1
Chapter 11
Pick 4 topics and discuss/talk about the topics. No plagiarism will use checker tool. Due in 24 hours. Please highlight each topic. Word count 100 words each topic no less. Please put what chapter it is on. Please no repeating in sentences and make it easy to read and understand.
Terminology:
Champion
Change Theory
Continuous Improvement
Coproduction
Credo
Customer-centric
Direct Competition
General Competition
Indirect Competition
Mission
Problem Statement
Resource Viewpoint
Service Guarantee
Service Mission and Service Vision
Service Process Implementation
Service Strategy
Silo
Strategic Service System
Strategy
SWOT Analysis
Vision
“Failing to plan is planning to fail.”
“Service doesn’t just happen; it must be planned. You need a strategy.”
220 Chapter 11 Strategic Planning for Service
Th is chapter focuses on strategic planning for service. It is divided into three parts:
■ Introduction to Service Strategy
■ Analyzing Position and Market
■ Integration: Implementing a Service Strategy
In the fi rst section, the premise of strategy is introduced as it relates to hospitality
management and a foundation is established. Th e second section discusses the internal
and external evaluations of the SWOT analysis in an eff ort to analyze the position and
the market environment. Th e fi nal section covers writing objectives and implementation
of the strategy.
Introduction to Service Strategy
STRATEGY DEFINED
Th e science of strategy can be quite complex. Numerous books, courses, and even
college majors are devoted to this subject. Consultants and professionals devote
entire careers to the study of the topic. As complex as it may be, it is also a very basic
concept at its roots. Simply put, a strategy is a calculated plan to achieve a common,
chosen objective. Th is defi nition sounds simple. However, each word and phrase has
distinct meaning. Let’s dig more deeply into the three main facets of strategy.
CALCULATED PLAN
We aim to develop a strategy through methodical means, to structure a well-thoughtout
plan with direction. Th is is anything but ad hoc. It involves self-analysis and external
input to make the best possible plan with the information available. Any and all
progress will be monitored and revised as needed.
COMMON, CHOSEN
Th e framework is agreed upon and supported at all levels of the business. Everyone
is made aware of the plan, the direction, and the commitment involved to get to the
objective. Upper-level management supports low-level management and line staff in
all of their eff orts. Everyone is working together.
OBJECTIVE
Th e desired outcome may vary greatly in nature and scope based on the organization
and the goals, but it is always present. Objectives ultimately help to achieve goals.
Most objectives involve a plan for improvement. Some examples of aggressive objectives
include being known as having the absolute best service or gaining market share.
Strategy
A calculated plan to
achieve a common,
chosen object.
This document provides guidance on creating an effective change management plan. It explains that a change management plan serves as a roadmap to smoothly execute organizational change. The plan should include goals, clear communication, strategies to address resistance to change, and training. It then outlines a 5-step process to develop a change management plan: define goals and assemble a team, build the plan, execute the plan, reinforce the change, and iterate as needed. The overall message is that change management requires a well-thought-out plan that addresses both the tasks and people impacted by the change.
Planning new venture is the essential topic for the nurses to know the path of getting transformed from Registered nurse to Nurse practitioner and from Nurse practitioner to Nurse entrepreneur. Each individual nursing personnel has unique skills to get into commerce and IT zone to empower the new branches of nursing as opportunity to build themselves by indulging into entrepreneurship.
The document discusses strategic management concepts for a private dialysis service provider. It covers strategic planning, linking strategic and operational levels, performance management, growth options, and managing in a competitive environment. Key points discussed include having a strategic focus to guide long-term decisions, analyzing the external environment and internal resources, identifying strategic options, understanding who the different customers are for private clinics versus state-run services, and selecting strategies and making decisions to satisfy all stakeholders.
This document provides an overview of a presentation on change management. It will cover 5 key areas: defining and building a case for change, leadership alignment, stakeholder analysis, communications and engagement, and workforce alignment and training. The presentation will provide specific strategies to guide employees through change and achieve business benefits. It will also share the presenter's experience working in change management consulting. The document defines change management and outlines critical success factors. It dives deeper into each of the 5 areas, providing guidance on key aspects within each such as developing a change vision, aligning leadership, analyzing stakeholders, creating a communications strategy, and developing a training plan. It concludes by offering attendees access to a discounted online change management academy.
Breakfast Talk hosted by Lee Hecht Harrison: Learn practical strategies and approaches to enable organizational change, lower resistance to change and increase adoption and sustainability of change initiatives
This document discusses strategy implementation. It begins by defining strategy implementation as the activities and choices required to execute a strategic plan. While strategy formulation is important, less than 10% of strategies are successfully implemented due to hurdles like unanticipated problems, ineffective coordination, and lack of capabilities or training. It then discusses aligning initiatives, budgets, performance, structure, and engaging employees to strategy. Regular monitoring and adapting the strategy is also recommended. Finally, it introduces McKinsey's 7S framework for analyzing how well an organization is positioned to achieve its objectives.
The document discusses various aspects of planning including definitions, types, and reasons for planning. It defines planning as a basic management function that enables goal setting and optimal resource allocation to achieve organizational purpose. Planning implies considering constraints, opportunities and threats to set goals. A plan is a blueprint that specifies tasks, schedules, and resource allocation to achieve goals. The document outlines different types of plans such as strategic, tactical, operational, directional, specific, single-use, and standing plans. It also discusses the steps involved in planning.
This document provides guidance on creating an effective change management plan. It explains that a change management plan serves as a roadmap to smoothly execute organizational change. The plan should include goals, clear communication, strategies to address resistance to change, and training. It then outlines a 5-step process to develop a change management plan: define goals and assemble a team, build the plan, execute the plan, reinforce the change, and iterate as needed. The overall message is that change management requires a well-thought-out plan that addresses both the tasks and people impacted by the change.
Planning new venture is the essential topic for the nurses to know the path of getting transformed from Registered nurse to Nurse practitioner and from Nurse practitioner to Nurse entrepreneur. Each individual nursing personnel has unique skills to get into commerce and IT zone to empower the new branches of nursing as opportunity to build themselves by indulging into entrepreneurship.
The document discusses strategic management concepts for a private dialysis service provider. It covers strategic planning, linking strategic and operational levels, performance management, growth options, and managing in a competitive environment. Key points discussed include having a strategic focus to guide long-term decisions, analyzing the external environment and internal resources, identifying strategic options, understanding who the different customers are for private clinics versus state-run services, and selecting strategies and making decisions to satisfy all stakeholders.
This document provides an overview of a presentation on change management. It will cover 5 key areas: defining and building a case for change, leadership alignment, stakeholder analysis, communications and engagement, and workforce alignment and training. The presentation will provide specific strategies to guide employees through change and achieve business benefits. It will also share the presenter's experience working in change management consulting. The document defines change management and outlines critical success factors. It dives deeper into each of the 5 areas, providing guidance on key aspects within each such as developing a change vision, aligning leadership, analyzing stakeholders, creating a communications strategy, and developing a training plan. It concludes by offering attendees access to a discounted online change management academy.
Breakfast Talk hosted by Lee Hecht Harrison: Learn practical strategies and approaches to enable organizational change, lower resistance to change and increase adoption and sustainability of change initiatives
This document discusses strategy implementation. It begins by defining strategy implementation as the activities and choices required to execute a strategic plan. While strategy formulation is important, less than 10% of strategies are successfully implemented due to hurdles like unanticipated problems, ineffective coordination, and lack of capabilities or training. It then discusses aligning initiatives, budgets, performance, structure, and engaging employees to strategy. Regular monitoring and adapting the strategy is also recommended. Finally, it introduces McKinsey's 7S framework for analyzing how well an organization is positioned to achieve its objectives.
The document discusses various aspects of planning including definitions, types, and reasons for planning. It defines planning as a basic management function that enables goal setting and optimal resource allocation to achieve organizational purpose. Planning implies considering constraints, opportunities and threats to set goals. A plan is a blueprint that specifies tasks, schedules, and resource allocation to achieve goals. The document outlines different types of plans such as strategic, tactical, operational, directional, specific, single-use, and standing plans. It also discusses the steps involved in planning.
It can help to many student's or any people who are planning to build their own business. It can help them to improve their managerial or leadership skills in business.
Original article from the Flevy business blog can be found here:
http://flevy.com/blog/make-change-that-lasts/
Change is the only constant. – Heraclictus, Greek Philosopher
Change is the only constant in the work environment
Whether you are shifting office to another location, adopting a new practice or process, implementing an IT system, or re-engineering the business processes for an organization, change happens to everyone all the time.
However, many change initiatives have been short-lived as a result of the failure to manage and sustain the change.
For change to be successful and enduring, do take note of the key factors impacting change below:
1. Commitment from the top
To manage a change initiative, e.g. Lean transformation, there has to be constant commitment from the top management.
Conduct regular management reviews of the change implementation progress versus the plan to ensure that the roadmap and scope of change is well-defined, timelines or key milestones are adhered to, and resources such as people, time and money are put in place where they are needed.
2. Future state vision
Define and rally around a compelling vision for the future state. What are the potential threats? How urgent is the change? What are the risks if the organization does not change? How will you know when we get there?
Present the facts and findings such as flat earnings, rising costs, decreasing market share, and other relevant key indicators where necessary to create awareness and convince employees to buy-in to the change initiative.
Identify the key resistance issues and stakeholders who are impacted by the change and address them. Be prepared to deal with emotional and political issues.
Create a compelling vision and an urgency for change so as to move people out from their comfort zones to a change in behavior and the way they value-add to the business and customers.
The document discusses various aspects of planning, including different levels of planning, types of plans in hotels/restaurants, the planning process, goals and goal setting, SWOT analysis, forecasting, managing risk, standing plans, day-to-day planning, management by objectives, planning for change, and planning one's own time. It provides details on strategic planning, annual planning, supervisory planning, and operational planning. It also outlines steps for defining goals, collecting data, developing alternative actions, deciding on the best course, and evaluating results.
This video is for managers or professionals that are responsible for cultivating or "driving" change for their organization. Metaspire Cultural Change tools can be customized to support any transformational or change initiative.
Strategic planning is an organization's process to define its strategy and direction. It deals with questions like what the organization does, for whom, and how it excels. The key components are vision, mission, values, and strategy. Vision outlines the organization's ideal future state. Mission defines the organization's fundamental purpose. Values are shared beliefs that drive culture and priorities. Strategy is the combination of goals and policies to achieve the vision. There are three main types of plans in organizations: operational plans define department and individual goals, tactical plans support strategic plans on a shorter time frame, and strategic plans outline steps for the entire organization's goals over multiple years.
Strategic management provides direction for whole organizations and involves managing change. It examines business, technology, consumer trends and the shift from agricultural to service economies. Strategic management ensures long-term growth and profits by developing competitive advantages globally. Only a small portion of the largest 20th century companies still exist today due to failing to maintain their competitive positions. Strategic management concerns decisions that impact long-term survival and profits amid uncertainty and competition.
The document summarizes a two-day strategy session for middle managers and supervisors. The session aims to improve professional and personal development skills through interactive exercises and discussions around topics like leadership, problem-solving, decision-making, and aligning individual and team goals with organizational strategy. Facilitators will use lectures, group activities, videos, and feedback to help participants gain clarity on performance expectations and better coordinate efforts to achieve shared objectives.
The document discusses a nine vector view of human performance management. It outlines nine primary disciplines that are important for effective change management: stakeholder relationship management, leading change, change strategy, communication, human capital management, learning and training, process and infrastructure, project management, and performance management. It then provides more details about each discipline and explains that a holistic approach considering all nine vectors is needed for transformational change efforts.
Organisational Direction : Planning processMidul Kasim
The document discusses key concepts related to organizational goals, mission, and strategic planning. It provides definitions and examples of mission statements from different organizations. It also discusses how objectives should be SMART (Specific, Measurable, Achievable, Realistic, and Time-bound). Additionally, it covers quantitative and qualitative objectives, as well as different levels of objectives from corporate to individual. Finally, it discusses dealing with conflicts between objectives and considering stakeholder interests in strategic planning.
This simple Toolkit will help any Managers / Leaders to Drive Change. The toolkit is a basic thought process/framework which will help the leaders to think holistically and give some clear direction, clarity, and action leading to results. A toolkit which is easy to comprehend and use.
The document outlines an agenda for a strategic planning workshop. It includes sections on workshop objectives, an introduction to strategic planning, and proposed strategy frameworks. The objectives are to understand roles and responsibilities, update the current strategic plan, gain buy-in from stakeholders, understand the strategy formulation process, and agree on future direction. The introduction defines strategic planning and the difference between strategic and business planning. It also discusses benefits like increased profitability and efficiency. Several strategy models are presented, including Mintzberg's 5 P's and emergent strategy principles, the OGSM model, the strategy house, balanced scorecard, and AFI strategy framework.
