Fujio Mitarai Chairman and CEO of Canon has turned around C.pdf
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Fujio Mitarai, Chairman and CEO of Canon has turned around Canons fortunes and multiplied its net profit since becoming chairman and CEO at this global camera, printer and photostat machine maker. Mitarai has made many changes in Canon that reflects his conscientiousness and openness to experience. To revitalise Canon he needed to take bold steps by shutting down weak businesses and divisions and pushing employees to find ways to cut costs and for rewarding employees for increasing sales and profitability. His openness to experience has served him well all his life. As a child who only knew the Japanese language and culture, he longed to go overseas. After a few years in Canon Japan, he transferred to Canon New York where he served for 23 years, building the camera and copier business for canon in USA. Mitarais openness to both the Japanese and the American ways of managing has led him to be role model for other executives and he has been named one of Business Weeks Best Managers. For example, consistent with American practices, he believes in merit pay to reward high performers and consistent with Japanese practices, he values loyalty and lifetime employment. Rather than appoint outsiders to the board of directors, he prefers the contributions insiders can make. At the same time he empowers auditors to play a more active role in corporate governance. Mitarais openness to experience is pushing Canon in new directions. For example, he envisions by 2020, equipment used in medical fields will be a significant part of Canons business. Researchers in Canon are working with researchers in Japanese and American universities to create medical imaging technologies and Mitarai hopes to create a major Research and Development centre in United States to develop new technologies and products. Protecting the environment is also important for Mitarai. He says, We want to create a more environmentally friendly cycle for our products. Thus, Canon has built a new factory in United States to make toners and cartridges so that cartridges will no longer be needed to be shipped from Asia in ocean freighters that pollute the environment. Question 1 Using The Big Five Model of Personality, explain Fujio Mitarais personality. (30 marks) Question 2 Explain how Mitarai has integrated elements of American and Japanese culture in Canon. (30 marks) Question 3 Describe how Mitarais personality contributes to Canons success. (40 marks).
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Fujio Mitarai, Chairman and CEO of Canon has turned around Canon�s f.pdf
Fujio Mitarai, Chairman and CEO of Canon has turned around Canons fortunes and multiplied
its net profit since becoming chairman and CEO at this global camera, printer and photostat
machine maker. Mitarai has made many changes in Canon that reflects his conscientiousness and
openness to experience. To revitalise Canon he needed to take bold steps by shutting down weak
businesses and divisions and pushing employees to find ways to cut costs and for rewarding
employees for increasing sales and profitability.
His openness to experience has served him well all his life. As a child who only knew the
Japanese language and culture, he longed to go overseas. After a few years in Canon Japan, he
transferred to Canon New York where he served for 23 years, building the camera and copier
business for canon in USA.
Mitarais openness to both the Japanese and the American ways of managing has led him to be
role model for other executives and he has been named one of Business Weeks Best Managers.
For example, consistent with American practices, he believes in merit pay to reward high
performers and consistent with Japanese practices, he values loyalty and lifetime employment.
Rather than appoint outsiders to the board of directors, he prefers the contributions insiders can
make. At the same time he empowers auditors to play a more active role in corporate
governance.
Mitarais openness to experience is pushing Canon in new directions. For example, he envisions
by 2020, equipment used in medical fields will be a significant part of Canons business.
Researchers in Canon are working with researchers in Japanese and American universities to
create medical imaging technologies and Mitarai hopes to create a major Research and
Development centre in United States to develop new technologies and products.
Protecting the environment is also important for Mitarai. He says, We want to create a more
environmentally friendly cycle for our products. Thus, Canon has built a new factory in United
States to make toners and cartridges so that cartridges will no longer be needed to be shipped
from Asia in ocean freighters that pollute the environment.
(Source: adapted from George J.M, Jones G. R (2012) Understanding and managing
Organisational Behaviour, 6th edition, Pearson Education, pg 46)
Question 1
Using The Big Five Model of Personality, explain Fujio Mitarais personality. (30 marks)
Question 2
Explain how Mitarai has integrated elements of American and Japanese culture in Canon. (30
marks)
Question 3
Describe how Mitarais personality contributes to Canons success. (40 marks).
