Candidate 4: Marg Simpson – Current Position: Sales Director, Chicago Office
Marg Simpson is recommended to fill the position of Director of Research and Development. Marg Simpson is currently serving as the Sales Director of the Chicago Office. Marg is being suggested for the Director of Research and Development (R&D) position. Although she has never lived abroad, she has had direct interaction with the local Muslim community and has taken time to learn some Arabic and believes that she can continue to learn with help and time to study. Marg Simpson understanding of the Muslim community has contributed to several innovative approaches to increase sales within the Chicago office. Marg is both motivated and skilled in regard to her work ethic and business decision making. Marg sees challenges as chances to find creative solutions to problems that had not been previously considered. Her experience of managing her team well, her adaptability, and being a people-first person will make her able to work with the scientists and experts across all departments and divisions. Research and Development is essential for the future success of Biotech and Marg has shown that she is capable of leading that division successfully.
Reference:
Blanken, R. (2013, January/February). 8 Common Leadership Styles. Retrieved November 18, 2018, from https://www.asaecenter.org/resources/articles/an_magazine/2013/january/8-common-leadership-styles
Walsh, P. (2014, May). Leading the way. Retrieved November 18, 2018, from http://www.harvardbusiness.org/blog/are-you-strategic-thinker-test-yourself
Candidate 3 – Mohammad Darvish – Current position – Marketing Manager, Homeopathic Division (Corporate Headquarters)
Mohammad Darvish is proposed to fill the position of Executive Director, North American Division. The candidate demonstrates the importance of critical thinking and development. Mohammad ability to understand and navigate Biotech’s Homeopathic Division as proven to be crucial for the company. Mohammad’s flexibility has aid to communicate effectively throughout the division. The leadership style that Laissez-Faire provide is vital in the Executive Director position. The candidate determination to solve problems and make decisions with collaboration prove to be effective. Researches demonstrate that “contingency theory perspective supported that there was no one ‘best’ way to structure and lead an organization, the ‘best’ approach was contingent upon the organizational context (Williams, & Naumann, 2017).” Mohammad’s focus on teamwork as help the community be expert problems solves. The committee is determined that Mohammad Darvish is perfect for the Executive Director position.
Candidate 5 – Rafael Mendez – Current Position – Director of Sales, New Mexico
The committee projected that Rafael Mendez is the best applicant for the Vice President of Headquarter Operations. The candidate emphasizes the necessity of being a good listener above anything else. Rafae.
Biotech Leadership Competencies Table(completed as part of the J.docxmoirarandell
Biotech Leadership Competencies Table
(completed as part of the Job Announcement group project)
Biotech has identified the following four core values:
Customer-centricity, Innovation, Knowledge, Sustainability*
*Biotech defines sustainability “both for profit and planet”.
In order to complete the job announcement, your group must identify the leadership competencies that are aligned with each of these four core values. Here are two examples of how other companies do this.
SmithKline Beecham (SKB) has identified leadership competencies aligned with its core values of Performance and People:
SKB Core Value Leadership Competencies
Performance
· Establish plans
· Manage execution
· Influence others
· Drive for results
People
· Foster enthusiasm and teamwork
· Reward and celebrate teamwork
· Attract and develop talent
· Build relationships
Source: Manzi, L., & Abramson, J. (1999). SmithKline Beechum. In D. Giber, L. Carter & M. Goldsmith (Eds.), Linkage Inc.’s best practices in leadership development handbook (pp. 397-424). Lexington, MA: Linkage Press.
Starbucks has as one of their core values “Neighborhood.” They have identified the following leadership competencies as important in the local leadership of each of its stores:
· Connect with neighborhoods we serve
· Reach out by volunteering in the community
· Support local programs and causes
Source: Schultz, H. (2011). Onward: How Starbucks fought for its life without losing its soul. New York, NY: Rodale.
Note that the leadership competencies for these two companies are different in what they mean; however, they have one thing in common: all leadership competencies start with a verb. They are actionable. That means that you can observe it being done, and you can measure it. That is a key to writing leadership competencies so that they are meaningful.
For each of the four Biotech core values, identify three leadership competencies that align well. Under “Source” identify the course material from which each of these leadership competencies was found.
Biotech Core Value
Leadership Competencies (follow examples above)
Source (Author, Year)
Customer-centricity
Building and maintaining relationships
SHRM (2008)
Setting vision and strategy
SHRM (2008)
Cultural interest and sensitivity
Comstock, N. (2014)
Innovation
Developing adaptability
SHRM (2008)
Valuing diversity and difference
Comstock, N. (2014)
Promoting Change
Kirkpatrick, S & Locke, E. (1991)
Knowledge
Managing the work
SHRM (2008)
Enhancing Business Skills
SHRM (2008)
Technical Expertise
Kirkpatrick, S. & Locke, E. (1991)
Sustainability
(for profit and planet)
Developing others
Emotional Intelligence, 2014
Set strategies
Comstock, 2014
Managing politics and influencing others
SHRM (2008)
BGMT 365 - Group Deliverable #2 - Succession Planning Table – Part One
Directions: For each of the five open positions at Biotech, identify the leadership competencies most needed for a successful leader in that position. .
BMGT 365 Organizational Leadership Biotech Company Profile .docxjasoninnes20
BMGT 365 Organizational Leadership Biotech Company Profile 1
Biotech Health and Life Products
Company Profile
Welcome to Biotech!
The assessment projects for this class will examine different facets of the leadership
of Biotech Health and Life Products, Inc. You will be exploring leadership within
Biotech with the driving question of “what skills does a Biotech leader need to lead
the company now and in the future?”
History
Wilford Barney was a young apprentice working for Peter Ulan, owner of a small
apothecary shop in Yonkers, New York. During his apprenticeship, Barney created a
general energy elixir that was based on a home remedy of his mother’s back in
Ireland. The elixir was produced specifically for many of Ulan’s special customers.
Made of all natural ingredients the elixir provided B12 and other vitamins to promote
a healthy immune system. The energy boost was noticeable after only a week’s use.
The reputation of the elixir grew.
In 1922, Barney took over Ulan’s apothecary shop renaming the business, Barney’s
Apothecary. At that time, Barney decided to bottle his elixir and sell the formula to
everyone rather than selected customers. Barney also gave bottles of the elixir to
local peddlers who sold the product along with their wares receiving a commission on
each bottle they sold. By 1929, the product was well known in Yonkers. Encouraged
by the success in Yonkers Barney decided to branch out to New York City.
In 1932, Barney built a small manufacturing plant near the store where he mixed and
bottled the elixir for sale. By 1934, Barney expanded sales by putting the elixir in a
quarter of the apothecary shops in New York City. Sales were booming and
customers inquired about other products that Barney’s had.
In 1936, Barney started a new product called Night Relief, another of his mother’s
recipes. This product offered relief from night sweats and anxiety caused by
menopausal symptoms or nerves. When this product proved a “secret success” with
the ladies, Barney decided to bring his mother, Irene, from Ireland, and put her to
work making new natural products. With his mother’s help, Barney grew the business
into a small but successful manufacturer of natural “life products”. Barney coined “life
products” because the products tracked natural life events in the human body and
attempted to improve the customer’s discomfort in dealing with them.
The name of the company was changed to Barney’s Elixir and Life Products. The
business continued to grow and with his mother’s death in 1938 the company had a
gross revenue of $178,000 a year. The depression took a toll on company profits
BMGT 365 Organizational Leadership Biotech Company Profile 2
but people still needed the boosts to their health and were able to afford Barney’s
products as opposed to the medicine offered by doctors and hospitals. During World
War II the company supplied the troops with a natural caffeine (S ...
Biotech Health and Life Products Company Profile We.docxmoirarandell
Biotech Health and Life Products
Company Profile
Welcome to Biotech!
The assessment projects for this class will examine different facets of the leadership of
Biotech Health and Life Products, Inc. You will be exploring leadership within Biotech
with the driving question of “what skills does a Biotech leader need to lead the company
now and in the future?”
History
Wilford Barney was a young apprentice working for Peter Ulan, owner of a small
apothecary shop in Yonkers, New York. During his apprenticeship, Barney created a
general energy elixir that was based on a home remedy of his mother’s back in Ireland.
The elixir was produced specifically for many of Ulan’s special customers. Made of all
natural ingredients the elixir provided B12 and other vitamins to promote a healthy
immune system. The energy boost was noticeable after only a week’s use. The
reputation of the elixir grew.
In 1922, Barney took over Ulan’s apothecary shop renaming the business, Barney’s
Apothecary. At that time, Barney decided to bottle his elixir and sell the formula to
everyone rather than selected customers. Barney also gave bottles of the elixir to local
peddlers who sold the product along with their wares receiving a commission on each
bottle they sold. By 1929, the product was well known in Yonkers. Encouraged by the
success in Yonkers Barney decided to branch out to New York City.
In 1932, Barney built a small manufacturing plant near the store where he mixed and
bottled the elixir for sale. By 1934, Barney expanded sales by putting the elixir in a quarter
of the apothecary shops in New York City. Sales were booming and customers inquired
about other products that Barney’s had.
In 1936, Barney started a new product called Night Relief, another of his mother’s recipes.
This product offered relief from night sweats and anxiety caused by menopausal
symptoms or nerves. When this product proved a “secret success” with the ladies, Barney
decided to bring his mother, Irene, from Ireland, and put her to work making new natural
products. With his mother’s help, Barney grew the business into a small but successful
manufacturer of natural “life products”. Barney coined “life products” because the
products tracked natural life events in the human body and attempted to improve the
customer’s discomfort in dealing with them.
The name of the company was changed to Barney’s Elixir and Life Products. The
business continued to grow and with his mother’s death in 1938 the company had a gross
revenue of $178,000 a year. The depression took a toll on company profits but people
still needed the boosts to their health and were able to afford Barney’s products as
opposed to the medicine offered by doctors and hospitals. During World War II the
company supplied the troops with a natural caffeine (Stay Clear) product that would keep
soldiers awake for long periods of time and heighten their mental alertness. Government
contr.
Biotech Health and Life Products Company ProfileWelcome to Biote.docxmoirarandell
The document provides a company profile for Biotech Health and Life Products, Inc. It details the company's history from its founding in 1922 as Barney's Apothecary up until the present day, where it is a $35 billion company led by Maximillian Barney. It also outlines the company's current vision, mission, operations, leadership, products, competitors and growth plans. The company was originally founded by Wilford Barney and has since expanded globally while maintaining family ownership.