Social work: Crafting Goals and Objectivesbernie3524
This document discusses the importance of clearly defining goals and objectives when developing new programs or interventions. It emphasizes that goals and objectives should be crafted during the planning stage and should address key questions like what the program aims to accomplish and how it will help clients. Goals should be measurable, logically linked to identifying client needs and problems, and connected to how the program will be implemented. Clearly articulating goals and objectives provides direction for the program and a framework for evaluation to assess effectiveness.
Planning involves determining future actions to achieve desired results. It is a process that takes a rational, open systems approach. Planning occurs at all organizational levels and aims to offset uncertainty, focus on objectives, coordinate efforts, increase control, and boost effectiveness. The key types of plans discussed are mission statements, objectives, strategies, policies, procedures, rules, programs, and budgets. These various plans provide guidelines for employees and link objectives with procedures and rules to implement organizational goals.
Here are the key points about transformational leadership:
- Transformational leaders inspire and motivate followers through their charisma, passion and vision. They energize followers to achieve extraordinary outcomes.
- They focus on developing followers to their fullest potential by acting as coaches and mentors. They treat each follower as an individual and understand their strengths, weaknesses, needs, and motivations.
- They stimulate followers intellectually and get them to look at problems from new perspectives. They encourage creativity and innovation.
- They articulate an appealing vision of the future that inspires enthusiasm and commitment. The vision provides meaning and challenges to the work of followers.
- They build trust and respect among followers through their integrity,
The document discusses the Deming Cycle, also known as the PDSA (Plan-Do-Study-Act) cycle, which is a four stage model for continuous improvement. It involves planning a change, implementing it, observing the results, and acting on what is learned. The stages are outlined in detail. Strategic thinking is then defined as focusing on unique opportunities to create value through creative dialogue. Key competencies of strategic thinking are discussed, along with the characteristics of effective strategies. Finally, strategic analysis is defined as the process of conducting research to formulate strategy, using various analytical methods.
Planning involves defining goals, strategies, and plans to coordinate organizational work. It reduces contradictions and waste. Formal, written plans with long-term focus tend to result in higher performance than informal plans. Elements of planning include goals, plans to meet goals by allocating resources and schedules. Types of plans include strategic plans for the whole organization and operational plans specifying how to achieve goals. Goal setting is the first planning step and can be done through traditional top-down or participative MBO approaches. Forecasting and contingency planning are also part of the planning process.
This a simplified presentation to Implement Change,utilizing the Prosci-ADKAR Methodology and some of my personal modifications. I think this first part will help many to understand the Prosci-ADKAR methodology, along with an easier overview of change itself
THE P-O-L-C FRAMEWORK OF MANAGEMENT.pptxMayegaRodney
The document discusses the P-O-L-C (planning-organizing-leading-controlling) framework of management. It describes each component of the framework:
- Planning involves setting objectives, determining courses of action, and making decisions.
- Organizing develops the organizational structure and allocates human resources. It includes organizational and job design.
- Leading uses influence to inspire others through understanding personalities, motivating, and communicating effectively.
- Controlling establishes performance standards, compares actual performance to standards, and takes corrective action when needed.
The framework provides a useful way to classify management activities, though it may not fully depict all managers' daily tasks.
This document provides an overview of management functions like planning, organizing, staffing and controlling as they relate to the RMG (ready-made garments) industry in Bangladesh, using Shanta Denims Limited as a case study. It discusses the theoretical background and definitions of key terms, outlines the objectives and steps involved in each management function, and provides examples of techniques used for controlling like budgetary control and standard costing. The RMG industry is a major export industry for Bangladesh, growing over 15% annually and accounting for around 75% of export earnings, demonstrating the importance of effective management strategies.
Your company name
Your name
Instruction Page
1. On the cover page
a. Replace ‘Your Company Name’ with your company name, city and state
b. Replace ‘Date’ with the date of the plan
c. Consider inserting graphics:
i. Company logo
ii. Insert a picture or graphic of your product or service
iii. Photo of your facilities
iv. Photo of your location
2. Replace ‘ENTER YOUR COMPANY NAME HERE’ with your company name on the page with the Statement of Confidentiality & Non-Disclosure
3. Open the document header and enter your company name and your name
4. Update the table of contents as you build your business plan.
Delete this page before submitting your business plan.
Business Plan
Your Company Name Here
City, State
Date
Statement of Confidentiality & Non-Disclosure
THIS BUSINESS PLAN CONTAINS PROPRIETARY AND CONFIDENTIAL INFORMATION.
All data submitted to the receiver is provided in reliance upon its consent not to use or disclose any information contained herein except in the context of its business dealings with ENTER YOUR COMPANY NAME HERE (Company). The recipient of this document agrees to inform its present and future employees and partners who view or have access to the document's content of its confidential nature.
The recipient agrees to instruct each employee that they must not disclose any information concerning this document to others except to the extent such matters are generally known to, and are available for use by, the public. The recipient also agrees not duplicate or distribute or permit others to duplicate or distribute any material contained herein without the Company's express written consent.
The Company retains all title, ownership and intellectual property rights to the material and trademarks contained herein, including all supporting documentation, files, marketing material, and multimedia.
Disclaimer Notice
THIS BUSINESS PLAN IS FOR INFORMATIONAL PURPOSES ONLY AND DOES NOT CONSTITUTE AN OFFER TO SELL OR THE SOLICITATION OF AN OFFER TO BUY ANY SECURITIES.
The Company reserves the right, in its sole discretion, to reject any and all proposals made by or on behalf of any recipient, to accept any such proposals, to negotiate with one or more recipients at any time, and to enter into a definitive agreement without prior notice to other recipients. The company also reserves the right to terminate, at any time, further participation in the investigation and proposal process by, or discussions or negotiations with, any recipient without reason.
BY ACCEPTANCE OF THIS DOCUMENT, THE RECIPIENT AGREES TO BE BOUND BY THE AFOREMENTIONED STATEMENT.
Table of Contents
Introduction and Overview 6
Executive Summary 6
Objectives 6
Mission 6
Keys to Success 6
Company Summary 6
Company Ownership 6
Start-up 6
What We Sell 7
Summary 7
Our products 7
Our services 7
Market Analysis and Sales Forecast 8
Market and Sales Forecast Summary 8
Total Market 8
Target Market Summar.
Your Company NameYour Company NameBudget Proposalfor[ent.docxhyacinthshackley2629
Your Company Name
Your Company Name
Budget Proposal
for
[enter years here]
BUSN278
[Term]
Professor[name]
DeVry University
Table of Contents
Section
Title
Subsection
Title
Page Number1.0Executive Summary
2.0Sales Forecast
2.1Sales Forecast
2.2Methods and Assumptions
3.0Capital Expenditure Budget
4.0Investment Analysis
4.1Cash Flows
4.2NPV Analysis
4.3Rate of Return Calculations
4.4Payback Period Calculations
5.0Pro Forma Financial Statements
5.1Pro Forma Income Statement
5.2Pro Forma Balance Sheet
5.3Pro Forma Cash Budget
6.0Works Cited
7.0Appendices
7.1Appendix 1: [description]
7.2Appendix 2:
[description]
(Please put page numbers in the last column of the table of contents above, because they apply to your finished assignment. Do this after your project is complete. Remove this text and all text that is in italics in this template when finished with your project.)
(Also, please submit your Excel spreadsheet that shows your supporting calculations.)
1.0 Executive Summary
The first paragraph of this executive summary should give a brief description of the business to which this budget applies. Very briefly describe the products and services of this company, the geography or demographics of the customers it serves, and why people purchase the main product of this business. Much or all of this information will be found in the business profile provided to you. Please use your own words, and please do not simply copy and paste the explanation in the course materials. Make assumptions if necessary.
Also, provide a second paragraph that describes how the budget supports the company’s strategy.
Finally, provide a third paragraph in which you summarize the key points from your budget, including the planning horizon; the amount of up-front investment; the NPV, payback, and IRR of the project; and key figures from your income statement, cash budget, and balance sheet.
Remember, this is not a thesis or introduction of what you will talk about—it contains the major, specific content of each section. The second and third paragraphs should be written after you have completed all other sections of this template.
As you complete sections of this template, please remove all italicized text in all sections of this template and replace it with your own text or you will lose points!
2.0 Sales Forecast
Briefly introduce the sales forecast section.
2.1 Sales Forecast
Here you should include a simple table showing the years and the total sales for each year, along with a brief explanation of why sales are expected to rise, fall, change, or stay the same in certain years. Provide a brief explanation of the sales forecast, indicating why you expect sales to rise or fall during the planning horizon. Your explanation should be consistent with the trends and changes in sales found in your table.
Year 1
Year 2
Year 3
Year 4
Year 5
Sales
2.2 Methods and Assumptions
Here you should describe how you arrived at your sales forecast in sect.
More Related Content
Similar to 1Chapter 11Pick 4 topics and discusstalk about the topics. .docx
It can help to many student's or any people who are planning to build their own business. It can help them to improve their managerial or leadership skills in business.
Original article from the Flevy business blog can be found here:
http://flevy.com/blog/make-change-that-lasts/
Change is the only constant. – Heraclictus, Greek Philosopher
Change is the only constant in the work environment
Whether you are shifting office to another location, adopting a new practice or process, implementing an IT system, or re-engineering the business processes for an organization, change happens to everyone all the time.
However, many change initiatives have been short-lived as a result of the failure to manage and sustain the change.
For change to be successful and enduring, do take note of the key factors impacting change below:
1. Commitment from the top
To manage a change initiative, e.g. Lean transformation, there has to be constant commitment from the top management.
Conduct regular management reviews of the change implementation progress versus the plan to ensure that the roadmap and scope of change is well-defined, timelines or key milestones are adhered to, and resources such as people, time and money are put in place where they are needed.
2. Future state vision
Define and rally around a compelling vision for the future state. What are the potential threats? How urgent is the change? What are the risks if the organization does not change? How will you know when we get there?
Present the facts and findings such as flat earnings, rising costs, decreasing market share, and other relevant key indicators where necessary to create awareness and convince employees to buy-in to the change initiative.
Identify the key resistance issues and stakeholders who are impacted by the change and address them. Be prepared to deal with emotional and political issues.
Create a compelling vision and an urgency for change so as to move people out from their comfort zones to a change in behavior and the way they value-add to the business and customers.
The document discusses various aspects of planning, including different levels of planning, types of plans in hotels/restaurants, the planning process, goals and goal setting, SWOT analysis, forecasting, managing risk, standing plans, day-to-day planning, management by objectives, planning for change, and planning one's own time. It provides details on strategic planning, annual planning, supervisory planning, and operational planning. It also outlines steps for defining goals, collecting data, developing alternative actions, deciding on the best course, and evaluating results.
This video is for managers or professionals that are responsible for cultivating or "driving" change for their organization. Metaspire Cultural Change tools can be customized to support any transformational or change initiative.
Strategic planning is an organization's process to define its strategy and direction. It deals with questions like what the organization does, for whom, and how it excels. The key components are vision, mission, values, and strategy. Vision outlines the organization's ideal future state. Mission defines the organization's fundamental purpose. Values are shared beliefs that drive culture and priorities. Strategy is the combination of goals and policies to achieve the vision. There are three main types of plans in organizations: operational plans define department and individual goals, tactical plans support strategic plans on a shorter time frame, and strategic plans outline steps for the entire organization's goals over multiple years.
Strategic management provides direction for whole organizations and involves managing change. It examines business, technology, consumer trends and the shift from agricultural to service economies. Strategic management ensures long-term growth and profits by developing competitive advantages globally. Only a small portion of the largest 20th century companies still exist today due to failing to maintain their competitive positions. Strategic management concerns decisions that impact long-term survival and profits amid uncertainty and competition.
The document summarizes a two-day strategy session for middle managers and supervisors. The session aims to improve professional and personal development skills through interactive exercises and discussions around topics like leadership, problem-solving, decision-making, and aligning individual and team goals with organizational strategy. Facilitators will use lectures, group activities, videos, and feedback to help participants gain clarity on performance expectations and better coordinate efforts to achieve shared objectives.
The document discusses a nine vector view of human performance management. It outlines nine primary disciplines that are important for effective change management: stakeholder relationship management, leading change, change strategy, communication, human capital management, learning and training, process and infrastructure, project management, and performance management. It then provides more details about each discipline and explains that a holistic approach considering all nine vectors is needed for transformational change efforts.