Final PaperThe final assignment for the course is a Final Paper .docx
Final Paper
The final assignment for the course is a Final Paper on two cases. The Final Paper should demonstrate understanding of the reading as well as the implications of new knowledge. The eight- to ten-page paper should integrate readings and course discussions into work and life experiences. It may include an explanation and examples from previous experiences as well as implications for future applications.
Read the case study at the end of Chapter 15 and the case study at the end of Chapter 16, and thoroughly answer all the following questions. Supplement your answers with scholarly research using the Ashford Online Library. Each case study should be addressed in four to five pages, resulting in a combined Final Paper of eight to ten pages.
Chapter 15 Case Study: The Realco Breadmaster
· Develop a master production schedule for the breadmaker. What do the projected ending inventory and available-to-promise numbers look like? Has Realco “overpromised”? In your view, should Realco update either the forecast or the production numbers?
· Comment on Jack’s approach to order promising. What are the advantages? The disadvantages? How would formal master scheduling improve this process? What organizational changes would be required?
· Following up on Question 2, which do you think is worse, refusing a customer’s order upfront because you don’t have the units available or accepting the order and then failing to deliver? What are the implications for master scheduling?
· Suppose Realco produces 20,000 breadmakers every week, rather than 40,000 every other week. According to the master schedule record, what impact would this have on average inventory levels?
Chapter 16 Case Study: A Bumpy Road for Toyota
· Is Toyota’s focus on quality consistent with the Lean philosophy? Can a firm actually follow the Lean philosophy without having a strong quality focus? Explain.
· Who are the “coordinators” referred to in the article? What role have they played in educating Toyota’s workforce in promoting the TPS (Toyota Production System) philosophy? Why are they so hard to replicate?
· According to Hajime Oba, what is wrong with Detroit’s approach to Lean? Based on your understanding of American auto manufacturers, do you agree or disagree?
· There is an old saying “Haste makes Waste.” How does this apply to what is happening in the Georgetown plant? What is Toyota doing about it?
The Final Paper:
· Must be eight to ten double-spaced pages in length (not including title and references pages) and formatted according to APA style as outlined in the Ashford Writing Center.
· Must include a separate title page with the following:
· Title of paper
· Student’s name
· Course name and number
· Instructor’s name
· Date submitted
· Must begin with an introductory paragraph that has a succinct thesis statement.
· Must address the topic of the paper with critical thought.
· Must end with a conclusion that reaffirms your thesis.
· Must use at least four schola ...
A Business Built To Last: A Case Study of Sony
A look at Sony demonstrates the role mission/vision/values alignment with objectives/strategies/tactics played in its rise to become a multinational corporate leader.
In 1946, on the heels of the end of World War II, the quality movement began in Japan. The country committed itself to become an economic superpower. Stating it is one thing, doing it is another.
1.As a critical thinker I stage I am at is in stage 1-2 around the.docx
1.As a critical thinker I stage I am at is in stage 1-2 around there. I think I am there because it is sort of truth as a dualism viewing something as wrong or right is something so true it will be either that as answer if I am taking a test for example. Another is binary thinking which is to choose between two possibility like asking myself what I should do after work play video game or go bed early. As a little relativism stage sometime viewing thing in my own opinion matter if it is true or not.
2. After reviewing the characteristics as a good Critical thinker. One of them I feel is my strength is research and inquiry skill because I am pretty good at that for example when I was going for an interview for a job I was able to get the work by having this skill. Also, when I was asking to make a presentation on a certain subject I use this skill to find what I needed to get the best score and it was useful too. another as my strength is creative problem solving because I could think fast for certain problem occur and can solve it example when I was in middle school someone try to jump off the building and I was quick to save him by calming him down asking him question and helpful advice and it save him. what I need to improve is analytical skill because I am not good and finding solution to sort of things I don't understand like mathematical problem find hard time to get it. To try to get better at it I just must practice more and study it much. Last that I need to improve is open minded skepticism because sometimes I doubt a little to certain question and the possibility of knowledge of certain kind. Trying to get better at it is by really read it carefully to see if it is really something that is real or not.