Scentsibility is a student-run business that sells menthol-scented wax melts and warmers designed to safely relieve cold symptoms in children under age 2. The founders request a $600 loan to operate from January to May 2014. Their product provides a safer alternative to topical menthol rubs, which can irritate skin and pose health risks if ingested by young children. Scentsibility will sell its products through direct sales to parent groups, its website, and by promoting reviews from mom bloggers. The founders have relevant business experience and advisors in entrepreneurship, risk management, and the pharmaceutical industry.
This document provides an overview of the organization and culture of SmithKline Beecham, a pharmaceutical company. It discusses the company's history, goals of focusing on customers, innovation, integrity, people and performance. The management style is described as people-oriented and team-based. Human resources practices emphasize credentials and experience. The "Simply Better Way" represents the company's culture of continuous improvement. Labor-management relations are characterized as a partnership with no strikes, and workers participate in company initiatives and communication. Productivity is monitored through performance management systems and collective bargaining agreements.
Melanie Healey is the Group President- North America at Proctor & Gamble, overseeing 40% of the company's revenue. She was ranked #15 on Fortune's "50 Most Powerful Women" in 2009. Healey has risen through the ranks at P&G, holding various marketing and brand management roles in countries like Brazil, Mexico, and Venezuela. She currently manages 14,000 employees and has helped increase P&G's stock and sales. P&G is a Fortune 500 company that manufactures many popular consumer brands and had $79 billion in net sales in 2009.
Corbin-Hillman Communications Public Relations & Marketing - ProfileCorbinpr
Corbin-Hillman Communications is a public relations and marketing agency with a track record of over 30 years of success in branding, publicizing and marketing clients across a wide spectrum of verticals including beauty, music, entertainment, food, and wine & spirits.
Biotech Leadership Competencies Table(completed as part of the J.docxmoirarandell
Biotech Leadership Competencies Table
(completed as part of the Job Announcement group project)
Biotech has identified the following four core values:
Customer-centricity, Innovation, Knowledge, Sustainability*
*Biotech defines sustainability “both for profit and planet”.
In order to complete the job announcement, your group must identify the leadership competencies that are aligned with each of these four core values. Here are two examples of how other companies do this.
SmithKline Beecham (SKB) has identified leadership competencies aligned with its core values of Performance and People:
SKB Core Value Leadership Competencies
Performance
· Establish plans
· Manage execution
· Influence others
· Drive for results
People
· Foster enthusiasm and teamwork
· Reward and celebrate teamwork
· Attract and develop talent
· Build relationships
Source: Manzi, L., & Abramson, J. (1999). SmithKline Beechum. In D. Giber, L. Carter & M. Goldsmith (Eds.), Linkage Inc.’s best practices in leadership development handbook (pp. 397-424). Lexington, MA: Linkage Press.
Starbucks has as one of their core values “Neighborhood.” They have identified the following leadership competencies as important in the local leadership of each of its stores:
· Connect with neighborhoods we serve
· Reach out by volunteering in the community
· Support local programs and causes
Source: Schultz, H. (2011). Onward: How Starbucks fought for its life without losing its soul. New York, NY: Rodale.
Note that the leadership competencies for these two companies are different in what they mean; however, they have one thing in common: all leadership competencies start with a verb. They are actionable. That means that you can observe it being done, and you can measure it. That is a key to writing leadership competencies so that they are meaningful.
For each of the four Biotech core values, identify three leadership competencies that align well. Under “Source” identify the course material from which each of these leadership competencies was found.
Biotech Core Value
Leadership Competencies (follow examples above)
Source (Author, Year)
Customer-centricity
Building and maintaining relationships
SHRM (2008)
Setting vision and strategy
SHRM (2008)
Cultural interest and sensitivity
Comstock, N. (2014)
Innovation
Developing adaptability
SHRM (2008)
Valuing diversity and difference
Comstock, N. (2014)
Promoting Change
Kirkpatrick, S & Locke, E. (1991)
Knowledge
Managing the work
SHRM (2008)
Enhancing Business Skills
SHRM (2008)
Technical Expertise
Kirkpatrick, S. & Locke, E. (1991)
Sustainability
(for profit and planet)
Developing others
Emotional Intelligence, 2014
Set strategies
Comstock, 2014
Managing politics and influencing others
SHRM (2008)
BGMT 365 - Group Deliverable #2 - Succession Planning Table – Part One
Directions: For each of the five open positions at Biotech, identify the leadership competencies most needed for a successful leader in that position. .
BMGT 365 Organizational Leadership Biotech Company Profile .docxjasoninnes20
BMGT 365 Organizational Leadership Biotech Company Profile 1
Biotech Health and Life Products
Company Profile
Welcome to Biotech!
The assessment projects for this class will examine different facets of the leadership
of Biotech Health and Life Products, Inc. You will be exploring leadership within
Biotech with the driving question of “what skills does a Biotech leader need to lead
the company now and in the future?”
History
Wilford Barney was a young apprentice working for Peter Ulan, owner of a small
apothecary shop in Yonkers, New York. During his apprenticeship, Barney created a
general energy elixir that was based on a home remedy of his mother’s back in
Ireland. The elixir was produced specifically for many of Ulan’s special customers.
Made of all natural ingredients the elixir provided B12 and other vitamins to promote
a healthy immune system. The energy boost was noticeable after only a week’s use.
The reputation of the elixir grew.
In 1922, Barney took over Ulan’s apothecary shop renaming the business, Barney’s
Apothecary. At that time, Barney decided to bottle his elixir and sell the formula to
everyone rather than selected customers. Barney also gave bottles of the elixir to
local peddlers who sold the product along with their wares receiving a commission on
each bottle they sold. By 1929, the product was well known in Yonkers. Encouraged
by the success in Yonkers Barney decided to branch out to New York City.
In 1932, Barney built a small manufacturing plant near the store where he mixed and
bottled the elixir for sale. By 1934, Barney expanded sales by putting the elixir in a
quarter of the apothecary shops in New York City. Sales were booming and
customers inquired about other products that Barney’s had.
In 1936, Barney started a new product called Night Relief, another of his mother’s
recipes. This product offered relief from night sweats and anxiety caused by
menopausal symptoms or nerves. When this product proved a “secret success” with
the ladies, Barney decided to bring his mother, Irene, from Ireland, and put her to
work making new natural products. With his mother’s help, Barney grew the business
into a small but successful manufacturer of natural “life products”. Barney coined “life
products” because the products tracked natural life events in the human body and
attempted to improve the customer’s discomfort in dealing with them.
The name of the company was changed to Barney’s Elixir and Life Products. The
business continued to grow and with his mother’s death in 1938 the company had a
gross revenue of $178,000 a year. The depression took a toll on company profits
BMGT 365 Organizational Leadership Biotech Company Profile 2
but people still needed the boosts to their health and were able to afford Barney’s
products as opposed to the medicine offered by doctors and hospitals. During World
War II the company supplied the troops with a natural caffeine (S ...
Biotech Health and Life Products Company Profile We.docxmoirarandell
Biotech Health and Life Products
Company Profile
Welcome to Biotech!
The assessment projects for this class will examine different facets of the leadership of
Biotech Health and Life Products, Inc. You will be exploring leadership within Biotech
with the driving question of “what skills does a Biotech leader need to lead the company
now and in the future?”
History
Wilford Barney was a young apprentice working for Peter Ulan, owner of a small
apothecary shop in Yonkers, New York. During his apprenticeship, Barney created a
general energy elixir that was based on a home remedy of his mother’s back in Ireland.
The elixir was produced specifically for many of Ulan’s special customers. Made of all
natural ingredients the elixir provided B12 and other vitamins to promote a healthy
immune system. The energy boost was noticeable after only a week’s use. The
reputation of the elixir grew.
In 1922, Barney took over Ulan’s apothecary shop renaming the business, Barney’s
Apothecary. At that time, Barney decided to bottle his elixir and sell the formula to
everyone rather than selected customers. Barney also gave bottles of the elixir to local
peddlers who sold the product along with their wares receiving a commission on each
bottle they sold. By 1929, the product was well known in Yonkers. Encouraged by the
success in Yonkers Barney decided to branch out to New York City.
In 1932, Barney built a small manufacturing plant near the store where he mixed and
bottled the elixir for sale. By 1934, Barney expanded sales by putting the elixir in a quarter
of the apothecary shops in New York City. Sales were booming and customers inquired
about other products that Barney’s had.
In 1936, Barney started a new product called Night Relief, another of his mother’s recipes.
This product offered relief from night sweats and anxiety caused by menopausal
symptoms or nerves. When this product proved a “secret success” with the ladies, Barney
decided to bring his mother, Irene, from Ireland, and put her to work making new natural
products. With his mother’s help, Barney grew the business into a small but successful
manufacturer of natural “life products”. Barney coined “life products” because the
products tracked natural life events in the human body and attempted to improve the
customer’s discomfort in dealing with them.
The name of the company was changed to Barney’s Elixir and Life Products. The
business continued to grow and with his mother’s death in 1938 the company had a gross
revenue of $178,000 a year. The depression took a toll on company profits but people
still needed the boosts to their health and were able to afford Barney’s products as
opposed to the medicine offered by doctors and hospitals. During World War II the
company supplied the troops with a natural caffeine (Stay Clear) product that would keep
soldiers awake for long periods of time and heighten their mental alertness. Government
contr.
Biotech Health and Life Products Company ProfileWelcome to Biote.docxmoirarandell
The document provides a company profile for Biotech Health and Life Products, Inc. It details the company's history from its founding in 1922 as Barney's Apothecary up until the present day, where it is a $35 billion company led by Maximillian Barney. It also outlines the company's current vision, mission, operations, leadership, products, competitors and growth plans. The company was originally founded by Wilford Barney and has since expanded globally while maintaining family ownership.
Scentsibility is a student-run business that sells menthol-scented wax melts and warmers designed to safely relieve cold symptoms in children under age 2. The founders request a $600 loan to operate from January to May 2014. Their product provides a safer alternative to topical menthol rubs, which can irritate skin and pose health risks if ingested by young children. Scentsibility will sell its products through direct sales to parent groups, its website, and by promoting reviews from mom bloggers. The founders have relevant business experience and advisors in entrepreneurship, risk management, and the pharmaceutical industry.
This document provides an overview of the organization and culture of SmithKline Beecham, a pharmaceutical company. It discusses the company's history, goals of focusing on customers, innovation, integrity, people and performance. The management style is described as people-oriented and team-based. Human resources practices emphasize credentials and experience. The "Simply Better Way" represents the company's culture of continuous improvement. Labor-management relations are characterized as a partnership with no strikes, and workers participate in company initiatives and communication. Productivity is monitored through performance management systems and collective bargaining agreements.