Organisational Direction : Planning processMidul Kasim
The document discusses key concepts related to organizational goals, mission, and strategic planning. It provides definitions and examples of mission statements from different organizations. It also discusses how objectives should be SMART (Specific, Measurable, Achievable, Realistic, and Time-bound). Additionally, it covers quantitative and qualitative objectives, as well as different levels of objectives from corporate to individual. Finally, it discusses dealing with conflicts between objectives and considering stakeholder interests in strategic planning.
This simple Toolkit will help any Managers / Leaders to Drive Change. The toolkit is a basic thought process/framework which will help the leaders to think holistically and give some clear direction, clarity, and action leading to results. A toolkit which is easy to comprehend and use.
The document outlines an agenda for a strategic planning workshop. It includes sections on workshop objectives, an introduction to strategic planning, and proposed strategy frameworks. The objectives are to understand roles and responsibilities, update the current strategic plan, gain buy-in from stakeholders, understand the strategy formulation process, and agree on future direction. The introduction defines strategic planning and the difference between strategic and business planning. It also discusses benefits like increased profitability and efficiency. Several strategy models are presented, including Mintzberg's 5 P's and emergent strategy principles, the OGSM model, the strategy house, balanced scorecard, and AFI strategy framework.
Social work: Crafting Goals and Objectivesbernie3524
This document discusses the importance of clearly defining goals and objectives when developing new programs or interventions. It emphasizes that goals and objectives should be crafted during the planning stage and should address key questions like what the program aims to accomplish and how it will help clients. Goals should be measurable, logically linked to identifying client needs and problems, and connected to how the program will be implemented. Clearly articulating goals and objectives provides direction for the program and a framework for evaluation to assess effectiveness.
Planning involves determining future actions to achieve desired results. It is a process that takes a rational, open systems approach. Planning occurs at all organizational levels and aims to offset uncertainty, focus on objectives, coordinate efforts, increase control, and boost effectiveness. The key types of plans discussed are mission statements, objectives, strategies, policies, procedures, rules, programs, and budgets. These various plans provide guidelines for employees and link objectives with procedures and rules to implement organizational goals.
Here are the key points about transformational leadership:
- Transformational leaders inspire and motivate followers through their charisma, passion and vision. They energize followers to achieve extraordinary outcomes.
- They focus on developing followers to their fullest potential by acting as coaches and mentors. They treat each follower as an individual and understand their strengths, weaknesses, needs, and motivations.
- They stimulate followers intellectually and get them to look at problems from new perspectives. They encourage creativity and innovation.
- They articulate an appealing vision of the future that inspires enthusiasm and commitment. The vision provides meaning and challenges to the work of followers.
- They build trust and respect among followers through their integrity,
The document discusses the Deming Cycle, also known as the PDSA (Plan-Do-Study-Act) cycle, which is a four stage model for continuous improvement. It involves planning a change, implementing it, observing the results, and acting on what is learned. The stages are outlined in detail. Strategic thinking is then defined as focusing on unique opportunities to create value through creative dialogue. Key competencies of strategic thinking are discussed, along with the characteristics of effective strategies. Finally, strategic analysis is defined as the process of conducting research to formulate strategy, using various analytical methods.
Planning involves defining goals, strategies, and plans to coordinate organizational work. It reduces contradictions and waste. Formal, written plans with long-term focus tend to result in higher performance than informal plans. Elements of planning include goals, plans to meet goals by allocating resources and schedules. Types of plans include strategic plans for the whole organization and operational plans specifying how to achieve goals. Goal setting is the first planning step and can be done through traditional top-down or participative MBO approaches. Forecasting and contingency planning are also part of the planning process.
This a simplified presentation to Implement Change,utilizing the Prosci-ADKAR Methodology and some of my personal modifications. I think this first part will help many to understand the Prosci-ADKAR methodology, along with an easier overview of change itself
THE P-O-L-C FRAMEWORK OF MANAGEMENT.pptxMayegaRodney
The document discusses the P-O-L-C (planning-organizing-leading-controlling) framework of management. It describes each component of the framework:
- Planning involves setting objectives, determining courses of action, and making decisions.
- Organizing develops the organizational structure and allocates human resources. It includes organizational and job design.
- Leading uses influence to inspire others through understanding personalities, motivating, and communicating effectively.
- Controlling establishes performance standards, compares actual performance to standards, and takes corrective action when needed.
The framework provides a useful way to classify management activities, though it may not fully depict all managers' daily tasks.
This document provides an overview of management functions like planning, organizing, staffing and controlling as they relate to the RMG (ready-made garments) industry in Bangladesh, using Shanta Denims Limited as a case study. It discusses the theoretical background and definitions of key terms, outlines the objectives and steps involved in each management function, and provides examples of techniques used for controlling like budgetary control and standard costing. The RMG industry is a major export industry for Bangladesh, growing over 15% annually and accounting for around 75% of export earnings, demonstrating the importance of effective management strategies.
Similar to 1Chapter 11Pick 4 topics and discusstalk about the topics. .docx (20)
Your company name
Your name
Instruction Page
1. On the cover page
a. Replace ‘Your Company Name’ with your company name, city and state
b. Replace ‘Date’ with the date of the plan
c. Consider inserting graphics:
i. Company logo
ii. Insert a picture or graphic of your product or service
iii. Photo of your facilities
iv. Photo of your location
2. Replace ‘ENTER YOUR COMPANY NAME HERE’ with your company name on the page with the Statement of Confidentiality & Non-Disclosure
3. Open the document header and enter your company name and your name
4. Update the table of contents as you build your business plan.
Delete this page before submitting your business plan.
Business Plan
Your Company Name Here
City, State
Date
Statement of Confidentiality & Non-Disclosure
THIS BUSINESS PLAN CONTAINS PROPRIETARY AND CONFIDENTIAL INFORMATION.
All data submitted to the receiver is provided in reliance upon its consent not to use or disclose any information contained herein except in the context of its business dealings with ENTER YOUR COMPANY NAME HERE (Company). The recipient of this document agrees to inform its present and future employees and partners who view or have access to the document's content of its confidential nature.
The recipient agrees to instruct each employee that they must not disclose any information concerning this document to others except to the extent such matters are generally known to, and are available for use by, the public. The recipient also agrees not duplicate or distribute or permit others to duplicate or distribute any material contained herein without the Company's express written consent.
The Company retains all title, ownership and intellectual property rights to the material and trademarks contained herein, including all supporting documentation, files, marketing material, and multimedia.
Disclaimer Notice
THIS BUSINESS PLAN IS FOR INFORMATIONAL PURPOSES ONLY AND DOES NOT CONSTITUTE AN OFFER TO SELL OR THE SOLICITATION OF AN OFFER TO BUY ANY SECURITIES.
The Company reserves the right, in its sole discretion, to reject any and all proposals made by or on behalf of any recipient, to accept any such proposals, to negotiate with one or more recipients at any time, and to enter into a definitive agreement without prior notice to other recipients. The company also reserves the right to terminate, at any time, further participation in the investigation and proposal process by, or discussions or negotiations with, any recipient without reason.
BY ACCEPTANCE OF THIS DOCUMENT, THE RECIPIENT AGREES TO BE BOUND BY THE AFOREMENTIONED STATEMENT.
Table of Contents
Introduction and Overview 6
Executive Summary 6
Objectives 6
Mission 6
Keys to Success 6
Company Summary 6
Company Ownership 6
Start-up 6
What We Sell 7
Summary 7
Our products 7
Our services 7
Market Analysis and Sales Forecast 8
Market and Sales Forecast Summary 8
Total Market 8
Target Market Summar.
Your Company NameYour Company NameBudget Proposalfor[ent.docxhyacinthshackley2629
Your Company Name
Your Company Name
Budget Proposal
for
[enter years here]
BUSN278
[Term]
Professor[name]
DeVry University
Table of Contents
Section
Title
Subsection
Title
Page Number1.0Executive Summary
2.0Sales Forecast
2.1Sales Forecast
2.2Methods and Assumptions
3.0Capital Expenditure Budget
4.0Investment Analysis
4.1Cash Flows
4.2NPV Analysis
4.3Rate of Return Calculations
4.4Payback Period Calculations
5.0Pro Forma Financial Statements
5.1Pro Forma Income Statement
5.2Pro Forma Balance Sheet
5.3Pro Forma Cash Budget
6.0Works Cited
7.0Appendices
7.1Appendix 1: [description]
7.2Appendix 2:
[description]
(Please put page numbers in the last column of the table of contents above, because they apply to your finished assignment. Do this after your project is complete. Remove this text and all text that is in italics in this template when finished with your project.)
(Also, please submit your Excel spreadsheet that shows your supporting calculations.)
1.0 Executive Summary
The first paragraph of this executive summary should give a brief description of the business to which this budget applies. Very briefly describe the products and services of this company, the geography or demographics of the customers it serves, and why people purchase the main product of this business. Much or all of this information will be found in the business profile provided to you. Please use your own words, and please do not simply copy and paste the explanation in the course materials. Make assumptions if necessary.
Also, provide a second paragraph that describes how the budget supports the company’s strategy.
Finally, provide a third paragraph in which you summarize the key points from your budget, including the planning horizon; the amount of up-front investment; the NPV, payback, and IRR of the project; and key figures from your income statement, cash budget, and balance sheet.
Remember, this is not a thesis or introduction of what you will talk about—it contains the major, specific content of each section. The second and third paragraphs should be written after you have completed all other sections of this template.
As you complete sections of this template, please remove all italicized text in all sections of this template and replace it with your own text or you will lose points!
2.0 Sales Forecast
Briefly introduce the sales forecast section.
2.1 Sales Forecast
Here you should include a simple table showing the years and the total sales for each year, along with a brief explanation of why sales are expected to rise, fall, change, or stay the same in certain years. Provide a brief explanation of the sales forecast, indicating why you expect sales to rise or fall during the planning horizon. Your explanation should be consistent with the trends and changes in sales found in your table.
Year 1
Year 2
Year 3
Year 4
Year 5
Sales
2.2 Methods and Assumptions
Here you should describe how you arrived at your sales forecast in sect.
Your company recently reviewed the results of a penetration test.docxhyacinthshackley2629
Your company recently reviewed the results of a penetration test on your network. Several vulnerabilities were identified, and the IT security management team has recommended mitigation. The manager has asked you to construct a plan of action and milestones (POA&M) given that the following vulnerabilities and mitigations were identified:
The penetration test showed that not all systems had malware protection software in place. The mitigation was to write a malware defense process to include all employees and retest the system after the process was implemented.
The penetration test indicated that the data server that houses employee payroll records had an admin password of “admin.” The mitigation was to perform extensive hardening of the data server.
The penetration test also identified many laptop computers that employees brought to work and connected to the internal network,some of which were easily compromised. The mitigation was to write a bring your own device (BYOD) policy for all employees and train the employees how to use their devices at work.
Complete
the 1- to 2-page
Plan of Action and Milestones Template
. (Must use this template!)
.
Your company wants to explore moving much of their data and info.docxhyacinthshackley2629
Your company wants to explore moving much of their data and information technology infrastructure to the cloud. The company is a small online retailer and requires a database and a web storefront. Currently, only IT is over budget on database maintenance. The initial analysis points to significant cost savings by moving to a cloud environment.
Research
the differences between Infrastructure as a Service (IaaS), Software as a Service (SaaS), and Platform as a Service (PaaS).
Discuss
the differences between IaaS, SaaS, and PaaS. Give an example of the appropriate use of each of the cloud models (Iaas, SaaS, and PaaS).
.
Your company plans to establish MNE manufacturing operations in Sout.docxhyacinthshackley2629
Your company plans to establish MNE manufacturing operations in South Korea. You have been asked to conduct a cultural audit focusing on leadership behaviors of South Korea. The results of your report will be used for internal training for plant managers due to be reassigned to work with South Korean managers in a few months. You are aware of a high-collectivism culture with a Confucian code of ethical behavior in South Korea. What kinds of South Korean leadership behaviors would you expect to include in your report? Describe these in terms of interaction between the U.S. and Korean managers as well as interaction between Korean leader-followers.
By
Saturday, June 21, 2014
respond to the discussion question assigned by the faculty. Submit your response to the appropriate
Discussion Area
. Use the same
Discussion Area
to comment on your classmates' submissions and continue the discussion until
Wednesday, June 25, 2014
.
Comment on how your classmates would address differing views.
.
Your company just purchased a Dell server MD1420 DAS to use to store.docxhyacinthshackley2629
Your company just purchased a Dell server MD1420 DAS to use to store databases. the databases will contain all employee records and personal identified information (PII). You know that databases like this are often targets. The Chief Information Officer has asked you draft a diagram for the server and 3 connected workstations. The diagram must use proper UML icons.
- Research:
network topology to protect database server (Google Term and click images)
-
Create a diagram using proper UML
icon, the protects the server and the 3 workstations.
-
Include where Internet access will be located
, firewall and other details.