Crises at Toyota and Your Client Company
In this discussion, review Gerondeau's 2015 article, "How Toyota Recovered From a
Huge Crisis. What Can Be Learned From It." (as found in this unit's Studies). Respond to
some or all of the following questions:
o How might Toyota have improved its response to this crisis?
o How does the crisis described in this article relate to the difficulties your client
company is facing?
o What else have you learned in this unit's readings and resources that is relevant
to your own Operations Improvement Plan project?
Resources
o Discussion Participation Scoring Guide.
o How Toyota Recovered From a Huge Crisis. What Can Be Learned From It.
Posted on September 23, 2015 (https://thethirdroad.com/?p=280) by ggerondeau
(https://thethirdroad.com/?author=1)
Starting in 2009, Toyota was hit by one of the biggest series of recalls in the
automotive history. Even though it was later proven that there was no intention from
Toyota to hide anything and that eventually it was established no defect affected the
electronics of the car, the damage to the company’s reputation and business was huge.
In 2007, Toyota had become the number one automotive maker in the world. This
fan.
Canon
It is a ppt with information taken from various sites and other sources. It is mu college project. For more ppt mail me at supriyamimo@gmail.com
closing case Panasonic and Japan’s Changing CultureEstablished.docx
closing case: Panasonic and Japan’s Changing Culture
Established in 1920, the consumer electronics giant Panasonic was at the forefront of the rise of Japan to the status of major economic power during the 1970s and 1980s (before 2009 Panasonic was known as Matsushita). Like many other long-standing Japanese businesses, Panasonic was regarded as a bastion of traditional Japanese values based on strong group identification, reciprocal obligations, and loyalty to the company. Several commentators attributed Panasonic’s success, and that of the Japanese economy, to the existence of Confucian values in the workplace. At Panasonic, employees were taken care of by the company from “cradle to the grave.” Panasonic provided them with a wide range of benefits including cheap housing, guaranteed lifetime employment, seniority-based pay systems, and generous retirement bonuses. In return, Panasonic expected, and got, loyalty and hard work from its employees. To Japan’s postwar generation, struggling to recover from the humiliation of defeat, it seemed like a fair bargain. The employees worked hard for the greater good of Panasonic, and Panasonic reciprocated by bestowing “blessings” on employees.
However, culture does not stay constant. According to some observers, the generation born after 1964 lacked the same commitment to traditional Japanese values as their parents. They grew up in a world that was richer, where Western ideas were beginning to make themselves felt, and where the possibilities seemed greater. They did not want to be tied to a company for life, to be a “salaryman.” These trends came to the fore in the 1990s when the Japanese economy entered a prolonged economic slump. As the decade progressed, one Japanese firm after another was forced to change its traditional ways of doing business. Slowly at first, troubled companies started to lay off older workers, effectively abandoning lifetime employment guarantees. As younger people saw this happening, they concluded that loyalty to a company might not be reciprocated, effectively undermining one of the central bargains made in postwar Japan.
Panasonic was one of the last companies to turn its back on Japanese traditions, but in 1998, after years of poor performance, it began to modify traditional practices. The principle agents of change were a group of managers who had extensive experience in Panasonic’s overseas operations, and included Kunio Nakamura, who became the chief executive of Panasonic in 2000.
First, Panasonic changed the pay scheme for its 11,000 managers. In the past, the traditional twice-a-year bonuses had been based almost entirely on seniority, but now Panasonic said they would be based on performance. In 1999, Panasonic announced this process would be made transparent; managers would be shown what their performance rankings were and how these fed into pay bonuses. As elementary as this might sound in the West, for Panasonic it represented the beginning of a revolution in .
Running Head INNOVATION AND BUSINESS 1INNOVAT.docx
Running Head: INNOVATION AND BUSINESS 1
INNOVATION AND BUSINESS
Innovation and the Market
Louie Borrayo
Brian Glennon
Daniel Lapikas
Jared Linscombe
University of Phoenix
PDB17BSB03
MGT/411
Dr. Jay Deb
29 January 2019
Innovation and the Market
Companies may start and seem to succeed but for the success to be sustained, innovation is necessary. This is because as time goes by things change and so does the market world people want new things that are more efficient (Frishammar, 2015). When this is not the case with a company, the CEO’s job is easy, but the company will be at the risk of failing because change and innovation are both inevitable.