Melanie Healey is the Group President- North America at Proctor & Gamble, overseeing 40% of the company's revenue. She was ranked #15 on Fortune's "50 Most Powerful Women" in 2009. Healey has risen through the ranks at P&G, holding various marketing and brand management roles in countries like Brazil, Mexico, and Venezuela. She currently manages 14,000 employees and has helped increase P&G's stock and sales. P&G is a Fortune 500 company that manufactures many popular consumer brands and had $79 billion in net sales in 2009.
Corbin-Hillman Communications Public Relations & Marketing - ProfileCorbinpr
Corbin-Hillman Communications is a public relations and marketing agency with a track record of over 30 years of success in branding, publicizing and marketing clients across a wide spectrum of verticals including beauty, music, entertainment, food, and wine & spirits.
Corbin-Hillman Communications Public Relations & Marketing - March 2015 - Int...Sean-Patrick Hillman
Corbin-Hillman Communications is a public relations and marketing firm that has served clients for over 30 years. It is a family-owned business with offices in New York and Milan. The firm offers a range of services including strategic planning, public relations, social media, and experiential marketing. Notable current and former clients include Bacardi, Sephora, National Geographic, and Diageo.
Your Brand On the Social Web: A Key to Corporate Reputation Social Media Today
This document summarizes a webinar on using social media to build corporate reputation. The webinar featured speakers from Reputation Institute and Branderati discussing how corporate reputation now matters more than products. It also provided an overview of the Johnson & Johnson Credo and its role in guiding the company's response to crises. The document concludes by advertising next week's webinar on getting buy-in for social media strategies and an upcoming conference on social media.
Çok Katlı Pazarlama Şirketlerinin Ortak Akademisi TAMM,
Şirket, Ceo, araştırma, ürün, pazarlama konusundaki 2013 çalışmalarına dayalı 2014 seçimlerini yaptı.
The key investment ratios for The Better Drinks Company for the past quarter, year, and three years are provided. For the past quarter, the company's total shareholder return was 36% and its relative performance compared to the NZX50G index was 31%. Over the past year, the company's total shareholder return was 226% and its relative performance was 211%. For the past three years, the company's total shareholder return was 82% and its relative performance was 84%.
This document summarizes a Harvard Business School study on why successful companies fail to adapt to changes in their environment. It provides examples of Firestone Tire & Rubber and Laura Ashley, both leading companies that failed to respond appropriately to major shifts. The concept of "active inertia" is introduced, where companies continue established patterns of behavior despite dramatic changes. Key hallmarks of active inertia include strategic frames becoming blinders, processes hardening into routines, relationships turning into shackles, and values hardening into dogmas. Both case studies illustrate how formerly successful companies were hindered by active inertia when they needed to transform their strategies, operations, and cultures.
Reputation in Social Media 2014 #SBPSMO Martyn Rosney
This presentation includes steps to building your reputation as a social brand and also how to protect that reputation in times of crises. Presented at the Sunday Business Post Social Media Masterclass on November 13th in the Gibson Hotel.
Be Inspired to Dream & Create a MiracleCindy McAsey
Discover 4 powerful events that developed our brand partner, Shaklee in becoming the #1 Natural Nutrition company in America. Also be inspired by 3 events taking us into great future that can be passed down to future generations. #barefootalk #ShakleeEffect
The document outlines an agenda for a base brand session hosted by Brandhome. The agenda includes introductions of the founders, a discussion of boring and bad news centered around 10 insights on branding trends, and a section on grip and great news about the basics of branding and storytelling. It will conclude with work sessions, group presentations, and a prize.
Webinar: Finally, Brand Activism Is Driving More Meaningful Engagement!Falcon.io
Is brand activism good for business? The short answer is: it depends. Companies with a purpose are said to have a greater voice and more connectivity with buyers. But even though consumers expect brands to take up societal causes, your political stance or support for that very cause can attract but also alienate customers. Unlike previous decades, social media has maximized everything and anything that your brand puts out. So the question is – how can brands market well, to the generation equipped with the most sophisticated Bullshit Detector in the history of mankind?
In this webinar we discussed:
- The intersection of marketing and brand activism
- Should your company participate or maintain an apolitical brand?
- A framework for engaging in corporate social activism
Watch on-demand: https://www.falcon.io/webinars/brand-activism/
This is a wake-up call to leaders everywhere. In this innovative and poignant book, authors Steven Vannoy and Craig Ross challenge assumptions about leadership and business in today’s world. Stomp The Elephant in the Office presents everyday tools that help people put an end to the toxic workplace, get more done, and be excited about work again. Vannoy & Ross explore people and culture (often misinterpreted as the softer side of business) and demonstrate that learning to cultivate them directly affects performance, productivity and ultimately the bottom line. This file contains the first five chapters of the book only.
The document discusses various types of propaganda techniques. It defines 7 common propaganda techniques: glittering generalities, transfer, testimonials, plain folks, card stacking, bandwagon, and name calling. For each technique, it provides the definition, examples of how it is used in advertising or propaganda, and discussion questions to analyze how the technique is employed. The overall document serves to educate about different propaganda devices and how to identify them.
Market insights from top researchers the latest intelligence on customer att...Sustainable Brands
Early themes from conversations with conscious consumers and social enterprise professionals about what makes a brand good:
1) Even among conscious consumers, goodness comes second to other factors like product when choosing brands initially. However, perceptions of a brand's goodness can drive loyalty to return to that brand.
2) It is difficult for consumers to see or assess a brand's genuine goodness due to lack of shared language and visibility into practices. Developing a common language and leadership speaking out on issues could help.
3) People care more about how companies treat their employees and partner organizations than abstract environmental issues. Prioritizing human well-being may be the new definition of "green".
4) Ultimately, consciously positioning a
This document provides an overview of Amway Corporation, including:
1) Amway was founded in 1959 by Jay Van Andel and Richard DeVos and has since expanded globally, conducting business in over 100 countries.
2) The company specializes in multi-level marketing to sell health, beauty, and home care products. It has experienced growth in markets like China, Russia, Ukraine, and India.
3) The document outlines Amway's history, international expansion, key markets globally, and provides brief profiles of some of its country-level operations including Australia and China.
Impact of celebrity endorsement on brand equity of pepsiVarsha-sharma
This document provides information about PepsiCo, including:
- PepsiCo is a global food and beverage company with over $65 billion in annual revenues from brands like Pepsi, Frito-Lay, Gatorade, and Quaker.
- The company's strategy includes investing in sustainable growth, providing a range of food/beverage options, and minimizing environmental impact.
- Celebrities commonly used in Pepsi endorsements include Bollywood stars, sports stars, and musicians from various countries around the world.
How cannabis entrepreneurs and cottage industry companies can approach vertical solutions in cannabis through strategic partnerships in order to survive big business consolidation.
This document discusses 5 of the most influential sales professionals throughout history and their contributions to the field of sales. It describes John Henry Patterson as the founder of National Cash Register and the inventor of modern selling techniques. It outlines Dale Carnegie's successful sales career and influential book "How to Win Friends and Influence People". It notes Joe Girard as the world's greatest salesman for selling over 13,000 cars. It discusses Mary Kay Ash as the founder of Mary Kay Cosmetics and a pioneer in direct sales. Finally, it describes David Ogilvy as the "father of advertising" and pioneer of soft sell advertisements.
This document provides an overview of marketing concepts and tasks. It discusses how marketing has evolved from an entrepreneurial approach to a more formulated approach as companies grow. It also discusses how large companies can adopt more entrepreneurial "intrapreneurial" marketing. The document then summarizes the scope of marketing to include goods, services, experiences, and more. It also outlines some of the key decisions that marketers must make and introduces several important marketing concepts like segmentation, targeting, positioning, and the distinction between markets, needs, wants and demands.
This document provides an overview of marketing tasks and concepts. It discusses that marketing involves identifying and meeting human and social needs profitably. It also describes that marketing can take entrepreneurial, formulated, or intrepreneurial forms. Additionally, it outlines that marketing applies to goods, services, experiences, events, persons, places, properties, organizations, information, and ideas. Marketers are responsible for managing various demand states and make decisions around segmenting, positioning, pricing, and customization.
Nonprofits have the potential to tap into the $1.6 Billion spent on Cause Marketing. This presentation was from a Care2 webinar for nonprofits and socially responsible businesses doing Cause Marketing, with a focus on how to message Conscious Consumers. Donors = Consumers, and nonprofits could benefit from this paradigm shift.
CAPS794 Presentation RubricLearning Outcome Assess the leader.docxhacksoni
CAPS794 Presentation Rubric
Learning Outcome: Assess the leadership, human resources and organizational development needs associated with a firm’s strategic goals.
Presentation Content:
Your presentation is based on Greenwood Resources, Case #8 and should include:
· A Power Point presentation MUST also be included in conjunction with your Video
· An introduction and conclusion/recommendations must be included
· A brief overview of the case
· Applying concepts from Chapter 7 analyze their international strategy (reason for international expansion, entry mode, international strategy, etc.)
· Integrating concepts from chapter 8 discuss how Greenwood Resources adopted entrepreneurial strategies in its quest for growth.
· Must include references and citations when the thoughts or ideas are not your own
APA format
Add recording notes in the note section of the powerpoint below each slide, explaining in detail what the slide is explain.
This is not just SLIDES…. There has to be details that I will read on video explaining the context.. and it should flow as if you were giving a presentation in person
Levels of Achievement
Criteria
Does Not Meet Expectations or Missing
Needs Improvement
Meets Expectations
Demonstrates Mastery
Introduction and Conclusion
Weight 5%
0 to 72%
Introduction or Conclusion were missing.
73 to 79%
Failed to introduce self or purpose. Abrupt ending with no referencing.
80 to 93%
Introduced topic, purpose and self. General summary with appropriate referencing.
94 to 100%
Introduced topic, purpose and self along with an effective attention getter. Conclusion reinforced main points, appropriate referencing.
Body of the Presentation
Weight 50.00%
0 to 72 %
Several content areas are missing OR content areas are not addressed at the level of detail required.
73 to 79 %
A required content area may be missing OR some content demonstrates weak understanding of concepts being assessed and could be expanded upon.
80 to 93 %
Adequately addresses all required content areas (case overview, international strategies, and entrepreneurial strategies) in detail demonstrating a basic understanding of the concepts being assessed.
94 to 100 %
Addresses all required content areas (case overview, international strategies, and entrepreneurial strategies) in great detail demonstrating a strong understanding of the concepts being assessed.