- The
body (Min 1 page)
- Provide a summary after the diagram how and why you topology should protect the database.
.
your company is moving to a new HRpayroll system that is sponsored .docxhyacinthshackley2629
your company is moving to a new HR/payroll system that is sponsored by a firm called Workday.com. You have been asked to oversee the stakeholder management aspects of this project. Identify some of the key stakeholders at your company and describe how you plan to keep them engaged during your year-long project. Be sure to include the appropriate methods since not all of your stakeholders are located at the HQ office in Herndon, VA.
.
Your company is considering the implementation of a technology s.docxhyacinthshackley2629
Your company is considering the implementation of a technology solution to address a business problem. As a member of the IT team for a manufacturing company, you were asked to select a product to address the identified needs, informing the stakeholders about its fit to the identified needs, and providing implementation details. Several past process changes have been unsuccessful at implementation and user acceptance. You will create two artifacts that communicate product information tailored to meet the needs of each of the following stakeholder groups:
• Audience 1: executive leadership of the organization, such as the CIO, CFO, etc.
• Audience 2: cross-functional team, including members from IT who will be implementing the product
.
Your company is a security service contractor that consults with bus.docxhyacinthshackley2629
Your company is a security service contractor that consults with businesses in the U.S. that require assistance in complying with HIPAA. You advertise a proven track record in providing information program security management, information security governance programs, risk management programs, and regulatory and compliance recommendations. You identify vulnerabilities, threats, and risks for clients with the end goal of securing and protecting applications and systems within their organization.
Your client is Health Coverage Associates, a health insurance exchange in California and a healthcare covered entity. The Patient Protection and Affordable Care Act (ACA) enables individuals and small businesses to purchase health insurance at federally subsidized rates. In the past 6 months, they have experienced:
A malware attack (i.e., SQL Injection) on a critical software application that processed and stored client protected health information (PHI) that allowed access to PHI stored within the database
An internal mistake by an employee that allowed PHI to be emailed to the wrong recipient who was not authorized to have access to the PHI
An unauthorized access to client accounts through cracking of weak passwords via the company’s website login
Health Coverage Associates would like you to
develop
a security management plan that would address the required safeguards to protect the confidentiality, integrity, and availability of sensitive data from the attacks listed above and protect their assets from the vulnerabilities that allowed the attacks to occur.
Write
a 1- to 2-page high-level executive summary of the legal and regulatory compliance requirements for Health Coverage Associates executives. The summary should provide
Accurate information on the HIPAA requirements for securing PHI
FISMA and HIPAA requirements for a security plan
Scope of the work you will perform to meet the Health Coverage Associates’ requests
Compile
a 1-to 2-page list of at least 10 of the CIS controls that provide key alignment with the administrative (policies), physical (secured facilities), and technical safeguards required under HIPAA to protect against the attacks listed above. Include corresponding NIST controls mapped to the selected CIS controls.
Write
a 1- to 2-page concise outline of the contents of the security management plan. Include
Policies Health Coverage Associates will need to manage, protect, and provide access to PHI
The recommended risk management framework Health Coverage Associates should adopt
Key elements Health Coverage Associates should include in its plan of actions and milestones
Cite
all sources using APA guidelines.
.
Your company has just sent you to a Project Management Conference on.docxhyacinthshackley2629
Your company has just sent you to a Project Management Conference on the latest trends in project scope management. When you return to work, you will have to provide a report at the staff meeting on what you learned.
In your initial post
, share some of the trends that you heard at the conference. Conduct research and use sources to support your findings. Be sure to acknowledge any sources you use.
.
Your company has designed an information system for a library. The .docxhyacinthshackley2629
Your company has designed an information system for a library. The project included a new network (wired and wireless), a data entry application, a Web site, database and documentation.
Design a generic test plan that describes the testing for an imaginary system, make sure to address unit, integration and system testing.
Create a one-page questionnaire to distribute to users in a post-implementation evaluation of a recent information system project. Include at least 10 questions that cover the important information you want to obtain.
.
Your company has had embedded HR generalists in business units for t.docxhyacinthshackley2629
Your company has had embedded HR generalists in business units for the past several years. Over that time, it has become more costly and more difficult to maintain standards, and is a frustration for business units to have that budget “hit.” The leadership has decided to move to a more centralized model of delivering HR services and has asked you to evaluate that proposition and begin establishing a project team to initiate the needed changes. The project team is selected, and you must now provide general direction.
.
Your company You are a new Supply Chain Analyst with the ACME.docxhyacinthshackley2629
Your company: You are a new Supply Chain Analyst with the ACME Corporation. We design specialty electronics that are components in larger finished goods such as major appliances, automobiles and industrial equipment. Manufacturing is outsourced to low-cost suppliers due to the significant labor contribution and closeness to electronic component suppliers.
Your product: ACME Corp. designs a leading-edge family of devices branded as “Voice Assistants.” These are add-on boxes that many OEMs are using as plug-and-play devices in a wide variety of Internet-of-Things products. They are also sold directly to consumers as after-market items, but only for IoT devices that were built with our proprietary data-port.
Figure 1: Product line of ACME Corp Voice Assistant IoT Add-on Boxes
Your task: Your Chief Supply Chain Officer (CSCO) is requesting a review of supplier-to-customer processes as related to recent growth in our company and increasing demand for faster responsiveness to customers. One alternative is to decentralize our inventory into regional Distribution Centers; however, our ERP system is currently limited in the data available to make some of these decisions – and the output reports are very antiquated. Starting off the process, the CSCO directed that your Analysis Team use population data to pro-rate our national sales data as a starting point. For this analysis, you are asked to focus only on the flagship product, Voice Assistant IoT Add-on Box, 4GB, SKU #123-456789. The challenge is now yours to complete some computations and interpret the results!
Your data: A detailed report from your ERP system along with secondary data from the U.S. Census Bureau (reference: https://www.census.gov/programs-surveys/popest/data/data-sets.html) is provided. (Note: Sales to Alaska, Hawaii and Puerto Rico are handled by a 3PL provider and therefore are NOT part of this analysis.) The consolidated EXCEL® file has incorporated several tasks already performed by the Analysis Team --- sort, cleanse, inventory optimization, etc. Other tasks remain for your team.
Detailed Requirements: Prepare a formal report summarizing your results and providing recommendations that are supported by facts. The required layout follows:
A. Supply Chain Management:
a. Identify a single key supplier and a single key customer for your product, including a brief description of their product.
b. Identify the proper type of business relationship that your company should have with the supplier and customer from Part A, above, then briefly describe the data that you would share with them.
c. When implementing Supply Chain Management with your #1 key supplier for the first time, create a timeline that lists each of the six SCOR processes in the order that you recommend implementation; include process leader (by job title), primary contact at supplier/customer (by job title), and duration to implement.
d. Briefly describe each of the four enablers of supply chain .
Your company has asked that you create a survey to collect data .docxhyacinthshackley2629
Your company has asked that you create a survey to collect data on customer satisfaction related to their health care experience at your hospital.
Assignment Details (4-5 pages)
Please Add Title to page
Page 1:
A brief summary of the health care issue/topic (wait time, medication errors, etc.)
Number and access of source to sample and population
Limitations of the survey (parameters)
Time line for completion of survey
Page 2: Survey Questions
Survey questions: Limit the questions to 10
Page 3: Compilation of Data
Time line for assessment and evaluation of data
Challenges faced during this process
Page 4: Results and Conclusions
Results of study
Conclusions and potential value of the findings
Reference page
Deliverable Length
4–5 pages
Title and reference pages
.
"Your Communications Plan"
Description
A.
What is your challenge or opportunity?
The topic I would like to present is pitching an Project idea for some investor to invest in my Women’s Resources center.(Voices Of Women)
B.
.
Why is this professionally important to you?
Goal
A.
What goal or outcome do you want to achieve with this communication?
I.
Is it clear, concise, and actionable?
Audience
A.
Who is you target audience?
What are the professional positions of the audience?
I.
What demographic characteristics will the audience comprise?
II.
What is your relationship to the audience?
III.
What background knowledge and expertise does the audience have?
IV.
What does the audience know, feel about, and expect concerning this communication?
V.
What preconceptions or biases do you possess that might prevent you from building rapport with your audience?
B.
What information is available about your audience?
A.
b.
c.
I.
What research/sources will you use to obtain information about the audience?
II.
What conclusions have you been able to draw about the audience?
C.
What tone will you
"Your Communications Plan"
Description
A.
What is your challenge or opportunity?
The topic I would like to present is pitching an Project idea for some investor to invest in my Women’s Resources center.(Voices Of Women)
B.
.
Why is this professionally important to you?
Goal
A.
What goal or outcome do you want to achieve with this communication?
I.
Is it clear, concise, and actionable?
Audience
A.
Who is you target audience?
What are the professional positions of the audience?
I.
What demographic characteristics will the audience comprise?
II.
What is your relationship to the audience?
III.
What background knowledge and expertise does the audience have?
IV.
What does the audience know, feel about, and expect concerning this communication?
V.
What preconceptions or biases do you possess that might prevent you from building rapport with your audience?
B.
What information is available about your audience?
A.
b.
c.
I.
What research/sources will you use to obtain information about the audience?
II.
What conclusions have you been able to draw about the audience?
C.
What tone will you use to convey your message?
I.
Is the setting casual or formal?
II.
Is the communication personal or impersonal?
Key Message
A.
What is the primary message you must convey to your audience?use to convey your message?
I.
Is the setting casual or formal?
II.
Is the communication personal or impersonal?
Key Message
A.
What is the primary message you must convey to your audience?
.
Your community includes people from diverse backgrounds. Answer .docxhyacinthshackley2629
Your community includes people from diverse backgrounds. Answer the following questions related to how culture affects nutrition.
1. How does your culture shape decisions that you make about nutrition? (Culture includes history, values, politics, economics, communication styles, beliefs, and practices.)
2. Describe at least 1 different cultures present at your community. How do these cultures impact food choices?
3. Describe how you interact with someone from another culture related to diet. Provide specific examples.
4. Assume that you are preparing a Thanks Giving dinner for a group of your classmates that represent a variety of cultures. Describe how you will prepare the menu and set the table. Include how you will address food safety at the picnic.
Explore ways to address the problem of food insecurity in your community.
1. What programs are available to meet the nutrition needs of individuals in the area?
2. What types of options exist in the area to purchase food?
3. What role do you believe society should take to ensure that individuals have access to adequate healthy food?
4. What do you see as your role in the community related to proper nutrition?
.
Your Communications Plan Please respond to the following.docxhyacinthshackley2629
"Your Communications Plan"
Please respond to the following:
Provide a brief overview of your Strategic Communications Plan. Include a short description for each of the following
in bullet point format
:
- The purpose of the communication
- Your goal
- Audience
- Key Message
- Supporting Points
- Channel Selection
- Action Request
Note:
Remember, feedback is a powerful and essential tool. Thoughtful, useful feedback is specific. It combines suggestions for improvement with the recognition of good ideas. When you offer feedback, you should contribute new ideas and new perspectives to help your peers learn and move forward.
.
Your Communication InvestigationFor your mission after reading y.docxhyacinthshackley2629
You are to observe human interaction for 15 minutes in a public setting, noting details of two people's conversation without interrupting. You should describe the communication environment and identify elements of the transactional communication model. Finally, post a brief report on the discussion board, and reply to two classmates' posts with empathetic perspectives on their observations.
Your Communications PlanFirst step Choose a topic. Revi.docxhyacinthshackley2629
"Your Communications Plan"
First step: Choose a topic. Review the Communication Challenge Topics and choose one that is relevant and interesting to you. Make sure to review the examples and anecdotes that follow each topic in this document. You can also find this information under the Course Info tab.
Second step: Review the Strategic Communication Plan example. Your plan should mirror this example in format and length. You can also find this example under the Course Info tab.
Third step: In this discussion, please respond to the following:
Part 1: What is your topic?
Part 2: Provide a rough draft of your Strategic Communications Plan for peer review and instructor feedback. Your draft should include enough detail that we can provide strong constructive feedback and input.
COM510 ASSIGNMENT COMMUNICATION CHALLENGE TOPICS
In the world of business, we can create opportunities through strategic communication. Throughout our professional careers, there are key events that raise the stakes of our communications approach.
WHAT YOU’LL DO
1) Review the Communication Challenge Topics and their accompanying case study examples.
2) Select 1 topic that is professionally relevant for you.
3) Use for your COM510 assignments (the topic you have selected, not the case study example).
Note: If there is another challenge or current opportunity in your professional life that is more relevant for you, you may choose a topic that is not on this list. Keep in mind that the communication challenge you select must in- clude both written and verbal communication elements to meet the needs of this course. (Your professor must approve your selection before you proceed.)