One example of a company that failed to innovate and is at the verge of close down is the Kodak Film Company. There was a time that the Kodak film dominated the film industry but because it refused to innovate other companies came into the market and took over. The Kodak Film Company had the chance to be the leaders of the digital industry but was in denial that times had changed and the digital error was taking over (Frishammar, 2015). It is said that the Kodak Company is the one that invented the first digital camera, but the managers could not approve it because they were too focused on the success of the company that they missed the great digital revolution. Kodak problem was they did not move fast enough into the digital world, which caused them to be technological discontinued. This company was declared bankrupt in 2012. Kodak had been failing to keep up their business and profits even before the digital revolution when Fuji started doing a better job using the old technology, the roll-film business ("Barriers To Change: The Real Reason Behind The Kodak Downfall", 2012).
Another company that went through the same is the Nokia Company. It was among the most successful companies in the early 1990s for creating the first cellular phone. Nokia was a universal leader in the business of mobile phones. When the internet landed Nokia failed to understand that data was the future. That in the future people will prefer silent communication over voice in this case text messages and emails (Frishammar, 2015). Instead of developing software Nokia focused on the hardware side with the fear that if they changed a lot the current users will get affected. They dint want to risk and lead in the change. They believed in their brand so much that they thought even if they came after others, they would take over but by the time they decided to compete with the touch screen it was too late they could not come up with products that were competitive enough to compete with the iPhone that had been launched by Steve Jobs. Surowiecki (2013), Nokia was known as an engineering company, but needed more market savvy ideas, in order to keep up with its competition.
The other company that failed in the innovation part is Yahoo. Around 2005 Yahoo was a big fish in the online advertising.
Recommended
Fujio Mitarai, Chairman and CEO of Canon has turned around Canon�s f.pdf
Fujio Mitarai, Chairman and CEO of Canon has turned around Canons fortunes and multiplied
its net profit since becoming chairman and CEO at this global camera, printer and photostat
machine maker. Mitarai has made many changes in Canon that reflects his conscientiousness and
openness to experience. To revitalise Canon he needed to take bold steps by shutting down weak
businesses and divisions and pushing employees to find ways to cut costs and for rewarding
employees for increasing sales and profitability.
His openness to experience has served him well all his life. As a child who only knew the
Japanese language and culture, he longed to go overseas. After a few years in Canon Japan, he
transferred to Canon New York where he served for 23 years, building the camera and copier
business for canon in USA.
Mitarais openness to both the Japanese and the American ways of managing has led him to be
role model for other executives and he has been named one of Business Weeks Best Managers.
For example, consistent with American practices, he believes in merit pay to reward high
performers and consistent with Japanese practices, he values loyalty and lifetime employment.
Rather than appoint outsiders to the board of directors, he prefers the contributions insiders can
make. At the same time he empowers auditors to play a more active role in corporate
governance.
Mitarais openness to experience is pushing Canon in new directions. For example, he envisions
by 2020, equipment used in medical fields will be a significant part of Canons business.
Researchers in Canon are working with researchers in Japanese and American universities to
create medical imaging technologies and Mitarai hopes to create a major Research and
Development centre in United States to develop new technologies and products.
Protecting the environment is also important for Mitarai. He says, We want to create a more
environmentally friendly cycle for our products. Thus, Canon has built a new factory in United
States to make toners and cartridges so that cartridges will no longer be needed to be shipped
from Asia in ocean freighters that pollute the environment.
(Source: adapted from George J.M, Jones G. R (2012) Understanding and managing
Organisational Behaviour, 6th edition, Pearson Education, pg 46)
Question 1
Using The Big Five Model of Personality, explain Fujio Mitarais personality. (30 marks)
Question 2
Explain how Mitarai has integrated elements of American and Japanese culture in Canon. (30
marks)
Question 3
Describe how Mitarais personality contributes to Canons success. (40 marks).
Final PaperThe final assignment for the course is a Final Paper .docx
Final Paper
The final assignment for the course is a Final Paper on two cases. The Final Paper should demonstrate understanding of the reading as well as the implications of new knowledge. The eight- to ten-page paper should integrate readings and course discussions into work and life experiences. It may include an explanation and examples from previous experiences as well as implications for future applications.