Presentation Design
Weight
15%
0 to 72 %
Several content areas are not supported with information from the sim or textbook
73 to 79 %
Information from the simulation or the text is barely used or not used appropriately.
80 to 93%
Information from the simulation and the textbooks is used appropriately to support discussion and decisions.
94 to 100 %
Information from the simulation and the textbook is always used appropriately to support discussion and decisions with a high level of application to sim results.
Organization and Flow
Weight 10%
0 to 72 %
Information is not organized in a cl.
CAPSTONE CASE The Student will be required to read the Capstone.docxhacksoni
CAPSTONE CASE:
The Student will be required to read the Capstone Case (page 476 of the course text) and respond to the 15 questions on page 483 & 484. Each question will require no less than a one-page response with appropriate references in APA format double-spaced, Times New Roman 12point font. Capstone case is due December 5, 2018, @ 9:00AM.
476
Presented here is the description of a serial homicide investigation in the 1960s that involved
the sexually motivated murders of seven mostly college-aged women in Michigan. The
discussion provided here draws primarily on Edward Keyes’s, The Michigan Murders.1 The
case is longer and more detailed than the other From the Case File chapter introductions.
It can serve as a capstone discussion of many of the issues covered in Criminal Investigation,
including the basic problems of criminal investigation, the value of eyewitness identifica-
tions, the value of other evidence, the potential value of DNA evidence, how proof can be
established, and the impact of technology on investigations. Questions for discussion and
review are presented at the conclusion of the case.
Appendix
Capstone Case
Capstone CASE
The Coed Murders
The nightmare began on the evening of July 10, 1967,
when nineteen-year-old Mary Fleszar did not return
to her apartment, which was located just a few
blocks from the Eastern Michigan University (EMU)
campus in Ypsilanti, Michigan. Mary was a student at
the university. As is the case in most missing person
investigations, the first task for investigators was to
determine when and where she was last seen. In
reconstructing the last known whereabouts of Mary,
an EMU police officer recalled seeing a girl matching
her description walking near campus at about
8:45 p.m. the night before she was reported missing.
She was alone. Another witness reported he had seen
the girl at about 9:00 p.m. that same night in the same
area, walking on the sidewalk. The witness reported
that a car had driven up next to her and stopped.
According to report the witness gave, the only person
in the vehicle was a young man, and the vehicle was
bluish-gray in color, possibly a Chevy. The witness said
it appeared that the young man inside the car said
something to Mary, she shook her head, and the car
drove off. Shortly thereafter, the same car passed the
witness’s house again and pulled into a driveway in
front of Mary, blocking her path. Mary walked around
the back of the car and continued down the sidewalk.
The car pulled out of the driveway and, tires squealing,
drove down the street. At this point the witness lost
sight of Mary and the vehicle. Mary was never again
seen alive.
On August 7, 1967, a heavily decomposed nude body
was found on farmland two miles north of Ypsilanti.
The body was identified as Mary Fleszar through
dental records. It was clear to investigators that the
cause of death was certainly not natural, accidental,
or suicide, given the area.
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CAPS794 Presentation Rubric
Learning Outcome: Assess the leadership, human resources and organizational development needs associated with a firm’s strategic goals.
Presentation Content:
Your presentation is based on Greenwood Resources, Case #8 and should include:
· A Power Point presentation MUST also be included in conjunction with your Video
· An introduction and conclusion/recommendations must be included
· A brief overview of the case
· Applying concepts from Chapter 7 analyze their international strategy (reason for international expansion, entry mode, international strategy, etc.)
· Integrating concepts from chapter 8 discuss how Greenwood Resources adopted entrepreneurial strategies in its quest for growth.
· Must include references and citations when the thoughts or ideas are not your own
APA format
Add recording notes in the note section of the powerpoint below each slide, explaining in detail what the slide is explain.
This is not just SLIDES…. There has to be details that I will read on video explaining the context.. and it should flow as if you were giving a presentation in person
Levels of Achievement
Criteria
Does Not Meet Expectations or Missing
Needs Improvement
Meets Expectations
Demonstrates Mastery
Introduction and Conclusion
Weight 5%
0 to 72%
Introduction or Conclusion were missing.
73 to 79%
Failed to introduce self or purpose. Abrupt ending with no referencing.
80 to 93%
Introduced topic, purpose and self. General summary with appropriate referencing.
94 to 100%
Introduced topic, purpose and self along with an effective attention getter. Conclusion reinforced main points, appropriate referencing.
Body of the Presentation
Weight 50.00%
0 to 72 %
Several content areas are missing OR content areas are not addressed at the level of detail required.
73 to 79 %
A required content area may be missing OR some content demonstrates weak understanding of concepts being assessed and could be expanded upon.
80 to 93 %
Adequately addresses all required content areas (case overview, international strategies, and entrepreneurial strategies) in detail demonstrating a basic understanding of the concepts being assessed.
94 to 100 %
Addresses all required content areas (case overview, international strategies, and entrepreneurial strategies) in great detail demonstrating a strong understanding of the concepts being assessed.
Presentation Design
Weight
15%
0 to 72 %
Several content areas are not supported with information from the sim or textbook
73 to 79 %
Information from the simulation or the text is barely used or not used appropriately.
80 to 93%
Information from the simulation and the textbooks is used appropriately to support discussion and decisions.
94 to 100 %
Information from the simulation and the textbook is always used appropriately to support discussion and decisions with a high level of application to sim results.
Organization and Flow
Weight 10%
0 to 72 %
Information is not organized in a cl.
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CAPSTONE CASE:
The Student will be required to read the Capstone Case (page 476 of the course text) and respond to the 15 questions on page 483 & 484. Each question will require no less than a one-page response with appropriate references in APA format double-spaced, Times New Roman 12point font. Capstone case is due December 5, 2018, @ 9:00AM.
476
Presented here is the description of a serial homicide investigation in the 1960s that involved
the sexually motivated murders of seven mostly college-aged women in Michigan. The
discussion provided here draws primarily on Edward Keyes’s, The Michigan Murders.1 The
case is longer and more detailed than the other From the Case File chapter introductions.
It can serve as a capstone discussion of many of the issues covered in Criminal Investigation,
including the basic problems of criminal investigation, the value of eyewitness identifica-
tions, the value of other evidence, the potential value of DNA evidence, how proof can be
established, and the impact of technology on investigations. Questions for discussion and
review are presented at the conclusion of the case.
Appendix
Capstone Case
Capstone CASE
The Coed Murders
The nightmare began on the evening of July 10, 1967,
when nineteen-year-old Mary Fleszar did not return
to her apartment, which was located just a few
blocks from the Eastern Michigan University (EMU)
campus in Ypsilanti, Michigan. Mary was a student at
the university. As is the case in most missing person
investigations, the first task for investigators was to
determine when and where she was last seen. In
reconstructing the last known whereabouts of Mary,
an EMU police officer recalled seeing a girl matching
her description walking near campus at about
8:45 p.m. the night before she was reported missing.
She was alone. Another witness reported he had seen
the girl at about 9:00 p.m. that same night in the same
area, walking on the sidewalk. The witness reported
that a car had driven up next to her and stopped.
According to report the witness gave, the only person
in the vehicle was a young man, and the vehicle was
bluish-gray in color, possibly a Chevy. The witness said
it appeared that the young man inside the car said
something to Mary, she shook her head, and the car
drove off. Shortly thereafter, the same car passed the
witness’s house again and pulled into a driveway in
front of Mary, blocking her path. Mary walked around
the back of the car and continued down the sidewalk.
The car pulled out of the driveway and, tires squealing,
drove down the street. At this point the witness lost
sight of Mary and the vehicle. Mary was never again
seen alive.
On August 7, 1967, a heavily decomposed nude body
was found on farmland two miles north of Ypsilanti.
The body was identified as Mary Fleszar through
dental records. It was clear to investigators that the
cause of death was certainly not natural, accidental,
or suicide, given the area.
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Resources
Readings
1. Textbook:
Dropkin, M., Halpin, J., & LaTouche, B. (2007).
The budget-building book for nonprofits
(2nd ed.). Jossey-Bass.
Chapter 16: Allocating Administrative, Overhead, and Shared Costs
Chapter 17: Revising Draft Operating Budgets
Chapter 18: Zero-Based Budgeting (ZBB)
Chapter 19: Capital Budgeting
2. Video:
Rae, W, [ehowfinance]. (2009, February 6). Making a Budget: How to Create a 0-Based Budget [Video File]. Retrieved from
https://youtu.be/4HNFnNrSNjA (Links to an external site.)
Recommended Readings
1. Websites:
SAMHSA. (n.d.) Grants. Substance Abuse and Mental Health Services Administration. Retrieved from
https://www.samhsa.gov/Grants (Links to an external site.)
National Institute of Health (NIH). (2015). Grants and funding: NIH's central resource for grants and funding information. National Institute of Health (NIH). Retrieved from
http://grants.nih.gov/grants/oer.htm
.
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Capital Structure
Create an argument for a publically traded health care organization to issue stocks or bonds as part of its capital structure. Provide support for your position.
Imagine that a publicly traded health care organization has just experienced a downgrade in its credit rating from a rating agency, such as Moody’s or Standard & Poor’s. Determine the most likely impact that this event would have on the publically traded health care organization. Indicate an approach that management could take to minimize the impact that you have determined. Provide support for your rationale.
Use at least one reference:
.
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Capital Investment 5
Sources of Finance for the Proposed CI Project and the Gap between the Theory and Practice of Capital Budgeting
By
Course
Tutor
University
City/State
Date
Introduction Comment by Ufuk Misirlioglu: No need along introduction, and add a very limited contribution.
Capital budgeting is one of the key processes businesses use to determine the potential of projects succeeding or failing to recuperate the initial financial investments. The process is very critical when large companies want to expand or introduce huge assets, which probably require colossal amounts of first cash investment as well as maintenance. These investments and projects can range from constructing massive new production plants to other long-term schemes. In such instances, business capital investment managers often spend a significant amount of time assessing the new project’s prospective lifetime success, including the cash outflows and inflows. This investment appraisal process is important in evaluating whether the potential outcomes or revenues generated can meet the target benchmark.
After achieving a successful capital budgeting plan, it is critical that a firm evaluates its prospective financial sources to fund the proposed projects. For example, based on its financial position, the projected amount of investment capital, and the repayment duration, an organization can either opt for a bank loan or sells its equity to other potential investors. That being said, Foster Construction Ltd needs to assess a wide range of possible financiers to support the purchase of the new ALII. This paper, therefore, mainly discusses some of these capital financing proposals the company can explore, with the last section detailing the existing gap between theory and practice of capital budgeting.
