but unproductive) labor costs would be excessive if the services were not available. (C) If cessation or reduction of food or dormitory operations will not otherwise yield net cost savings. (2) Costs of food and dormitory services shall include an allocable share of indirect expenses pertaining to these activities. (e) When the contractor has an arrangement authorizing an employee association to provide or operate a service, such as vending machines in the contractors plant, and retain the profits, such profits shall be treated in the same manner as if the .

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Questions for Discussion 1. In general, how can teams increase a com.pdf

1. Questions for Discussion 1. In general, how can teams increase a company's innovation performance? In the description of Novartis, what evidence do you see of Project Genesis teams contributing to greater innovation? 2. How can the program lead who manages Genesis Labs contribute to the cohesiveness of the teams selected to receive funding? 3. What factors do you think would be important for motivating the members of the Project Genesis team? 2012 Novartic "Novartis Delivers Mid Single Digit Sales Growth, Margin Expansion and Questions for Discussion 1. In generat, how can teams increase a companys innovation performance? in the description of Novartis, what evidence do you see of Project Genesis teams contributing to oreater innovabon? 2. How can the program lead who manages Genesis Labs contribute to the cohesiveness of the teams selected to receive funding? 3. What factors do you think would be important for motivating the members of the Project Genesis team?

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