1
Examples of each scenario are provided to demonstrate what thoughtful, professional communication would look like in each of these situations. These are only examples and should not be used for completing the assignment. You can create and establish all necessary assumptions. The scenario is yours to explain.
COMMUNICATION CHALLENGE TOPICS
Choose one of the following topics for your assignments.
• Internal Promotion Opportunity
• New Job Opportunity Interview
• Running a Meeting
• Coaching Your Direct Employees
• Pitching a Project Idea
INTERNAL PROMOTION
Seeking a promotion from within your company is one opportunity in which strategic communication could mean the difference be- tween success and failure. If you choose this scenario, you’ll need to create both a written and a verbal (audio or video) communica- tion. These elements should explain why you are the right person for the internal promotion while addressing potential questions you might need to answer as part of the process.
Things to Consider
• Have you checked the listings on your company’s job board lately?
• Is there a new position you would like to secure?
• Have you taken on more responsibility at work?
• Have your outcomes been positive?
• Do your job title and job description match what you do? .
Your coffee franchise cleared for business in both countries (Mexico.docxhyacinthshackley2629
Your coffee franchise cleared for business in both countries (Mexico, and China). You now have to develop your global franchise team and start construction of your restaurants. . You invite all of the players to the headquarters in the United States for a big meeting to explain the project and get to know one another since they represent the global division of your company.
You are concerned with the following two issues. Substantively address each in a two-part paper, applying Beyond the Book, MUSE, Intellipath and library resources to support your reasoning
Part 1: Effective communication with participants
What are the implications of the cultural variables for your communication with the team representative from each country in the face to face meeting?
Address Hall’s high and low context regarding verbal and non-verbal communication. The United States is a low context culture, while each country is high context.
Tip: Write at least one substantive paragraph for each country
Video on Hall's high and Low Context Communication
Part 2: Effective communication among participants
What are examples of barriers and biases in cross-cultural business communications that may impact the effectiveness of communication among the meeting participants and in potential negotiations?
What are some of the issues you should be concerned about regarding verbal and nonverbal communication for this group to avoid misinterpretations and barriers to communication?
Please submit your assignment.
.
A review of the growth of the Israel Genealogy Research Association Database Collection for the last 12 months. Our collection is now passed the 3 million mark and still growing. See which archives have contributed the most. See the different types of records we have, and which years have had records added. You can also see what we have for the future.
This slide is special for master students (MIBS & MIFB) in UUM. Also useful for readers who are interested in the topic of contemporary Islamic banking.
How to Make a Field Mandatory in Odoo 17Celine George
In Odoo, making a field required can be done through both Python code and XML views. When you set the required attribute to True in Python code, it makes the field required across all views where it's used. Conversely, when you set the required attribute in XML views, it makes the field required only in the context of that particular view.
How to Fix the Import Error in the Odoo 17Celine George
An import error occurs when a program fails to import a module or library, disrupting its execution. In languages like Python, this issue arises when the specified module cannot be found or accessed, hindering the program's functionality. Resolving import errors is crucial for maintaining smooth software operation and uninterrupted development processes.
Exploiting Artificial Intelligence for Empowering Researchers and Faculty, In...Dr. Vinod Kumar Kanvaria
Exploiting Artificial Intelligence for Empowering Researchers and Faculty,
International FDP on Fundamentals of Research in Social Sciences
at Integral University, Lucknow, 06.06.2024
By Dr. Vinod Kumar Kanvaria
Main Java[All of the Base Concepts}.docxadhitya5119
This is part 1 of my Java Learning Journey. This Contains Custom methods, classes, constructors, packages, multithreading , try- catch block, finally block and more.
The simplified electron and muon model, Oscillating Spacetime: The Foundation...RitikBhardwaj56
Discover the Simplified Electron and Muon Model: A New Wave-Based Approach to Understanding Particles delves into a groundbreaking theory that presents electrons and muons as rotating soliton waves within oscillating spacetime. Geared towards students, researchers, and science buffs, this book breaks down complex ideas into simple explanations. It covers topics such as electron waves, temporal dynamics, and the implications of this model on particle physics. With clear illustrations and easy-to-follow explanations, readers will gain a new outlook on the universe's fundamental nature.
Walmart Business+ and Spark Good for Nonprofits.pdfTechSoup
"Learn about all the ways Walmart supports nonprofit organizations.
You will hear from Liz Willett, the Head of Nonprofits, and hear about what Walmart is doing to help nonprofits, including Walmart Business and Spark Good. Walmart Business+ is a new offer for nonprofits that offers discounts and also streamlines nonprofits order and expense tracking, saving time and money.
The webinar may also give some examples on how nonprofits can best leverage Walmart Business+.
The event will cover the following::
Walmart Business + (https://business.walmart.com/plus) is a new shopping experience for nonprofits, schools, and local business customers that connects an exclusive online shopping experience to stores. Benefits include free delivery and shipping, a 'Spend Analytics” feature, special discounts, deals and tax-exempt shopping.
Special TechSoup offer for a free 180 days membership, and up to $150 in discounts on eligible orders.
Spark Good (walmart.com/sparkgood) is a charitable platform that enables nonprofits to receive donations directly from customers and associates.
Answers about how you can do more with Walmart!"
Executive Directors Chat Leveraging AI for Diversity, Equity, and InclusionTechSoup
Let’s explore the intersection of technology and equity in the final session of our DEI series. Discover how AI tools, like ChatGPT, can be used to support and enhance your nonprofit's DEI initiatives. Participants will gain insights into practical AI applications and get tips for leveraging technology to advance their DEI goals.
বাংলাদেশের অর্থনৈতিক সমীক্ষা ২০২৪ [Bangladesh Economic Review 2024 Bangla.pdf] কম্পিউটার , ট্যাব ও স্মার্ট ফোন ভার্সন সহ সম্পূর্ণ বাংলা ই-বুক বা pdf বই " সুচিপত্র ...বুকমার্ক মেনু 🔖 ও হাইপার লিংক মেনু 📝👆 যুক্ত ..
আমাদের সবার জন্য খুব খুব গুরুত্বপূর্ণ একটি বই ..বিসিএস, ব্যাংক, ইউনিভার্সিটি ভর্তি ও যে কোন প্রতিযোগিতা মূলক পরীক্ষার জন্য এর খুব ইম্পরট্যান্ট একটি বিষয় ...তাছাড়া বাংলাদেশের সাম্প্রতিক যে কোন ডাটা বা তথ্য এই বইতে পাবেন ...
তাই একজন নাগরিক হিসাবে এই তথ্য গুলো আপনার জানা প্রয়োজন ...।
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1Chapter 11Pick 4 topics and discusstalk about the topics. .docx
1. 1
Chapter 11
Pick 4 topics and discuss/talk about the topics. No plagiarism
will use checker tool. Due in 24 hours. Please highlight each
topic. Word count 100 words each topic no less. Please put what
chapter it is on. Please no repeating in sentences and make it
easy to read and understand.
Terminology:
Champion
Change Theory
Continuous Improvement
Coproduction
Credo
Customer-centric
Direct Competition
General Competition
Indirect Competition
Mission
Problem Statement
Resource Viewpoint
Service Guarantee
Service Mission and Service Vision
Service Process Implementation
Service Strategy
Silo
Strategic Service System
Strategy
SWOT Analysis
Vision
“Failing to plan is planning to fail.”
“Service doesn’t just happen; it must be planned. You need a
2. strategy.”
220 Chapter 11 Strategic Planning for Service
Th is chapter focuses on strategic planning for service. It is
divided into three parts:
■ Introduction to Service Strategy
■ Analyzing Position and Market
■ Integration: Implementing a Service Strategy
In the fi rst section, the premise of strategy is introduced as it
relates to hospitality
management and a foundation is established. Th e second
section discusses the internal
and external evaluations of the SWOT analysis in an eff ort to
analyze the position and
the market environment. Th e fi nal section covers writing
objectives and implementation
of the strategy.
Introduction to Service Strategy
STRATEGY DEFINED
Th e science of strategy can be quite complex. Numerous books,
courses, and even
college majors are devoted to this subject. Consultants and
professionals devote
entire careers to the study of the topic. As complex as it may be,
it is also a very basic
concept at its roots. Simply put, a strategy is a calculated plan
to achieve a common,
chosen objective. Th is defi nition sounds simple. However,
each word and phrase has
distinct meaning. Let’s dig more deeply into the three main
facets of strategy.
CALCULATED PLAN
We aim to develop a strategy through methodical means, to
structure a well-thoughtout
plan with direction. Th is is anything but ad hoc. It involves
self-analysis and external
input to make the best possible plan with the information
3. available. Any and all
progress will be monitored and revised as needed.
COMMON, CHOSEN
Th e framework is agreed upon and supported at all levels of the
business. Everyone
is made aware of the plan, the direction, and the commitment
involved to get to the
objective. Upper-level management supports low-level
management and line staff in
all of their eff orts. Everyone is working together.
OBJECTIVE
Th e desired outcome may vary greatly in nature and scope
based on the organization
and the goals, but it is always present. Objectives ultimately
help to achieve goals.
Most objectives involve a plan for improvement. Some
examples of aggressive objectives
include being known as having the absolute best service or
gaining market share.
Strategy
A calculated plan to
achieve a common,
chosen objective.
Introduction to Service Strategy 221
Others are to develop a unique characteristic, in order to create
a distinction from the
rest of the competition. In bad economic times, a few strategies
enable a business to
merely survive a forecasted, unstable economic period. In the
end, everyone is working
together, with a plan, in an eff ort to reach a common goal or
objective.
STRATEGY IS NATURAL
Strategy is a natural way of thinking. We are all programmed to
think strategically
about many things in our lives. We have a want or a need
4. (objective and goal).
Formal or not, we perform research and decide how we will
achieve it (plan). We,
and others, agree to follow, support, and monitor the plan and
direction (common,
chosen).
For example, a student in this course has an objective to
complete it and other
courses so they can graduate from college. Th e goal is to obtain
a job, position, or career.
Th e objectives (graduation) are part of a plan to help them
reach the goal (job). Th ey
did the research and decided on a college, which courses to take
and which professors
to take them with, when to take the courses, and how to balance
other priorities to
obtain a degree. Th ey allocated the resources (time, money, and
eff ort) and made a plan
to make it happen. Th e objective is graduation. Th e goal is a
job. Th e plan (strategy)
makes it happen.
IMPORTANCE OF STRATEGY
Strategy creates many benefi ts to the organization. Strategy is
the underlying premise
to delivering quality guest service. Every Fortune 500 company
uses strategy. Below
are some of the benefi ts:
■ Increased communication
❍ Planning and monitoring facilitates communication.
❍ Everyone hears about and knows what is happening.
❍ Grapevines and rumors are minimized.
■ Increased understanding
❍ Promotes a deeper understanding between departments.
■ Established common direction
❍ Everyone is working the same way toward the same goal.
■ Increased effi ciency and productivity
5. ■ Ease in decision making
❍ It provides a basis for making decisions.
■ Increased commitment
❍ All are committed to a common purpose.
■ Reduction of stress
■ Reduction of anxiety
■ Awareness of competition
■ Awareness of marketplace
■ Awareness of internal operations
222 Chapter 11 Strategic Planning for Service
LACK OF STRATEGY
Failing to plan is planning to fail.
■ Crisis management: A great manager can fi x problems as
they arise.
■ Optimistic management : Just do the best that you can.
■ Mental management : It is all in my head.
Strategy has many pitfalls. Th e wrong approach or lacking in
just one aspect could
spell disaster. Some organizations may have a direction, but are
not in agreement on how to
proceed. Th e intentions may not be well communicated. Some
only have an idea in their head
and don’t see value in outward planning. Some have a plan but
are monitoring progress in
their head. Some are reasonably pleased with the current
situation and become complacent.
Others see a need for a plan but lack knowledge on how to
proceed. Or, worst yet, some are
simply burnt out or lazy. Whatever the reason, a business that
fails to plan is planning to fail.
STRATEGY APPLIED TO THE CUSTOMER MINDSET
Consider this. You have a strategy. It leads you to objectives
and goals. Your intentions
are well constructed in the procedures and processes. Confl icts
arise when processes
and procedures don’t meet the demands of the customers.
6. Suppose the customer
arrives at 9 a.m., exhausted from an international fl ight. Th ey
only have sleep on their
mind. You follow the process. You tell them that check-in is at
3 p.m. and off er to
hold their bags. Now you have a process and they have a
process. Th eir timing isn’t
always your timing. Why should the customer have to pay you
to accommodate to
your ways? If you truly care about the customer, a process
should accommodate these
instances if at all possible. Th is doesn’t mean giving away the
hotel, but processes
shouldn’t be so formal that they confl ict with the customers
needs.