Discussion
A. Sources of Finance for the Proposed CI Project
Foster is a reputable company and boasts of a sizeable annual revenue-meaning that the firm cannot struggle to pay its debts. We truly have quite a range of options that can assist us to fund the new ALII capital project as a private firm. The following are some of the two most viable financial alternatives for the organization:
Firstly, I propose we obtain a short-term loan, probably payable within four years, from a renowned financial institution or commercial bank. I strongly believe a short-term loan can assist the Foster Construction Ltd to buy and maintain the modern ALII crane and restore the old one for the next four years. However, there are critical factors that must be considered before identifying the right financier and the amount we can apply. Current and projected inflation rates in the country will definitely play a central role. We must also consider the interest rates offered by each particular organization to determine the lowest repayable amount within the four years. Comment by Ufuk Misirlioglu: Mismatch. Comment by Ufuk Misirlioglu: This is not a short-term. Comment by .
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Capital Investment Case
Waterways Corporation is a private company providing irrigation and drainage products
and services for residential, commercial, and public sector projects, including farms,
parks, and sports fields. It has a plant located in a small city north of Toronto that
manufactures the products it markets to retail outlets across Canada. It also maintains a
division that provides installation and warranty servicing in the Greater Toronto Area.
The mission of Waterways is to manufacture quality parts that can be used for effective
water management, be it drainage or irrigation. The company hopes to satisfy its
customers with its products, provide rapid and responsible service, and serve the
community and the employees who represent it in each community.
Waterways puts much emphasis on cash flow when it plans for capital investments. The
company chose its discount rate of 8% based on the rate of return it must pay its
owners and creditors. Using that rate, Waterways then uses different methods to
determine the best decisions for making capital outlays.
In 2020 Waterways is considering buying five new backhoes to replace the backhoes it
now has at its installation and training division. The new backhoes are faster, cost less
to run, provide for more accurate trench digging, have comfort features for the
operators, and have associated one-year maintenance agreements. The old backhoes
are working well, but they do require considerable maintenance. The operators are very
familiar with the old backhoes and would need to learn some new skills to use the new
equipment.
The following information is available to use in deciding whether to purchase the new
backhoes.
Old Backhoes New Backhoes
Purchase cost when new $90,000 $200,000
Salvage value now $42,000 None
Investment in major overhaul needed in next year $55,000 None
Salvage value in 8 years None $ 50,000
Remaining life 8 years 8 years
Net cash flow generated each year $25,250 $ 41,000
Instructions
a. Using the following methods, evaluate whether to purchase the new equipment or
overhaul the old equipment. (Hint: For the old machine, the initial investment is the cost
of the overhaul. For the new machine, subtract the salvage value of the old machine to
determine the initial cost of the investment.) Ignore income taxes in your analysis.
1. Use the net present value method for buying new or keeping the old.
2. Use the payback method for each choice. (Hint: For the old machine, evaluate the
payback of an overhaul.)
3. Compare the profitability index for each choice.
4. Compare the internal rate of return for each choice to the required 8% discount rate.
b. Are there any intangible benefits or negatives that would influence this decision?
c. What decision would you make and why?
Capital Investment CaseInstructions
quality
Quality management
principles
http://www.iso.org
This document introduces seven quality .
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Discuss the two major types of leases.
Discuss the terms short-term borrowing and long-term financing.
What are the primary sources of equity financing for not-for-profit healthcare organizations?
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Can We Know the Universe?
The following excerpt was published in Broca's Brain (1979).
by Carl Sagan
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surfaces, but she is a million fathoms deep." — Ralph Waldo Emerson
Science is a way of thinking much more than it is a body of knowledge.
Its goal is to find out how the world works, to seek what regularities
there may be, to penetrate the connections of things—from subnuclear
particles, which may be the constituents of all matter, to living
organisms, the human social community, and thence to the cosmos as a
whole. Our intuition is by no means an infallible guide. Our
perceptions may be distorted by training and prejudice or merely
because of the limitations of our sense organs, which, of course,
perceive directly but a small fraction of the phenomena of the world.
Even so straightforward a question as whether in the absence of friction
a pound of lead falls faster than a gram of fluff was answered
incorrectly by Aristotle and almost everyone else before the time of
Galileo. Science is based on experiment, on a willingness to challenge
old dogma, on an openness to see the universe as it really is.
Accordingly, science sometimes requires courage—at the very least the
courage to question the conventional wisdom.
Beyond this the main trick of science is to really think of something: the
shape of clouds and their occasional sharp bottom edges at the same
altitude everywhere in the sky; the formation of the dewdrop on a leaf;
the origin of a name or a word—Shakespeare, say, or "philanthropic";
the reason for human social customs—the incest taboo, for example;
how it is that a lens in sunlight can make paper burn; how a "walking
stick" got to look so much like a twig; why the Moon seems to follow us
as we walk; what prevents us from digging a hole down to the center of
the Earth; what the definition is of "down" on a spherical Earth; how it
is possible for the body to convert yesterday's lunch into today's muscle
and sinew; or how far is up—does the universe go on forever, or if it
does not, is there any meaning to the question of what lies on the other
side? Some of these questions are pretty easy. Others, especially the
last, are mysteries to which no one even today knows the answer. They
are natural questions to ask. Every culture has posed such questions in
one way or another. Almost always the proposed answers are in the
nature of "Just So Stories," attempted explanations divorced from
experiment, or even from careful comparative observations.
But the scientific cast of mind examines the world critically as if many
alternative worlds might exist, as if other things might be here which
are not. Then we are forced to ask why what we see is present and not
something else. Why are the Sun and the Moon and the planets
spheres? Why not pyramids, or cubes, or dodecahedra? Why not
irregular, jumbly shapes? Why so sym.
Capital Budgeting and Dividend PolicyWe examined two very import.docxhacksoni
Capital Budgeting and Dividend Policy
We examined two very important topics in finance this week; Capital Budgeting and Dividend Policy.
Critically reflect on the importance of selecting the right projects in which to invest capital. Do we always select those projects that have the highest return on investment? What other factors play into capital budgeting decisions?
We also looked at dividend policy. What incentive is there for a company to pay dividends? What signals does dividend policy provide to investors?
.
Cape Town contends with worst drought in over a century By D.docxhacksoni
Cape Town contends with worst drought in over a century
By Derek Van Dam, CNN Meteorologist
Updated 1:35 PM ET, Thu June 1, 2017
(CNN)The worst drought in a century is forcing the most stringent water restrictions ever implemented
for South Africa's second largest city.
Cape Town has less than 10% of its useable water remaining for its nearly 4 million residents. The city
is implementing Level 4 water restrictions, which ask residents to limit daily usage to 100 liters (26
gallons) per person. The measure is meant to reduce demand and conserve what little water is still
available and means significant sacrifices for residents.
http://www.capetown.gov.za/media-and-news/Water%20resilience%20a%20heightened%20approach%20to%20avoiding%20water%20shortages%20and%20achieving%20long-term%20water%20security
For Cape Town resident Suzanne Buckley, the restrictions mean adapting to a new lifestyle.
"We have buckets in our shower and bathroom sink to save excess water," Buckley said. "The gray
water is then used to flush our toilets."
The restrictions are in effect across the city in an aggressive effort to preserve its remaining drinking
water, but it may not be enough. South Africa ranks as the 30th driest country in the world and is
considered a water-scarce region. A highly variable climate causes uneven distribution of rainfall,
making droughts even more extreme.
Speaking to CNN, Cape Town Executive Mayor Patricia de Lille explained her concerns about the
growing water crisis. "Climate change is a reality and we cannot depend on rainwater alone to fill our
dams but must look at alternative sources like desalination and underground aquifers."
The Western Cape, one of the country's nine provinces and home to Cape Town, experiences its
annual rainy season during the winter months (June-September). Capetonians are likely several weeks
away from any substantial, drought-relieving rainfall. Even then, predictions are dire for this winter as a
potential El Niño develops off the west coast of South America, according to the Climate Prediction
Center. If El Niño does materialize, it would have a negative effect on rainfall across the Western Cape.
Severe water restrictions
The average American uses between 80 and 100 gallons (302-378 liters) of water per day. This
includes flushing toilets, taking showers or baths, brushing teeth, running dishwashers and
watering lawns.
Imagine restricting daily water use to 25 gallons. Some of the most basic tasks involving water that
we take for granted would be eliminated or severely restricted.
For Cape Town resident Kathy Basso, saving water has meant adopting the "if it's yellow let it mellow, if
it's brown flush it down campaign," a simple and effective measure that saves nearly 10 liters of water
per flush, and has been promoted by city officials.
Hotels across the city are closing their pools and asking patrons to be water .
Cape Cod Wind project Please respond to the followingThe Cape.docxhacksoni
"Cape Cod Wind project" Please respond to the following:
The Cape Cod Wind Project is not only an important environmental issue, but also an important political one. From the e-Activity, either justify or challenge the appropriateness of the government's influence. Provide an argument to justify your position.
"Cape Cod Town Upset About Planned Wind Farm." WCVBtv. 1 October 2010. YouTube. (2 min 54 s), Then use the Internet or the Strayer Library to research the government's role in the Cape Cod Wind Project. Be prepared to discuss.
.
Capella Career Center Last updated 62216 1 COMPE.docxhacksoni
Capella Career Center | Last updated: 6/22/16 1
COMPETENCY TRANSLATOR
FROM THE CAPELLA CAREER CENTER
COMPETENCY TRANSLATOR
This resource provides a format for capturing what you learn throughout your program and documenting how you have demonstrated
the skills required for your positions of interest. Possible uses for this information include: resume accomplishment statements,
interview responses, performance review conversations, promotion proposals, and salary negotiations.
View the Competency Translator Example to see sample language.
The purpose of Chart 1 below is to encourage you to reflect on and record what you’ve learned and how you might apply it in your
career. Start early in your program so you can easily refer to the information throughout (and after) your program!
Course name
(Optional:
Include
description
from catalog)
List of required
competencies
(From competency
map in course)
Key project/
Demonstration of
learning/Skills acquired
(Be specific as this could be
included in resume and
performance review)
Possible application
of learning
(Where and how could
you apply this
learning?)
Actual
application of
learning
(Where and how
did you apply
this)?
Artifact
example
(I.e. proposal,
lesson plan, or
budget)
Career goal
check in
(How has
this class
influenced your
career goal?)
http://assets.capella.edu/campus/career-center/competency-translator.pdf
Capella Career Center | Last updated: 6/22/16 2
COMPETENCY TRANSLATOR
FROM THE CAPELLA CAREER CENTER
Chart 2 prompts you to research the skills required for specific jobs and identify how you demonstrate those skills.