Read the case study at the end of Chapter 15 and the case study at the end of Chapter 16, and thoroughly answer all the following questions. Supplement your answers with scholarly research using the Ashford Online Library. Each case study should be addressed in four to five pages, resulting in a combined Final Paper of eight to ten pages.
Chapter 15 Case Study: The Realco Breadmaster
· Develop a master production schedule for the breadmaker. What do the projected ending inventory and available-to-promise numbers look like? Has Realco “overpromised”? In your view, should Realco update either the forecast or the production numbers?
· Comment on Jack’s approach to order promising. What are the advantages? The disadvantages? How would formal master scheduling improve this process? What organizational changes would be required?
· Following up on Question 2, which do you think is worse, refusing a customer’s order upfront because you don’t have the units available or accepting the order and then failing to deliver? What are the implications for master scheduling?
· Suppose Realco produces 20,000 breadmakers every week, rather than 40,000 every other week. According to the master schedule record, what impact would this have on average inventory levels?
Chapter 16 Case Study: A Bumpy Road for Toyota
· Is Toyota’s focus on quality consistent with the Lean philosophy? Can a firm actually follow the Lean philosophy without having a strong quality focus? Explain.
· Who are the “coordinators” referred to in the article? What role have they played in educating Toyota’s workforce in promoting the TPS (Toyota Production System) philosophy? Why are they so hard to replicate?
· According to Hajime Oba, what is wrong with Detroit’s approach to Lean? Based on your understanding of American auto manufacturers, do you agree or disagree?
· There is an old saying “Haste makes Waste.” How does this apply to what is happening in the Georgetown plant? What is Toyota doing about it?
The Final Paper:
· Must be eight to ten double-spaced pages in length (not including title and references pages) and formatted according to APA style as outlined in the Ashford Writing Center.
· Must include a separate title page with the following:
· Title of paper
· Student’s name
· Course name and number
· Instructor’s name
· Date submitted
· Must begin with an introductory paragraph that has a succinct thesis statement.
· Must address the topic of the paper with critical thought.
· Must end with a conclusion that reaffirms your thesis.
· Must use at least four schola ...
A Business Built To Last: A Case Study of Sony
A look at Sony demonstrates the role mission/vision/values alignment with objectives/strategies/tactics played in its rise to become a multinational corporate leader.
In 1946, on the heels of the end of World War II, the quality movement began in Japan. The country committed itself to become an economic superpower. Stating it is one thing, doing it is another.
1.As a critical thinker I stage I am at is in stage 1-2 around the.docx
1.As a critical thinker I stage I am at is in stage 1-2 around there. I think I am there because it is sort of truth as a dualism viewing something as wrong or right is something so true it will be either that as answer if I am taking a test for example. Another is binary thinking which is to choose between two possibility like asking myself what I should do after work play video game or go bed early. As a little relativism stage sometime viewing thing in my own opinion matter if it is true or not.
2. After reviewing the characteristics as a good Critical thinker. One of them I feel is my strength is research and inquiry skill because I am pretty good at that for example when I was going for an interview for a job I was able to get the work by having this skill. Also, when I was asking to make a presentation on a certain subject I use this skill to find what I needed to get the best score and it was useful too. another as my strength is creative problem solving because I could think fast for certain problem occur and can solve it example when I was in middle school someone try to jump off the building and I was quick to save him by calming him down asking him question and helpful advice and it save him. what I need to improve is analytical skill because I am not good and finding solution to sort of things I don't understand like mathematical problem find hard time to get it. To try to get better at it I just must practice more and study it much. Last that I need to improve is open minded skepticism because sometimes I doubt a little to certain question and the possibility of knowledge of certain kind. Trying to get better at it is by really read it carefully to see if it is really something that is real or not.
Crises at Toyota and Your Client Company
In this discussion, review Gerondeau's 2015 article, "How Toyota Recovered From a
Huge Crisis. What Can Be Learned From It." (as found in this unit's Studies). Respond to
some or all of the following questions:
o How might Toyota have improved its response to this crisis?
o How does the crisis described in this article relate to the difficulties your client
company is facing?
o What else have you learned in this unit's readings and resources that is relevant
to your own Operations Improvement Plan project?