CONTINUOUS IMPROVEMENT
Th e hospitality industry is very dynamic—technology changes,
expectations change,
economic conditions change, and the marketplace changes, so
companies must always
be on their toes and be ready to identify areas in need of
improvement or change. As
these areas are outlined, care must be taken to prioritize
objectives. In order to maximize
the return on available resources, there should be a structure in
place for planning,
executing, and monitoring, then revising, executing, and
monitoring again.
Continuous improvement (see Figure 11.1 ) is an essential
premise of instituting
quality. It is a cycle of planning, monitoring, interpreting, and
revising in a constant
eff ort to improve something. Th e hospitality industry is very
dynamic— technology
changes, expectations change, economic conditions change, and
the marketplace
7. changes, so companies must always be on their toes and be
ready to identify areas in
need of improvement or change. As these areas are outlined,
care must be taken to prioritize
objectives. In order to maximize the return on available
resources, there should
be a structure in place for employing these steps. It is an
unending cycle. It is an adaptation
process in a continually evolving environment.
Continuous
Improvement
A premise of instituting
quality through
a cycle of planning,
monitoring, interpreting,
and revising.
Introduction to Service Strategy 223
Continuous improvement is analogized in the common idea that
quality service is
a journey, not a destination .
CHANGE THEORY
“It is not the strongest of the species that survives, nor the most
intelligent,
but the ones most responsive to change.”
—Charles Darwin
Change theory is the idea that there is a science behind change.
Several theories
exist and organizational behavioral professionals dedicate
careers to specializing in
helping businesses succeed through transitional periods.
Th ere are many things that make instituting changes diffi cult.
Preconceptions,
habits, insecurities, past practices, fear of failure, and jumping
to conclusions all aff ect
instituting change.
Th ere is an analogy of change management as being periods:
8. frozen, thawing,
whitewater, and refreezing, as shown in Figure 11.2 . Th e
initial frozen state is the status
quo, the usual, the expected, or the norm. It is the way that we
have always done things.
Changes will come in many forms. Th ey may be a new
technology system, a new
service procedure, new management, or a myriad of other
things. When this occurs, a
Change Theory
A science behind
helping businesses
transition through
changes.
Plan
Execute
Plan
Monitor
Plan
Analyze
Plan
Revise and
Adjust
FIGURE 11.1 Continuous Improvement Cycle.
Frozen
Thawing
Whitewater
Refreezing
FIGURE 11.2 Analogy of Change Management.
224 Chapter 11 Strategic Planning for Service
period of unfreezing occurs. To extend the analogy, this may
even seem like whitewater.
It will be very problematic. Stress and disorganization will
likely occur. Everything
is unsettled.
Th en, eventually, the whitewaters will calm, and it will
9. refreeze. Th ings will also
settle in the workplace. It will not freeze in the same way as
before. In fact, it will
probably be much diff erent, but things will settle down. Th en
it will again become a
new defi nition of the term frozen .
Th ese changes with unsettling middle points and diff erent end
results will continue
to cycle throughout business and life. Th e cycle times may be a
few weeks to
several months, and even a few years. People specialize in
smoothing these transitions,
but just realizing the cycle and the current stage helps you to
see it and manage it more
eff ectively.
Analyzing Position and Market
Does your business currently have a strategy? If so, what is it?
If not stated, where is
the company currently headed? What would a silent observer
guess is the strategy?
In other words, what does the ‘writing on the wall’ tell you?
Follow your intuition.
Th at is probably the current strategy, by design or by accident.
It is likely focused on
objectives such as:
■ Sales
■ Fixing or avoiding an error
■ Reducing a cost
■ Forming an alliance
■ Adjusting staffi ng levels
■ Retraining or retooling
Th is will help you to develop a problem statement . Th is is the
underlying reason
why something is occurring. Often this is made clear through
the SWOT analysis, as
described below.
10. It may have come from the top administration or from the line
staff . It may
be based on feedback from return customers, perceptions of new
customers, a
desire to outpace the competition, or developing new sales
opportunities. A lack
of communication could be a result of a silo , a metaphor for
departments and groups
within the company that do not communicate well with each
other. Instead, they all
work in their specifi c areas instead of working together. Th ere
could be multiple or
overlapping reasons. In any event, it is important to know where
your business stands.
SWOT ANALYSIS
A SWOT analysis is a valuable tool commonly used to establish
a starting point in
strategic development. It evaluates both internal and external
attributes of a business
Problem
Statement
The root problem or
fundamental cause
of why something
is happening. Often
the results of both
internal and external
analysis.
Silo
A metaphor used to
describe the separate
departments of an
organization that
work independently
and fail to communicate
with each other,
11. thus replicating processes,
working ineffi
ciently, and causing
frustration.
Analyzing Position and Market 225
SWOT Analysis
An analysis of the
strengths, weaknesses,
opportunities,
and threats of
an organization, containing
internal and
external examination.
and is very useful for observing the big picture also known as
the macro view. It allows
you to know where your company stands, where the competition
stands, and how the
outside variables infl uence your business. Th e letters of the
SWOT stand for:
S trengths
W eaknesses
O pportunities
T hreats
Th e SWOT analysis has two primary components: internal and
external. Th e
strengths and weaknesses make up the internal analysis and the
opportunities and
threats make up the external analysis. Th e internal components
represent the areas of
the operation that are within the direct control of the business,
such as operations,
marketing, staffi ng, management, and fi nances. Th e external
components represent the
areas of the business over which the business has little or no
control, such as competition,
economic conditions, and changing technologies.
12. Th e attributes are roughly sorted as:
■ Internal or within their control 1 good 5 Strength
■ Internal or within their control 1 bad 5 Weakness
■ External or outside their control 1 good 5 Opportunity
■ External or outside their control 1 bad 5 Th reat
Th e business has no direct control over the external infl
uences; it can only adjust
to them.
A SWOT analysis reviews each of these areas. A statement
within your control
is internal and is either good or bad. If it is good it is a strength,
and if it is bad it is a
weakness. If it is not within your control it is external, and its
eff ect on you is either
good or bad. If its eff ect is good, it is a known as an
opportunity, and if its eff ect is bad
it is known as a threat.
Other tools such as the Internal Factor Evaluation Matrix (IFE)
and the
External Factor Evaluation Matrix (EFE) rate and assign points
to the categories for
comparison.
Th e following tables show questions to ask as a starting point
of SWOT analysis.
Internal Strength Weakness
Operations What standards do you have in place?
How do your costs of operations compare to industry standards?
Finance How favorable are your fi nancial ratios?
(continued )
226 Chapter 11 Strategic Planning for Service
Internal Strength Weakness
Marketing Can you make your service tangible to the customer?
Do you have a strong brand image?
Are you diff erent from the competition?
Do you want to be diff erent?
Staffi ng Do your employees know your strategy?
13. Management How does your business support this strategy?
Research and
development
Are you innovative with new products and services?
Management information
systems
How strong is your ability to gather, control and manage
information?
External Opportunities Th reats
Culture How has the mindset of the population changed?
Market—customers What are the growing demographics in your
marketplace?
What does the market look like?
How do the customers perceive you?
How do they perceive the competition?
What are their needs?
Why do the customers come to your business instead of the
competitor’s?
Do your customers know your strategy?
Technology How is the technology changing?
Have you leveraged the available technologies?
Competition What is the competition doing well?
Are you a leader or are you catching up to the industry leader?
Are there barriers to entry? What prevents new entrants into
the market?
Benchmark—Look at best-practice methods. Observing the
best-in-class at methods or products, or services.
Retaliation—How will they respond to your changes?
(continued )
Analyzing Position and Market 227
IDENTIFYING YOUR COMPETITION
Determining your competition is highly subjective and often
misunderstood. In one
sense, your business is unique in what it off ers to its customers
in at least one way. It
is unique either by location, by marketing, by service, by
14. product, or by delivery. In
another sense, it shares many of the same qualities as other
businesses and competes
with those businesses on one or more levels.
DIRECT COMPETITION
An interesting planning exercise is to ask a small business
owner to name his competition.
He will typically come up with a handful of competitors in the
same geographic
area delivering similar products and services to the same
customers. He is naming
what we refer to as direct competition .
INDIRECT COMPETITION
If you were to ask the same small business owner about
businesses that provide a
slightly diff erent product, the owner might claim, “Th ey don’t
touch me. Th ey aren’t
my competition at all.” In one sense he is correct, but in every
other sense he is terribly
wrong. Other businesses may be delivering a diff erent product
or service, but they are
still competition. A business off ering a slightly diff erent
product to the same market is
an example of indirect competition .
Here is another thought. Have you ever been on your way out to
dinner at a nice
restaurant and decided to eat at a quick-service restaurant
instead? How about the
opposite? What changed your mind? What were the other
options?
Indirect competition is still competition. In poor economic
times, fi ne dining has
lost customers to upscale-casual dining. Upscale-casual dining
has lost customers to
casual dining, who lost customers to limited-service dining,
who lost to quick-service
15. dining. Some customers jump even two or three levels on a
whim.
GENERAL COMPETITION
Also, consider a getaway destination package for $299.00. You
would love to go.
You may even have the time, but you don’t have the money.
Where was it spent?
Who else was competing for your time or your dollar? In
general competition (see
Figure 11.3 ), businesses compete for the same time and/or
dollar of the clientele, but
with very diff erent products and services. It may not be
directly related, but it still
hurts the bottom line.
Direct Competition
Other businesses
who compete for the
same clientele, in the
same industry, delivering
similar goods
and services.
Indirect
Competition
Other businesses
who compete for the
same clientele, delivering
related, but not
identical, products
and services.
General
Competition
Businesses that compete
for the same
clientele’s time and/
or dollar.
External Opportunities Th reats
16. Economy Unemployment rate, gross domestic product (GDP),
infl ation rate?
Legal/political Are there any new laws that will aff ect your
business processes?
228 Chapter 11 Strategic Planning for Service
Integration:
Implementing a Service Strategy
“Th e need to have everyone on the bus is only part of it. It
needs to be the
right bus, headed in the right direction, and the right people
need to be in
the correct seats.”
—Adapted from Jim Collins, “Good to Great,” Fast Company
Th ere is much to this quote:
■ Having everyone “on the bus” means that you need to have
the company
together in a united eff ort.
■ Th e “right bus” means that you need to have the right, or
most suitable,
objectives.
■ Th e “right direction” means that the bus (strategy) needs to
be properly
implemented.
■ And everyone in their “correct seats” means that you need the
right people
in the right places. Th is may mean moving, retraining, or even
replacing
people.
Good intentions are not enough. Plans are great, but
implementation and
follow-up are crucial for even the best-laid plans. Th e
employees are the resource that
is key to making service happen. Employees and management
must share the same
values.
Implementation is the process. It is the art of transforming plans
17. and potential
into practice. It needs to go from paper into practice, from a
service strategy to actual
service. All of this is part of the strategic service system.
General Market Competition
Indirect Competition
Direct Competition
Industry Sector
Money
Time
Nonsector
Function
or
Purpose
FIGURE 11.3 General Competition.
Integration: Implementing a Service Strategy 229
THE STRATEGIC SERVICE SYSTEM:
PURPOSE, PRODUCT, PLAN, PEOPLE
Th e strategic service system involves four main components:
purpose, product, plan
and people (see Figure 11.4 ). All are prerequisites; all must
exist simultaneously, and all
are equally important in the strategic process. Each will be
discussed in depth.
Strategic Service
System
A four-part system
that involves purpose,
product, plan,
and people.
People
Plan
Product Purpose
FIGURE 11.4 The Strategic Service System.
PURPOSE
“Our mission statement about treating people with respect and
18. dignity
is not just words but a creed we live by every day. You can’t
expect your
employees to exceed the expectations of your customers if you
don’t exceed
the employees’ expectations of management.”
—Howard Schultz, CEO, Starbucks Coff ee
What do you stand for? What do you want to change? What do
you want to focus
on? Customer-centric is an idea that the business should focus
every decision with
the customer as the main priority, outranking all others. While
this view may seem
drastic, the customer should certainly be a consideration in
decisions.
In defi ning the purpose, objectives will likely follow.
Objectives come from having
a well-developed purpose. Th ese tools are known as mission
and vision statements.
Other objectives come from similar statements, such as a credo .
A mission statement is written for the customers and employees.
It is helpful
when evaluating the direction of the company. Topics typically
mentioned in mission
statements are:
■ Products or services
■ Markets
■ Technology
■ Profi t/growth
■ Philosophy
■ Employees
■ Customers
Customer-centric
The premise of placing
the customer
fi rst in all a company
19. does. Focusing on
pleasing the customer
and organizing
the company with that
as a primary goal.