Job or career goal
of interest
Requisite skill
(Find on job posting,
LinkedIn profiles, and
networking)
Best demonstration of
each skill
(Reflect on degree
program, volunteer and
work experience)
CARD example
(Write specific example in bullet or narrative form
using CARD format)
Challenge – Problem, goal, or requirement in the
example
Action – Specific actions you took to resolve the challenge, solve the
problem or meet the requirement
Result –Benefit resulting in specific and measurable terms
Details* - Clarifying details to provide context, consider these
questions: how many, how much, how long, and how often.
Artifact example
(List tangible item such as
proposal, lesson plan, or
budget) to highlight on
LinkedIn, website, or
portfolio
Refer to the following resources for more information on how to leverage your academic learning to reach your career goals!
Please help us: Share your quick feedback on this tool!
Competencies in Action Resumes Cover letters Portfolio and Work Samples Interviewing
https://capellauniversity.co1.qualtrics.com/SE/?SID=SV_d0uqwTRLcoq6kS1
http://assets.capella.edu/campus/career-center/competencies-in-action.pdf
https://campus.capella.edu/web/career-center/job-search-tools/resumes
https://campus.
Cape Town Water Crisis and the Efficient Use of Scarce Water B.docxhacksoni
The document discusses Cape Town's water crisis from 2015-2017 due to a severe drought. Some key points:
- Cape Town's population grew 79% from 1995 to 2018, straining water supplies. Water levels dropped to 10% capacity by May 2017.
- Strict water restrictions were implemented from 2016-2017 as the crisis worsened, limiting usage to 50 liters/person/day by September 2017. "Day Zero" was set for April 2018 when taps would be shut off.
- While the intense drought has ended, Cape Town is not yet free from water scarcity issues due to population growth. Desalination plants and more efficient dam systems are proposed solutions.
हिंदी वर्णमाला पीपीटी, hindi alphabet PPT presentation, hindi varnamala PPT, Hindi Varnamala pdf, हिंदी स्वर, हिंदी व्यंजन, sikhiye hindi varnmala, dr. mulla adam ali, hindi language and literature, hindi alphabet with drawing, hindi alphabet pdf, hindi varnamala for childrens, hindi language, hindi varnamala practice for kids, https://www.drmullaadamali.com
How to Setup Warehouse & Location in Odoo 17 InventoryCeline George
In this slide, we'll explore how to set up warehouses and locations in Odoo 17 Inventory. This will help us manage our stock effectively, track inventory levels, and streamline warehouse operations.
ISO/IEC 27001, ISO/IEC 42001, and GDPR: Best Practices for Implementation and...PECB
Denis is a dynamic and results-driven Chief Information Officer (CIO) with a distinguished career spanning information systems analysis and technical project management. With a proven track record of spearheading the design and delivery of cutting-edge Information Management solutions, he has consistently elevated business operations, streamlined reporting functions, and maximized process efficiency.
Certified as an ISO/IEC 27001: Information Security Management Systems (ISMS) Lead Implementer, Data Protection Officer, and Cyber Risks Analyst, Denis brings a heightened focus on data security, privacy, and cyber resilience to every endeavor.
His expertise extends across a diverse spectrum of reporting, database, and web development applications, underpinned by an exceptional grasp of data storage and virtualization technologies. His proficiency in application testing, database administration, and data cleansing ensures seamless execution of complex projects.
What sets Denis apart is his comprehensive understanding of Business and Systems Analysis technologies, honed through involvement in all phases of the Software Development Lifecycle (SDLC). From meticulous requirements gathering to precise analysis, innovative design, rigorous development, thorough testing, and successful implementation, he has consistently delivered exceptional results.
Throughout his career, he has taken on multifaceted roles, from leading technical project management teams to owning solutions that drive operational excellence. His conscientious and proactive approach is unwavering, whether he is working independently or collaboratively within a team. His ability to connect with colleagues on a personal level underscores his commitment to fostering a harmonious and productive workplace environment.
Date: May 29, 2024
Tags: Information Security, ISO/IEC 27001, ISO/IEC 42001, Artificial Intelligence, GDPR
-------------------------------------------------------------------------------
Find out more about ISO training and certification services
Training: ISO/IEC 27001 Information Security Management System - EN | PECB
ISO/IEC 42001 Artificial Intelligence Management System - EN | PECB
General Data Protection Regulation (GDPR) - Training Courses - EN | PECB
Webinars: https://pecb.com/webinars
Article: https://pecb.com/article
-------------------------------------------------------------------------------
For more information about PECB:
Website: https://pecb.com/
LinkedIn: https://www.linkedin.com/company/pecb/
Facebook: https://www.facebook.com/PECBInternational/
Slideshare: http://www.slideshare.net/PECBCERTIFICATION
Strategies for Effective Upskilling is a presentation by Chinwendu Peace in a Your Skill Boost Masterclass organisation by the Excellence Foundation for South Sudan on 08th and 09th June 2024 from 1 PM to 3 PM on each day.
Chapter wise All Notes of First year Basic Civil Engineering.pptxDenish Jangid
Chapter wise All Notes of First year Basic Civil Engineering
Syllabus
Chapter-1
Introduction to objective, scope and outcome the subject
Chapter 2
Introduction: Scope and Specialization of Civil Engineering, Role of civil Engineer in Society, Impact of infrastructural development on economy of country.
Chapter 3
Surveying: Object Principles & Types of Surveying; Site Plans, Plans & Maps; Scales & Unit of different Measurements.
Linear Measurements: Instruments used. Linear Measurement by Tape, Ranging out Survey Lines and overcoming Obstructions; Measurements on sloping ground; Tape corrections, conventional symbols. Angular Measurements: Instruments used; Introduction to Compass Surveying, Bearings and Longitude & Latitude of a Line, Introduction to total station.
Levelling: Instrument used Object of levelling, Methods of levelling in brief, and Contour maps.
Chapter 4
Buildings: Selection of site for Buildings, Layout of Building Plan, Types of buildings, Plinth area, carpet area, floor space index, Introduction to building byelaws, concept of sun light & ventilation. Components of Buildings & their functions, Basic concept of R.C.C., Introduction to types of foundation
Chapter 5
Transportation: Introduction to Transportation Engineering; Traffic and Road Safety: Types and Characteristics of Various Modes of Transportation; Various Road Traffic Signs, Causes of Accidents and Road Safety Measures.
Chapter 6
Environmental Engineering: Environmental Pollution, Environmental Acts and Regulations, Functional Concepts of Ecology, Basics of Species, Biodiversity, Ecosystem, Hydrological Cycle; Chemical Cycles: Carbon, Nitrogen & Phosphorus; Energy Flow in Ecosystems.
Water Pollution: Water Quality standards, Introduction to Treatment & Disposal of Waste Water. Reuse and Saving of Water, Rain Water Harvesting. Solid Waste Management: Classification of Solid Waste, Collection, Transportation and Disposal of Solid. Recycling of Solid Waste: Energy Recovery, Sanitary Landfill, On-Site Sanitation. Air & Noise Pollution: Primary and Secondary air pollutants, Harmful effects of Air Pollution, Control of Air Pollution. . Noise Pollution Harmful Effects of noise pollution, control of noise pollution, Global warming & Climate Change, Ozone depletion, Greenhouse effect
Text Books:
1. Palancharmy, Basic Civil Engineering, McGraw Hill publishers.
2. Satheesh Gopi, Basic Civil Engineering, Pearson Publishers.
3. Ketki Rangwala Dalal, Essentials of Civil Engineering, Charotar Publishing House.
4. BCP, Surveying volume 1
Communicating effectively and consistently with students can help them feel at ease during their learning experience and provide the instructor with a communication trail to track the course's progress. This workshop will take you through constructing an engaging course container to facilitate effective communication.
spot a liar (Haiqa 146).pptx Technical writhing and presentation skills
Candidate 4 Marg Simpson – Current Position Sales Director, Ch.docx
1. Candidate 4: Marg Simpson – Current Position: Sales Director,
Chicago Office
Marg Simpson is recommended to fill the position of Director of
Research and Development. Marg Simpson is currently serving
as the Sales Director of the Chicago Office. Marg is being
suggested for the Director of Research and Development (R&D)
position. Although she has never lived abroad, she has had
direct interaction with the local Muslim community and has
taken time to learn some Arabic and believes that she can
continue to learn with help and time to study. Marg Simpson
understanding of the Muslim community has contributed to
several innovative approaches to increase sales within the
Chicago office. Marg is both motivated and skilled in regard to
her work ethic and business decision making. Marg sees
challenges as chances to find creative solutions to problems that
had not been previously considered. Her experience of
managing her team well, her adaptability, and being a people-
first person will make her able to work with the scientists and
experts across all departments and divisions. Research and
Development is essential for the future success of Biotech and
Marg has shown that she is capable of leading that division
successfully.
Reference:
Blanken, R. (2013, January/February). 8 Common Leadership
Styles. Retrieved November 18, 2018, from
https://www.asaecenter.org/resources/articles/an_magazine/201
3/january/8-common-leadership-styles
Walsh, P. (2014, May). Leading the way. Retrieved November
18, 2018, from http://www.harvardbusiness.org/blog/are-you-
strategic-thinker-test-yourself
2. Candidate 3 – Mohammad Darvish – Current position –
Marketing Manager, Homeopathic Division (Corporate
Headquarters)
Mohammad Darvish is proposed to fill the position of Executive
Director, North American Division. The candidate demonstrates
the importance of critical thinking and development.
Mohammad ability to understand and navigate Biotech’s
Homeopathic Division as proven to be crucial for the company.
Mohammad’s flexibility has aid to communicate effectively
throughout the division. The leadership style that Laissez-Faire
provide is vital in the Executive Director position. The
candidate determination to solve problems and make decisions
with collaboration prove to be effective. Researches
demonstrate that “contingency theory perspective supported that
there was no one ‘best’ way to structure and lead an
organization, the ‘best’ approach was contingent upon the
organizational context (Williams, & Naumann, 2017).”
Mohammad’s focus on teamwork as help the community be
expert problems solves. The committee is determined that
Mohammad Darvish is perfect for the Executive Director
position.