Resources
o Discussion Participation Scoring Guide.
o How Toyota Recovered From a Huge Crisis. What Can Be Learned From It.
Posted on September 23, 2015 (https://thethirdroad.com/?p=280) by ggerondeau
(https://thethirdroad.com/?author=1)
Starting in 2009, Toyota was hit by one of the biggest series of recalls in the
automotive history. Even though it was later proven that there was no intention from
Toyota to hide anything and that eventually it was established no defect affected the
electronics of the car, the damage to the company’s reputation and business was huge.
In 2007, Toyota had become the number one automotive maker in the world. This
fan.
Canon
It is a ppt with information taken from various sites and other sources. It is mu college project. For more ppt mail me at supriyamimo@gmail.com
closing case Panasonic and Japan’s Changing CultureEstablished.docx
closing case: Panasonic and Japan’s Changing Culture
Established in 1920, the consumer electronics giant Panasonic was at the forefront of the rise of Japan to the status of major economic power during the 1970s and 1980s (before 2009 Panasonic was known as Matsushita). Like many other long-standing Japanese businesses, Panasonic was regarded as a bastion of traditional Japanese values based on strong group identification, reciprocal obligations, and loyalty to the company. Several commentators attributed Panasonic’s success, and that of the Japanese economy, to the existence of Confucian values in the workplace. At Panasonic, employees were taken care of by the company from “cradle to the grave.” Panasonic provided them with a wide range of benefits including cheap housing, guaranteed lifetime employment, seniority-based pay systems, and generous retirement bonuses. In return, Panasonic expected, and got, loyalty and hard work from its employees. To Japan’s postwar generation, struggling to recover from the humiliation of defeat, it seemed like a fair bargain. The employees worked hard for the greater good of Panasonic, and Panasonic reciprocated by bestowing “blessings” on employees.
However, culture does not stay constant. According to some observers, the generation born after 1964 lacked the same commitment to traditional Japanese values as their parents. They grew up in a world that was richer, where Western ideas were beginning to make themselves felt, and where the possibilities seemed greater. They did not want to be tied to a company for life, to be a “salaryman.” These trends came to the fore in the 1990s when the Japanese economy entered a prolonged economic slump. As the decade progressed, one Japanese firm after another was forced to change its traditional ways of doing business. Slowly at first, troubled companies started to lay off older workers, effectively abandoning lifetime employment guarantees. As younger people saw this happening, they concluded that loyalty to a company might not be reciprocated, effectively undermining one of the central bargains made in postwar Japan.
Panasonic was one of the last companies to turn its back on Japanese traditions, but in 1998, after years of poor performance, it began to modify traditional practices. The principle agents of change were a group of managers who had extensive experience in Panasonic’s overseas operations, and included Kunio Nakamura, who became the chief executive of Panasonic in 2000.
First, Panasonic changed the pay scheme for its 11,000 managers. In the past, the traditional twice-a-year bonuses had been based almost entirely on seniority, but now Panasonic said they would be based on performance. In 1999, Panasonic announced this process would be made transparent; managers would be shown what their performance rankings were and how these fed into pay bonuses. As elementary as this might sound in the West, for Panasonic it represented the beginning of a revolution in .
Running Head INNOVATION AND BUSINESS 1INNOVAT.docx
Running Head: INNOVATION AND BUSINESS 1
INNOVATION AND BUSINESS
Innovation and the Market
Louie Borrayo
Brian Glennon
Daniel Lapikas
Jared Linscombe
University of Phoenix
PDB17BSB03
MGT/411
Dr. Jay Deb
29 January 2019
Innovation and the Market
Companies may start and seem to succeed but for the success to be sustained, innovation is necessary. This is because as time goes by things change and so does the market world people want new things that are more efficient (Frishammar, 2015). When this is not the case with a company, the CEO’s job is easy, but the company will be at the risk of failing because change and innovation are both inevitable.