Credo
Originally used for
professing religious
beliefs, was adopted
by companies as a
passionate label to
describe what the
organization stood for.
Mission
A statement that
explains the purpose
of your business.
It is usually a paragraph
and states
the core purpose of
the organization. It
should be the origin
and foundation of all
other decisions for
the business.
230 Chapter 11 Strategic Planning for Service
A mission statement for the overall business typically answers
the question: Why
are we in business? Service mission and service vision are
similar to a traditional mission
and vision statement, but are targeted toward service. Th e
service mission is also
known as the service concept .
Service Mission
and Service Vision
Statement
20. Similar to a traditional
vision and mission
statement but targeted
toward service.
Vision
A statement, usually
a sentence or two,
that explains where a
business is striving to
go or be in the future.
Typically inspirational
and sometimes a
bit lofty, it is used in
strategic planning.
MGM Mirage Mission Statement
Our mission is to deliver our winning combination of quality
entertainment, luxurious facilities,
and exceptional customer service to every corner of the world in
order to enhance
shareholder value and to sustain employee, customer, and
community relationships
(MGM Resorts International).
Service Insight
Tyson Foods’ Vision
Tyson Foods’ vision is “to be the world’s fi rst choice for
protein solutions while maximizing
shareholder value, living our Core Values, and fostering a fun
place to work.” The company’s
mission is to produce and market trusted, quality food products
that fi t today’s
changing lifestyles and to attract, reward, and retain the best
people in the food industry
(Tyson Foods, Inc.).
Service Insight
Ritz-Carlton Credo
Ritz-Carlton’s Credo: “The Ritz-Carlton Hotel is a place where
21. the genuine care and
comfort of our guests is our highest mission. We pledge to
provide the fi nest personal
service and facilities for our guests who will always enjoy a
warm, relaxed, yet refi ned
ambience. The Ritz-Carlton experience enlivens the senses,
instills well-being, and fulfi
lls even the unexpressed wishes and needs of our guests (The
Ritz-Carlton).”
Service Insight
A service strategy is a formula for delivering a service. It is a
plan that defi nes
the practical interpretation of service. A strategy is a means of
obtaining an objective
to fulfi ll goals. General business strategies are classifi ed by
function. Service strategies
are more focused on achieving a specifi c service objective or
goal so they are geared
primarily toward better serving the customer. Service strategies
and general business
strategies should complement each other. Both are important in
hospitality.
Example: We are committed to delivering superior customer
service that meets
the needs of the customers in a consistent manner of
professionalism. Our commitment
to our guests is SERVICE :
Service Strategy
Formula for delivering
a service that
defi nes the practical
interpretation.
Integration: Implementing a Service Strategy 231
S atisfaction
E thical
R espectful
22. V ersatile
I nnovative
C ommunication
E mpathy
PRODUCT
In many instances within the hospitality fi eld, the product is a
service. By changing
the staff and the systems, you are, in a sense, changing the
product. In other situations,
better seats, larger screens, or better amenities may be needed.
A service guarantee is a promise of satisfaction for your
products and services.
Th is is something the customers will see. Th e staff will be
required to memorize it, and
it will probably be posted somewhere obvious. Examples of this
are:
“We will meet the expressed and unexpressed wishes of
customers.”
“Total customer satisfaction, guaranteed.”
“If you’re not happy, we’ll fi x it.”
PLAN
“How do you eat an elephant? One bite at a time.”
—Bill Hogan, Lluimna Press, 2004
How does it meet the objective? Th e same principle applies;
you break it down
and begin. It has been said that every great journey begins with
a single step.
A plan is fi lled with careful thought and good intentions, but is
never a sure thing.
Instead of thinking of a plan as a “must,” think of it as trying to
shoot arrows at a target
on a windy day. Conditions keep changing, and you need to
adjust as you go.
Service process implementation is the overall mechanics of
implementing actual
standards in the guest service process. It might be a customer
23. relations plan, how will
guests be served, or the actual changes the employees will
make.
When developing a plan, you must fi rst break it down into
pieces. It must be
based on the desired objectives and fi t with the overall service
strategy. It must have a
timeline, communications, guidelines, and many other
characteristics.
Timeline
All plans must have a timeline. Each procedure should be
calculated and an
order of completion clearly stated. It should be realistic, and
provide for a margin
of error.
Communication
How will everyone know? Everyone must be able to recognize
and comprehend
the goal. Progress toward objectives cannot be monitored,
measured, and
Service Guarantee
A promise of satisfaction
for your products
and services.
Service Process
Implementation
The overall mechanics
of implementing
actual standards in
the guest service
process.
232 Chapter 11 Strategic Planning for Service
achieved if there is a lack of comprehension. Have a slogan.
Make it identifi -
able. Hold a contest or a campaign. Report the status.
Guidelines
24. Revise the employee policies. Outline, ensure the details are
described and
that all are aware.
Leadership
Develop a task force. Have a champion.
Measurable
You must have some way of measuring outcomes. It can be
speed of service,
comment card averages, or a reduction in the number of
complaints.
Relatable
Th e objectives should relate to and support the service mission.
Obtainable
It must be possible to achieve the goal. Target points set too
high can cause the
staff and management to become disheartened and frustrated. Th
is leads to a
reduction in motivation.
Challenging
Too easy of a goal is ineffi cient, wasting staff and
management’s full potential.
Th e total cost of the objective should be within reach.
We Have Changed Our Services
Occasionally, businesses will have to change the way that they
offer services. Changing
employees is diffi cult enough, and you pay them! Changing the
way that customers transact
is even more diffi cult. Most customers can be placed into three
different groups:
1. Customers who mind little or not at all.
2. Customers who need assistance with the change.
3. Customers who want it the old way.
Every change is different. Some are smooth and some create a
big headache for
all. Some businesses incur so much grief that they revert back
to the old way. It is trial
25. and error.
What seems obvious to you may not be obvious to others. No
matter the change,
whether it is self-check-in, a new rule, or a different pattern,
customer service representatives
should always be readily available for assistance. Don’t assume
that signage and
mailings regarding the change will be noticed or understood.
Service Insight
Integration: Implementing a Service Strategy 233
PEOPLE
Training
Staff must have the proper skill sets. Training or retraining is
often needed with
changes. Many successful organizations promote on-going
employee enrichment.
Attitude
A service culture must be evident. Evoke passion, emotion, and
a sense of
belonging.
Cultivate in staff a feeling of importance. Let them know how
their job supports
the overall quest to fulfi ll the objective. Let them know where
the business
would be without them. Only admit those who instill a sense of
pride in
their work and take a sense of ownership. Do they call it
“theirs”? Do they refer
to it as “their hotel”? Th ey should.
Build their confi dence. Train, monitor, and reinforce it.
When a staff member is given personal responsibility for
achieving a specifi c
goal, they are referred to as a champion , or service champion.
Th ey would be
responsible for organizing all of the eff orts to achieve the goal.
Motivation
26. What are the motivators to change? Incentive? Performance?
Bonus? It’s your job?
Encourage and support employees in doing their jobs. Th ey
must be empowered.
Make sure they buy in to the service strategy. Th ey must see a
need.
Customers
Don’t forget about your customers in this process. How much
are they
involved in the service process? Some customers prefer to
control their service
experience. When they are substantially involved, as in the case
of self-service,
this is referred to as coproduction . For this to occur, customers
themselves
need to be comfortable with this process. Th ey must be trained
and aware.
RESOURCE VIEWPOINT
A resource is something that can be tapped into and worked
with to create something else
even more valuable. Consider crude oil in the ground. It is
worth marginal value per barrel,
but if you refi ne it you can do so many more things with it. It
can become diesel fuel,
gasoline, jet fuel, or even a multitude of plastics and other
petroleum-based products.
Resources in business and hospitality are the same way. Th e
resource viewpoint
states that every hospitality business has three main resources
(see Figure 11.5 ):
■ Human resources
■ Financial resources
■ Physical resources
Champion
A person commissioned
with the task
27. of achieving a desired
goal. This individual
would be responsible
for organizing all
staff, systems, and
procedures to align
the organization in its
efforts to achieve the
assigned goal.
Coproduction
The extent to which
the customer should
be involved in the
process of service,
which gives the customers
a sense of
control and tailors
their service, contributing
to the success
of the encounter.
Customers must
be trained, and the
instructions obvious
and clear and support
given.
Resource
Viewpoint
The idea that every
business has three
resources with which
to work and to use to
their benefi t.
234 Chapter 11 Strategic Planning for Service
Human resources is the most important resource of all. It
is also the most variable, the least controllable, and the least
effi cient.
28. Financial resources are the dollars that move through the
business. Th ey are the most closely regulated resource. Bank
deposits are made daily. Financial accountants and revenue
managers precisely calculate, predict, and control every facet of
the stream of revenue through a business.
Physical resources consist of all of the tables, seats, beds,
planes, rooms, buildings, screens, monitors, and technology in
a business. Th ey are controlled and monitored to produce
optimal
effi ciency while balancing costs and demand.
Every decision involves the allocation of resources in
some sense. In a way, the manager is constantly managing
and balancing resources. Increasing guest service is not free.
It involves retraining and monitoring. Sometimes, an increase
in staff is necessary. It usually involves a demand in physical
resources for nicer seats or infrastructure, which in turn places
a greater demand on fi nancial resources. Ideally, the manager
should be working with
each of the three main resources to build them up just as you
would refi ne crude oil to
make other more valuable products.
CHAPTER REVIEW QUESTIONS
1. List the three components of strategy.
2. Explain why strategy is both important and natural.
3. Outline the basic concept of continuous improvement.
4. What is the strategic service system?
5. What are the three resources common to most all businesses?
6. What does the “O” in SWOT stand for?
7. What is the benefi t of conducting a SWOT analysis?
8. What is the difference between internal and external
components of the SWOT analysis?
9. What are fi ve of the characteristics you should consider
when developing a plan?
10. What is the best advice that you could provide for a
property about to change or alter its
services?
29. CASE STUDIES
Emily’s Farmhouse Chicken
Emily’s is a small restaurant located in the Midwest. It features
fried chicken in an old farmhouse.
Locals and those from the surrounding area patronize Emily’s
for homemade chicken
and dumplings. White gravy is a specialty. It offers a very
limited menu that has worked well in
the past. People who are fortunate enough to fi nd a seat in the
small dining room/living room
Human
Resources
Financial
Resources
Physical
Resources
FIGURE 11.5 The Resource Viewpoint.
Case Studies 235
are served family-style, all-you-can-eat chicken for one low
price. Places like Emily’s populated
the Midwest and South for many decades. They were successful
until cities developed
and chain restaurants offered many more choices at competitive
prices. While Emily’s still
holds a loyal clientele, the experience of eating homemade
cooking in a small, old farmhouse
is slowly beginning to lose the interest of some patrons. Carol,
Emily’s daughter and
long-time employee of Emily’s, noticed this change. She
mentioned it to Emily who told her,
“Don’t fi x it if it ain’t broken.” Carol tried to explain that it
was beginning to be broken and
that if they didn’t look toward the future now, it would soon be
too late.
1. Evaluate Carol’s mindset.
2. Was Carol thinking strategically? Explain.
30. 3. At this rate, predict the future of Emily’s in 10 years.
Rusty’s Emporium
Russell (Rusty) Donovan loved having fun. He scraped together
enough money to buy an old
factory and begin Rusty’s Emporium 15 years ago when he was
in his 20s. Rusty’s motto
has always been, “Have fun.” Rusty’s Emporium is an
entertainment center. Over the years,
Rusty had fi lled his Emporium with a multitude of attractions.
He went to auctions and
acquired many items. Some are used, and some are displayed,
while others are sitting out
back with large blue tarps over them.
Rusty began with laser tag and an arcade, but has grown to
include a skateboard park,
paintball, rock climbing, a pool with a slide, four hot tubs,
miniature golf, a foam pit, a carousel,
and a snack bar. Most recently, he began hosting kids’ birthday
parties.
Things have become busy with the parties and all of the other
attractions, but the growth has
also brought problems. Very different crowds of people attend
the different attractions and they
don’t always blend. He is having diffi culty maintaining the
different attractions, and they often spill
over from one to another. He can no longer oversee the
Emporium himself, so he has had to hire
more staff and incur more expenses. It is diffi cult to predict
what attraction will be busy, so staffing
and training has become diffi cult. His revenue has increased,
but is becoming overshadowed
by his costs. This was originally a fun place that Rusty enjoyed;
now it is a disorganized mess.
1. Evaluate Rusty’s strategic plan.
2. What has Rusty done correctly?
3. What advice could you provide for Rusty at this point?
31. Sheila’s Spa
You could say that Sheila’s whole life was about spas. Her
mother owned one when she was
younger. Sheila had worked in spas since high school. She went
to a local college and took
classes on spa management. She delighted in traveling to
destination spas for vacations,
and now she fi nally has her chance at owning and operating her
very own spa.