Candidate 5 – Rafael Mendez – Current Position – Director of
Sales, New Mexico
The committee projected that Rafael Mendez is the best
applicant for the Vice President of Headquarter Operations. The
candidate emphasizes the necessity of being a good listener
above anything else. Rafael ability to receive feedback and
improve on their basis has helped him grow from Biotech’s top
salesman to the Director of Sales and hopefully Vice President
of Headquarter Operations. Rafael ability to use resources
effectively and efficiently throughout other departments within
Biotech like Information Technical, R&D, and Human Resource
3. assistance his success in sales. The candidate demonstrates the
importance of balance between rules and deviation. Rafael
considers himself as a situational leader and that “involves co-
participation, mutual constitution, and sense-
making…developing coaching and mentoring skills, decision-
making skills, cultivating feedback, and developing social
skills” (Wright, 2017). Rafael’s cleverness to promote
motivation, professional interest, commitment and
responsiveness in oneself or others as made him and the Biotech
hugely successful. The committee is highly strongminded that
Rafael Mendez is the most exceptional candidate for the Vice
President of Headquarter Operations.
References
Williams, P., Ashill, N., & Naumann, E. (2017). Toward a
contingency theory of CRM adoption. Journal of Strategic
Marketing, 25(5/6), 454–474. https://doi-
org.ezproxy.umuc.edu/10.1080/0965254X.2016.1149211
Wright, E. S. (2017). Dialogic Development in the Situational
Leadership Style. Performance Improvement, 56(9), 27–31.
https://doi-org.ezproxy.umuc.edu/10.1002/pfi.21733
BMGT 365 Organizational Leadership Biotech Company Profile
1
Biotech Health and Life Products
Company Profile
Welcome to Biotech!
The assessment projects for this class will examine different
facets of the leadership
of Biotech Health and Life Products, Inc. You will be exploring
4. leadership within
Biotech with the driving question of “what skills does a Biotech
leader need to lead
the company now and in the future?”
History
Wilford Barney was a young apprentice working for Peter Ulan,
owner of a small
apothecary shop in Yonkers, New York. During his
apprenticeship, Barney created a
general energy elixir that was based on a home remedy of his
mother’s back in
Ireland. The elixir was produced specifically for many of Ulan’s
special customers.
Made of all natural ingredients the elixir provided B12 and
other vitamins to promote
a healthy immune system. The energy boost was noticeable after
only a week’s use.
The reputation of the elixir grew.
In 1922, Barney took over Ulan’s apothecary shop renaming the
business, Barney’s
Apothecary. At that time, Barney decided to bottle his elixir and
sell the formula to
everyone rather than selected customers. Barney also gave
bottles of the elixir to
local peddlers who sold the product along with their wares
receiving a commission on
each bottle they sold. By 1929, the product was well known in
Yonkers. Encouraged
by the success in Yonkers Barney decided to branch out to New
York City.
In 1932, Barney built a small manufacturing plant near the store
5. where he mixed and
bottled the elixir for sale. By 1934, Barney expanded sales by
putting the elixir in a
quarter of the apothecary shops in New York City. Sales were
booming and
customers inquired about other products that Barney’s had.
In 1936, Barney started a new product called Night Relief,
another of his mother’s
recipes. This product offered relief from night sweats and
anxiety caused by
menopausal symptoms or nerves. When this product proved a
“secret success” with
the ladies, Barney decided to bring his mother, Irene, from
Ireland, and put her to
work making new natural products. With his mother’s help,
Barney grew the business
into a small but successful manufacturer of natural “life
products”. Barney coined “life
products” because the products tracked natural life events in the
human body and
attempted to improve the customer’s discomfort in dealing with
them.
The name of the company was changed to Barney’s Elixir and
Life Products. The
business continued to grow and with his mother’s death in 1938
the company had a
gross revenue of $178,000 a year. The depression took a toll on
company profits
BMGT 365 Organizational Leadership Biotech Company Profile
6. 2
but people still needed the boosts to their health and were able
to afford Barney’s
products as opposed to the medicine offered by doctors and
hospitals. During World
War II the company supplied the troops with a natural caffeine
(Stay Clear) product
that would keep soldiers awake for long periods of time and
heighten their mental
alertness. Government contracts derived from Stay Clear
boosted the revenue of the
company considerably and ushered in a new wave of interest of
natural products.
By 1950 Barney turned over the reins of the daily operations of
the business to his
children but remained on the Board of his family owned
company. By this time, the
company had expanded its manufacturing plants and sales
nationally to include
Detroit, Michigan, Los Lunas, New Mexico, Chicago, Illinois
and Atlanta, Georgia.
The revenue of the company was now close to 2.5 million
dollars.
In the 1960’s the social climate in America had changed and
pharmaceutical
companies took on greater importance in the treatment of
people’s health. The
discovery of new drugs and better health care shifted the
confidence in the American
perspective away from natural products to traditional western
medicine. Although the
7. counter culture of America still supported natural supplements,
popularity for
Barney’s products waned.
In 1965, Wilford’s granddaughter, Geraldine, took over the
Research and
Development Department (R&D) after receiving a degree in
chemistry from Harvard.
She had been trained as a child by her grandmother, Wilford’s
mother, and knew how
the recipes should look. However, she had new ideas and with
the approach of the
1970’s, was ready to join the “Anjolie perfume commercial”
lifestyle depiction of a 70’s
women that “they could bring home the bacon and fry it up
too.”
Due to the downturn in sales by 1970, the company turned to
other countries for its
sales base. Starting in Germany and other European countries
where natural
products are highly credible, Barney began to license the sale of
the company’s
products to local manufacturers. The name recognition grew and
by the 1980’s the
company was grossing over 4 million dollars in gross sales. The
company moved to
overseas operations and manufactured in Germany. Wilford
Barney died in 1981
shortly after seeing his first grandchild, Maximillian Barney,
take over the President’s
positon of the company.
8. Studying the trends in the 1990’s about the resurgence of
natural health products
“Max” as he liked to be called, decided it was time for Barney’s
to focus on the new
interest in homeopathic and natural products especially at home
in America where
sales were static. In 1996, Max, wanting to get a sleeker and
more modern feel to the
company’s products changed the company name and logo. No
longer was Barney’s a
mom and pop operation but now were part of the Biotech
nutraceutical market.
Barney’s Elixir and Life Products was now Biotech Health and
Life Products. While
the products would continue to show the old Barney logo, for
name recognition the
new logo would take prominence on the packaging.
By 2000 the company was grossing about 1.1 billion in sales
with an increase in
market share. By 2012, Biotech had a 20% market share of the
supplement business
BMGT 365 Organizational Leadership Biotech Company Profile
3
with approximately $20 billions of sales. The growing interest
in the bio-nutraceutical
marketplace was catching the attention of the big
pharmaceutical companies. Glaxo,
Merke and Dupont began a massive shift to the new biotech
business products.
9. Currently sales for the company are at $35 billion. Maximillian
Barney is still
President and CEO. The stock is still held by the family and all
senior management
positions are held by family members.
Current Company Vision: To help provide everyone with the
healthiest life possible
in the most natural of ways.
Current Mission: To develop products that are safe, effective,
affordable and natural
with the customer’s health always their primary goal.
Current Fact Sheet
Headquarters Yonkers, New York
Worldwide web address www.biotechlife.com
President Maximillian Barney
2016 Gross Sales US$ 35 billion
Employees 35,000 in 6 countries worldwide
Manufacturer Operations
United States Detroit, Michigan, Los Lunas, New Mexico,
Chicago,
Illinois and Atlanta, Georgia
Europe Wittllch, Germany, Baltimore, Ireland
10. Asia Pacific Melbourne, Australia
Latin America and Caribbean Sao Paulo, Brazil
Canada
Product Lines
Major Competitors
Alberta, Canada
Protein and Fitness; Personal Care, Nutraceuticals,
Vitamins and Food Supplements
Protein and Fitness-GNC,
Personal Care- Nestle Skin Care- Galderma, SA;
Glaxo, Merke, General Mills.
Vitamins and Food Supplements- GNC, Natures Plus,
Natrol, Nature’s Way, Nature’s Bounty, Hain Celestial
Group, Inc, Schiff Nutrition International, Nestle,
General Mills, Now Foods and New Chapter
BMGT 365 Organizational Leadership Biotech Company Profile
4
BIOTECH BUSINESS PHILOSOPHY AND STRATEGY
Biotech has determined its long-term goal planning pattern
should be no longer than
3 years. Three years seems more flexible than the seven-year
planning pattern
11. previously used as change in the business climate is making it
imperative to be more
flexible. The need for innovation and competitive advantage
ideas are the main focus
for the next two years along with the company’s commitment to
becoming a triple
bottom line company. Sustainability both for profit and planet is
foremost in the minds
of the leadership. The development of a triple bottom line
company is in the best
interest of the company because of the need to keep a strong
natural product image
link to the community and the desire for the company to be
socially responsible.
Protection of the suppliers and control over product quality is
critical to the
development of a sound “life product.”
Current Growth Plans
Business and Sales
Biotech is looking to expand to Saudi Arabia in the next year.
Currently products sold
through European division but demand is great in the Arab
countries. Although the
company would like to sell in Israel as well, Arab countries are
seen as a more
lucrative expansion opportunity. Expansion of the production
capacity in Sao Paulo is
being considered as company can no longer keep up with sales
projections.
Product Development
12. Biotech is looking to develop its cosmetic and food lines.
Currently have lip balms but
seeks to make a line of lipsticks, foundation, powder, eye
makeup and cleaners from
natural ingredients. Development of natural flavorings and whey
products are under
consideration.
BMGT 365 Organizational Leadership Biotech Company Profile
5
BIOTECH’S CORE VALUES
The leadership of Biotech has identified four core values. These
values are used as
guidance in strategy, mission, and vision creation. They are:
Customer-Centricity,
Innovation, Knowledge, and Sustainability.
Customer-Centricity
Currently there is a company-wide accountability to the
customers and the entire
workforce is expected to provide an extraordinary customer
experience in every
product made. Customer relations are considered to be both
internal and external;
for those located at central Headquarters, those employees “out
in the field” are
considered just as much a customer as the person buying
Biotech’s products.
Innovation
13. Development of organizational structure and culture changes are
being made to
introduce more collaborative decision making as well as
bringing the divisions closer
together in the area of shared resources and communication.
Emphasis is to
encourage the exchange of ideas, create an environment that
fosters new ideas and
makes change easier in implementation.
Knowledge
Biotech is a firm whose foundation and history is deeply rooted
in research and
development. Using knowledge to lead change is at the heart of
Biotech’s value
system. Another aspect to knowledge is the “tribal knowledge”
that is inherently
known by the Barney family that lead the company, and their
long-time loyal
employees.
Sustainability
Currently, Biotech has commitments to build housing for
several communities in
Brazil and India where natural pharmaceutical ingredients are
produced. The program
reflects the company’s strong commitment to become a triple
bottom line company
by the year 2021, and its core value of sustainability. Biotech
defines sustainability
as both “for profit” and “for planet”.
14. BMGT 365 Organizational Leadership Biotech Company Profile
6
BIOTECH’S CURRENT CORPORATE CULTURE
Barney’s new image of a sleek, less clan-like organization has
resulted in a family
that is less than cohesive. Still, the family leaders are
committed to maintaining the
businesses’ cultural heritage because of the sense of unity and
belonging, and to
provide employees with a better understanding of the previous
generations and to
show how far the company has come. It is believed that the
cultural heritage of the
business demonstrates support for collaborative decision making
something the
company has successfully promoted throughout the
organization. The family sees its
employees as being customers and therefore encourages a
customer-centric culture.
Employees are encouraged to look at their work through the
perspective of the
customer and to make decisions using the customer’s viewpoint.
Biotech is concerned that the stateside organization is driving
the overseas divisions
and that new ideas are being encouraged because of the cultural
differences in staff.
Customer innovation workshops ran by the various divisions
have highlighted that
R&D in Europe and Australia are differences in customer
preferences from US
customer preferences. It is believed that US controlled
resources are ignoring
15. these product preferences and are thus impeding sales overseas.
Corporate leaders
are examining the matter in an attempt to answer this cultural
gap.
Current Organizational Structure
The company has a geographical division structure. However,
within each division is
a functional structure with production and sales at the hub.
R&D, HR, IT and Finance
have small staff in each division whose primary job is to liaise
with headquarters to
implement the decisions made.
Executive Director
South America
Division
Executive Director
North American
Division
Executive Director
European Division
Executive Directive
16. Asia Division
President and CEO Maximillian Barney
Housed in headquarters is the R&D, Purchasing, HR, IT, and
Finance Divisions
Candidate 1 - Jackie Johnson – Current Position - Director of
Purchasing
Jackie Johnson currently works as Director of Purchasing and
obtained this job right out serving in the military. She is a
graduate of UMUC's business administration program. Johnson
entered the interview room all smiles and with a firm
handshake. The interviewer admitted to being impressed by the
firm handshake and the constant eye contact throughout the
interview. Johnson was very prepared to discuss her future with
the company. She had completed extensive research on all four
geographic divisions prior to the interview. Johnson had also
spoken with current employees throughout Headquarters.
Johnson indicated that, as Director of Purchasing, she had
worked very hard to create a small business "subculture" within
her department. She felt that her employees were empowered to
make their own decisions, which freed her to think strategically
about purchasing for Biotech. She admits that this "free-rein"
approach to leadership has sometimes allowed her department to
have missteps in distribution with divisions outside of North
America. She has worked hard to overcome that image by
altering her leadership style according to the situation or the
employee she is dealing with.
Her approach to leading is to look for leadership opportunities
and encourage employees to act upon them, if possible.
Johnson believes she is positive about the future and while she
17. admits to only having worked in the purchasing department, she
feels that she can bring a big picture perspective to the
company, having worked with both suppliers and customers in
purchasing. When asked about her risk tolerance, she replied,
"I believe that is demonstrated in the small-business,
entrepreneurial subculture I created in purchasing. At the end
of the day, I'm more risk tolerant than cautious." Johnson said
she sees herself as a transformational leader. She feels that
good leadership is built on good relationships with followers.
Relational theory seems to make the most sense to her for the
21st century because people make change work, and leading
change is the future.
Candidate 2 - Henrietta Higgins – Current Position – Assistant
Director of Purchasing
Henrietta currently works at Biotech Headquarters in the
Purchasing Department. She is 28 years old with 3 years of
college. Henrietta is a business administration major, and
expects to graduate in about one year. She is friendly and has a
quiet demeanor. She does not tolerate much nonsense from
people, hates surprises, and wants people to be brief in talking
with her.
When asked what she likes about her current position, she
replied that she likes the feeling of a small-business that her
boss has created within the purchasing department. She
appreciates that it makes her feel in control in such an
environment. She likes the idea of the collaborative
environment of Biotech and responded well to the idea that her
opinions and suggestions were always welcome. However, she
expressed some concern that the youthful employees of IT, and
some other departments, had plenty of opinions but not a lot of
discipline in their work ethic. She has found that structure,
procedures and rules have worked better than asking for input.
When asked how her staff perceived her, she laughed and said
they called her a "Type A.". The interviewer noted that during
this statement, it was only one of two times during the interview
that she held his gaze for any length of time. When asked what
18. characteristics she thought a leader needed to possess to
succeed in the 21st century she replied, "…objective, practical,
controlled and fair." Higgins said her leadership style was
transactional but the interview was not sure if it was not more
authoritarian.
When asked what leadership theory she thought was most likely
to work in the 21st century her reply was "Great Man, because it
emphasizes the characteristics of a person like honesty and
trust." Higgins's knowledge of the business was sound but
when asked if anyone could be a leader she said no. It was up to
the position that a person holds. Higgins did understand that
sustainability was very important to the business. She said she
had some ideas on how to make the process aspects of Biotech
better and more efficient while saving cost. She also thought
that being eco-friendly was important but realized that was the
other meaning of the word sustainability in business.
Candidate 3 – Mohammad Darvish – Current position –
Marketing Manager, Homeopathic Division (Corporate
Headquarters)
Darvish currently manages the sales of the Homeopathic
Division. He enjoys working with a customer until they are
satisfied and regrets having to short change the time he spends
with customers today. He also feels that the company culture
has become more rigid over the past few years. When asked to
elaborate he responded, "Folks are scared of making mistakes.
If there has been anything I've been seeking to change in the
homeopathic division, it's that it's okay to make mistakes, as
long as we learn from them." When asked what characteristics
he thought a leader needed to succeed in the 21st century, he
replied, "…flexible, risk tolerant, insightful and honest."
He liked the collaborative culture of Biotech and showed signs
of having done his homework on the other divisions,
particularly Asia. Biotech, he said, would do well if the
company made sure that this division continued it existing
culture because it encouraged creativity.
When asked how he created followers among his employees,
19. Darvish replied that he liked to use incentive motivational
techniques and would sometimes empower workers if they
demonstrated the ability to take risks. Darvish said he was
sometimes a laisse-faire leader because it encouraged freedom
of thinking. He said he would solve problems largely through
"good teaming and collaboration". His said his favorite
leadership theory was contingency theory because it allowed
him to approach things by the situation. He liked to agree with
people and saw himself as being flexible. When asked how he
dealt with change, he replied, "In this business, if you're not
changing, you're dying."
Candidate 4 – Marg Simpson – Current position – Sales
Director, Chicago Office
Marg Simpson is 36 years old. She is a single mother of two.
She was a nurse for 8 years before coming to work at Biotech
in the marketing area of the sales division in Chicago. She has
been working for the company for four years. Her immediate
manager reported that Marg is highly motivated and competent
at her job. Her manager said that Marg's biggest asset is that
she "looked at challenges as opportunities and often found
creative solutions to problems that others had not considered."
Simpson's nursing years were spent at the University of Chicago
in Orlando Park. Surrounded by a large Muslim community the
hospital gave classes in Arabic and Simpson found it very
useful in her work to attend Arabic classes. She learned not
only how to carry on a conversation with non-English speaking
patients but the names of many drugs and over-the-counter
treatments. Simpson enjoyed her time in Orlando Park and
found the culture of the families very compatible with her own
ideas of family.
When asked if she was risk tolerant or risk averse, she
answered: "I occasionally reward risk taking in the work
environment. I do not think poorly planned risk is wise, but
sometimes you have to take a chance in sales. It is not for the
faint-hearted. But at the end of the day, I'd describe myself
more risk averse than tolerant."
20. Having read about the opportunity through the Biotech's HR
division website, Simpson was excited about the possibility of
moving her career forward. When asked if she were to relocate
to other regions, such as the Middle East, if it would present
problems for her, she only said. "Initially, but if I plan things
out well, surround myself with good people and learn about my
clients I am sure I could overcome the cultural drawbacks to
being a woman."
While she describes herself as being very familiar with Muslim
cultures, Simpson freely admits that she knows little about
Europe or South America. She has read some information and
thinks she could learn another language if she is given help and
the time needed to learn.
Simpson has many innovative ideas about increasing sales.
Simpson's evaluations are superior and she works well with her
team. Her colleagues suggest that she is flexible and a people-
first person. Her eye contact is good and she comes off as being
very authentic. She describes her leadership style as "a blend of
situational and transformational" and describes herself as a
relational leader. The interviewer noted that at times she
seemed to be more future oriented in her comments and may
need to worry more about the here and now when getting things
done.
Candidate 5 – Rafael Mendez – Current Position – Director of
Sales, New Mexico
Mendez currently is Director of the New Mexico sales division
at Biotech. He was Biotech's top salesman before taking over
the Director position. Mendez is 32 years old. A recent divorce
from his wife has made him eager to make a change in his
career. Mendez's wife was Brazilian. Mendez is fluent in
Portuguese. When asked if he was open to moving outside of the
United States, Mendez replied that he was "open to adventure."
He had not traveled excessively but had gone to Brazil
regularly with his wife when they were together. He was
familiar with the problems of a developing country.
Mendez enjoys working with customers and spends a lot of time
21. with them making sure they are satisfied. Darvish enjoys
Biotech's collaborative culture. He feels that one of the secrets
to his own sales success is the ability to coordinate with other
departments within Biotech, including purchasing, IT, R&D,
and HR. As part of his 360-degree performance appraisal, his
team gave him glowing reviews. He got equally high ratings
from the more senior (Baby Boomer) salespeople on his team as
the younger (millennial) salespeople.
When asked what characteristics he thought a leader needed to
succeed in the 21st century, he replied, "…you need to be a
good listener, first and foremost." He felt a good leader should
change rapidly in a crisis and should be direct and assertive
when dealing with people. When asked about the idea of
competitive edge he said "A leader has to worry about making
money every day. It is important to have immediate results for
all to see especially in sales. Even customers prefer to deal
with successful sales people than those that plod
along."
Mendez believes he could do well in another country if the
company ensured he received language and cultural training.
He knew that understanding how people thought about business
and their products was important but more likely the sale would
be clinched if he knew what was and wasn't good in the country
in which he was selling. He stated, "Knowing your clients is
everything in sales, so I suspect it is a very important part of
leadership at Biotech as well." When asked how he created
followers among his employees, Mendez replied that he liked to
have rules but room for deviation, and likes to provide
flexibility in the job while staying results-driven. Mendez said
he was a situational leader because it encouraged freedom, and
allowed him to use different leadership styles with a diverse
group of employees.