She has spent countless hours exploring the options. She wanted
just the right combination
of everything! She had kept a journal detailing her experiences
at various spas around the
world. She had saved all of her plans from her class projects
during college. She went to the
bookstore and bought every book available on spas. She even
found a few computer programs
that allowed her to play spa simulations. It was a labor of love.
Everything would be perfect!
CASE STUDIES continued
236 Chapter 11 Strategic Planning for Service
Sheila decided to begin the hiring process, so she set up a series
of interviews. She
interviewed all candidates at least twice. She used a behavioral
interview for the fi nalists,
then went to their past employers and clients to verify their
skills fi rsthand. Some candidates
had as many as six interviews.
She went to trade shows and warehouses and shopped on-line,
observing literally every
product on the market relating to spas.
She used a computer program to lay out the spa and projected
her earnings for her
business plan. Her banker asked her when she planned to open.
Although her fi nancial
situation was still in great standing, Sheila told him that she did
32. not yet want to open until
everything was perfect. She believed that if you open and it
isn’t perfect, then customers
will not return. During the next few weeks, a few of her new
hires took positions at
competing spas. Things were very close to opening, but Sheila
feared they weren’t quite
perfect.
1. Assess Sheila’s planning technique.
2. What issues do you foresee in Sheila’s planning?
3. What advice would you provide for Sheila?
Hal’s Diner
Hal is a veteran of the food-service industry. He is self-taught,
beginning his career washing
dishes at age 9 in his father’s diner. Everyone knew this
because he told them about
it nearly every day. Hal recently opened Hal’s Diner with his
own savings. He served typical
diner Greek food that he had always known and served. He
knew it all very well. A few other
diners also scraped out a meager existence within the downtown
area, but Hal believed that
his would be the best.
Jason was hired as a waiter. He waited tables, but was much
more than a waiter. Jason
was in college studying to be a food-service manager and was a
very bright and talented
young man. He was working his way through school and took on
night shifts to learn more of
the industry and pay the bills. Late one evening when things
were slow, Hal struck up a conversation
with Jason. He asked him if they ever taught anything like this
at his school. Jason
wasn’t sure what to say because Hal was very outspoken. Hal
pressed further, “I see you
watching everything. How do you think I am doing?”
33. Jason decided to speak his mind. “Hal, you are a veteran of the
industry and I respect
that, but times are changing and you must plan for it. Customer
service and monitoring
the competition are important. You cannot simply think that you
are unique with what you
are doing.”
Hal’s face turned bright red and his fi sts clinched. “I have been
doing this for 53 years.
You kids think that you know so much. The competition has
nothing on me and the customers
who don’t like it can go down the road.”
1. Who was correct, Jason or Hal?
2. Assess Hal’s Diner compared to the competition.
3. What can be done to help Hal?
CASE STUDIES continued
Exercises 237
EXERCISES
Exercise 1: SWOT Analysis
Directions: Choose a local hospitality company and fi ll in the
SWOT Information Chart
below:
Company Name:
Internal
Components
Strength or
Weakness? Substantiation
Operations
Marketing
Employees
Management
Research and
development
Market—customers
Technology
Competition
34. Economy
Legal/political
Exercise 2: Vision/Mission Review
Directions: For the purpose of this exercise, use the vision,
mission, credo, motto and any
other narrative that the company publishes. Choose a hospitality
company that interests
you. Review their vision and mission statements and other
narratives and attach them
to the back of this assignment. Complete the questions below.
Company Name:
1. What is the one line that describes what the company stands
for?
2. What is the main priority of the company?
3. How many times is customer/guest service mentioned?
4. What would you change, remove, or add to the statements?
238 Chapter 11 Strategic Planning for Service
Exercise 3: The Strategic Service System
Directions: Relate the Strategic Service System to a business in
the local area. Outline your
responses below:
Business Name:
Type of Business:
1. Purpose:
2. Product:
3. Plan:
4. People:
EXERCISES continued
Combatting High Employee Turn Over
Rates
6
35. COMBATTING HIGH EMPLOYEE TURN OVER RATES
Niesha Turner
DeVry University
Professor O’Keefe
Technical Writing
November 29, 2015
Executive Summary
This document tackles the issue of employee turn over. Reasons
behind employee turnover are numerous including poor working
environment, lack of compensation, failure to reward
employees, failure to involve employees in decision making
among other reasons. This can have a negative impact on the
performance of an organization noting that employees constitute
the most important department to any organization; Human
resource. Taking corrective measure thus is a must for any
organization that notices the situations of employee turnover
becoming prevalent. Such include among others rewarding
36. employees, minding their health and welfare as well as taking
interest in their development. Organizations ought to take care
to avoid employee turnover and retain their work force for
enhanced productivity.
Introduction
Employee turnover is a situation whereby employees leave a
company by way of resigning, being laid off or having their
contract terminated. Contracts can be renewed and being laid
off can as well mean that there are problems within the
organization. If mostly employees make personal decisions to
leave an organizations especially by way of resigning, and then
this happens to be done by many employees within an
organization and within short durations of time, then it is
usually a clear indicator that there I a problem that should be
addressed. High employee turnover can lead to a negative
image about a particular organization and it could lead to a
problem by regulators if the situation looks massive. Every
organization thus needs to ensure that there are measures in
place to ensure that its employees are retained and as well act as
ambassadors of the organization even when at work. This is
only achieved when the employees are treated well and are
satisfied with their jobs. When employees are happy and more
satisfied with their work, they are usually more productive.
Hiring the right people is the beginning point of employee
retention since people that are unfit for a particular role can’t
be satisfied with it especially if they do not perform according
to their expectations. Besides hiring the right people, offering
opportunities for growth and development of employees as well
helps combat high employee turnover and so does offering
flexibility in working, recognizing and rewarding employees
and keeping compensation and benefits packages current.
Description and Background information
Several authors have looked into the issue of employee turn
over. Almost all authors that look into the issue concur that
organizational psychology can easily be used to explain the
problems associated with employee turnover. With this regards,
37. factors of motivation and demotivation are a wide range of
individual elements that are very significant at determining if
the employees are encouraged to keep their jobs or not.
Factors contributing to employees turn over
Factors that determine the employee turnover vary. Few things
are identified as voluntary reasons that have no association with
the work place situations. Examples could be retirement due to
reaching the retirement age. Other than that, especially
sometimes in the past, women especially used to quit working
so as to take care of their families in full time capacities. This
used to happen mostly out of agreements upon being married
where one partner decided to be the traditionally called ‘bread
winner’ while the other was a home maker (Mowday, et al
2013). Another issue in the same capacity would be getting
incapacitated such that person can no longer work such as due
to chronic illness which leads to such individuals quitting their
jobs willingly and without work related pressures.
However, pressures related to work play bigger role at making
employees quit their jobs or to be dismissed (Batt, & Colvin
2011). Excessive work is one of the few usually undisclosed
reasons that affect majority employees. Despite most states
having the mean working hours being around 40 hours, most
deadlines that should be met necessitate employees to even
work over time in situations that at times are not even
compensated for. This creates inconveniences with the factors
such as having an amiable work-life balance and often leads to
fatigue (Kehoe, & Wright 2013). A related issue is however an
unfavorable work environment from health and safety
perspective. Employees can be injured or fall sick out of the
health hazards that they are exposed to at their work stations. If
the risks outweigh the benefits and where measures to minimize
the risks are not taken, then employees often quit.
Unfavorable terms of remuneration and current benefits and
compensation package as well can become a force that drives
the employees out of an organization. In most situations,
employees look for better opportunities elsewhere.
38. Lack of opportunities of development and employee growth can
be a huge hindrance especially for younger employees who
would like to have their careers advance and whose chances of
promotion and upward trajectory of their job groups highly
value this bit as an incentive. Therefore, they can comfortably
look for work elsewhere where chances are better.
Effects of employee turnover on the organization
There are several negative effects of employee turnover in an
organization. The most obvious of them all is a negative public
image. Negative publicity results to other issues that are easily
related to that. It is harder or a firm or an organization that has
a high employee turnover to be able to hire new employees
especially the competitive to talents. Only those that are green
in their careers and those that work out of desperation or as a
means of survival become available. Such employees have low
productivity and need a high involvement of the management on
their training and development. Similarly, there are higher
costs of hiring the new employees (Judge, & Kammeyer-Mueller
2012). First of all, the cost of hiring is rather high. This doesn’t
mention the benefits and compensation claims by the employees
that are either laid off or by those who quit. New employees as
well require a heavy deal of investment in them to develop their
skills to top levels that would enhance e higher productivity.
There is also a chance that regulators would as well be
interested in understanding the factors that result to the
situation with employees. Besides, stakeholders including
customers may have a huge negative perception of the company
which can affect the clientele and/or customer base as even
loyal ones switch allegiance. Finally, it is worth noting that
such a group of employee that remains after colleagues move
out does so for reasons that still happen to force them to do so
other than motivate them. Therefore, this implies that they are
generally demotivated. Demotivated employees have very low
levels of productivity not to mention lack of regard for the
employer which as well directly influences their loyalty and
commitment to the company. Correctional measures need to
39. therefore be taken to curb the problem before a company suffers
especially in the long term.
Measures to take in order to curb employee turn over
Remedies to the problems are the basic that would enhance
employee job satisfaction which in turn acts as an incentive not
only ensure that they are retained but also act as a ‘bait’ to
attract other top talents within the organization.
Ensuring the work place follows OSHA recommendations is
extremely necessary especially with regards to enhancing work
place health and safety standards (Edmans, 2012). This is in
addition to offering covers to employees such as insurance
covers while at work. Offering medical covers beside the basic
personal covers that other normal people have is also a huge
incentive that shows the interest of the general well-being of the
organization for the employee.
Offering opportunities for career advancement is also necessary.
The opportunity comes in terms of training and development
and advancing the tasks given top the employees with time
where by fresh challenges give the worker a new experience and
opportunity to learn. This not only gives the employees
identified the morale to continue working harder but also makes
them more efficient and creates chances for others to learn from
those that get to be trained.
Allowing employees to have general freedom at the tasks and
duties that they do motivates them by making them feel that
they have a role to paly which highly builds their confidence. In
simple terms, this implies that excessive monitoring and
supervision can not only demotivate employees but also make
them doubt their credibility and ability which effectively
reduces their self-esteem and the associated positive
performance.
Recognizing and rewarding performing employees also helps to
motivate them and encourage them to work harder which in turn
leads to increased productivity. Others as well are encouraged
to work hard. Recognition can be of different forms such as
giving opportunities for training to performing employees and
40. promoting them as well.
Taking care of employee welfare also is important. Nursing
mothers can have their own section where children can be taken
care of. Simple things like having the company provide meals
like lunch and tea as well as having team building and
recreation activities organized by the company goes a long way
in boosting employee morale and commitment to the
organization. Freedom to have the management being involved
in personal affairs of the employees as well boosts their morale
and confidence in the company for the support.
Involving employees in decision making makes them to feel
appreciated. Indeed, they become ‘owners’ of the company
other than being owned as a means to achieve an end by the
company. Such an initiative as well offers an excellent
opportunity to ensure that decisions made are considerable and
do not subject employees to unfavorable circumstances.
Conclusion and recommendation
In their analysis, Glebbeek and Bax (2004) argue that high
employee turnover is always highly discouraged since it
portrays any company negatively. As a matter of fact, it is
bound to lose stake holders, have a negative public image and
make it hard for it to hire new employees. Therefore, it is
crucial to have the management doing anything possible to
minimize employee turnover and enhance commitment and
loyalty.
41. References
Batt, R., & Colvin, A. J. (2011). An employment systems
approach to turnover: Human
resources practices, quits, dismissals, and performance.
Academy of management Journal, 54(4), 695-717.
Edmans, A. (2012). The link between job satisfaction and firm
value, with implications for corporate social responsibility.
The Academy of Management Perspectives, 26(4), 1-19.
Glebbeek, A. C., & Bax, E. H. (2004). Is high employee
turnover really harmful? An empirical test using company
records. Academy of Management Journal, 47(2), 277-286.
Judge, T. A., & Kammeyer-Mueller, J. D. (2012). Job attitudes.
Annual Review of psychology, 63, 341-367.
Kehoe, R. R., & Wright, P. M. (2013). The impact of high-
performance human resource
practices on employees’ attitudes and behaviors. Journal of
Management, 39(2), 366-391.
Mowday, R. T., Porter, L. W., & Steers, R. M. (2013).
Employee—organization linkages: The psychology of
commitment, absenteeism, and turnover. Academic Press.