One example of a company that failed to innovate and is at the verge of close down is the Kodak Film Company. There was a time that the Kodak film dominated the film industry but because it refused to innovate other companies came into the market and took over. The Kodak Film Company had the chance to be the leaders of the digital industry but was in denial that times had changed and the digital error was taking over (Frishammar, 2015). It is said that the Kodak Company is the one that invented the first digital camera, but the managers could not approve it because they were too focused on the success of the company that they missed the great digital revolution. Kodak problem was they did not move fast enough into the digital world, which caused them to be technological discontinued. This company was declared bankrupt in 2012. Kodak had been failing to keep up their business and profits even before the digital revolution when Fuji started doing a better job using the old technology, the roll-film business ("Barriers To Change: The Real Reason Behind The Kodak Downfall", 2012).
Another company that went through the same is the Nokia Company. It was among the most successful companies in the early 1990s for creating the first cellular phone. Nokia was a universal leader in the business of mobile phones. When the internet landed Nokia failed to understand that data was the future. That in the future people will prefer silent communication over voice in this case text messages and emails (Frishammar, 2015). Instead of developing software Nokia focused on the hardware side with the fear that if they changed a lot the current users will get affected. They dint want to risk and lead in the change. They believed in their brand so much that they thought even if they came after others, they would take over but by the time they decided to compete with the touch screen it was too late they could not come up with products that were competitive enough to compete with the iPhone that had been launched by Steve Jobs. Surowiecki (2013), Nokia was known as an engineering company, but needed more market savvy ideas, in order to keep up with its competition.
The other company that failed in the innovation part is Yahoo. Around 2005 Yahoo was a big fish in the online advertising.
What is Kata? Toyota’s Karate Concept for Lean Continuous Improvement and Coa...
Kata methodology can improve business performance by up to 75%. Learn how to employ Kata for your business today.
International business
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Japanese Marketing Case Study34
Driving innovation brought us much distinctive prosperity, not only having a fun, but carrying, communicating, further lifestyle, business scheme. In terms of marketing experiences, automobile has been usually arguing among the professionals. Elaborative marketing plot is intricately injected into the mutually blood. We can see respectively character on their history.
Toyota case individual project 1
Toyota Corporation developed the lean production concept that made it an industry leader in area of productivity and quality. The advantages that the system presented propelled the corporation to the top of the industry. However, Toyota appears to be losing its position as the most productive company in the automobile industry. It is also experiencing difficulties dealing with competition. The main problem in Toyota’s case is that the company is losing its competitiveness. This paper examines the causes of this problem using model such as PEST, Five Forces Analysis, Value Chain Analysis, Resource-Based-View and the industry fitness landscape. The paper also identifies alternative strategic options that Toyota can use to address the competitiveness problem. The paper recommends that Toyota adopts the Blue Ocean Strategy as this strategy will guarantee sustainable source of competitive advantage for Toyota.
Knowledge management and talent management at TOYOTA
Knowledge management and talent management at TOYOTA with the Cycle of Struggle and Firefighting.
3033IBA, Managing People in the Global Economy Goal Number.docx
3033IBA, Managing People in the Global Economy
Goal Number: 3
Objective 3.1 Demonstrate an understanding of and application of major theories, models and tools for analysing and
interpreting real world domestic and global issues
Criteria Standards
Excellent Very Good Good Satisfactory Unsatisfactory
1. Ability to reflect
on and identify key
issues in a given ‘real
world’ scenario.
Demonstrates
comprehensive and
detailed
understanding of key
issues in a given ‘real
world’ scenario.
Demonstrates high
competence in
understanding key
issues in a given ‘real
world’ scenario.
Demonstrates a
sound ability to
understand key
issues in a given ‘real
world’ scenario.
Demonstrates an
adequate ability to
understand key
issues in a given ‘real
world’ scenario.
Demonstrates little
or no ability to
understand key
issues in a given ‘real
world’ scenario.
2. Ability to reflect
on identify and apply
correct theoretical
frameworks, models
and tools to a given
‘real world’ scenario.
Deep reflection and
complex links made
from theory to the
scenario.
Deep reflection and
general links made
from theory to the
scenario.
Reasonable
reflection as
demonstrated by the
ability to reflect on
the 'what' and 'why'
of the scenario.
Basic reflective skills
as demonstrated by
the ability to reflect
on the 'what' but not
'why' of the scenario.
Little or no
demonstrated
reflection or
application of theory
presented.
3. Written
communication skills.
Convincing and
inspired argument
presented in written
form with few or no
errors.
Very good written
communication skills.
The argument is
clearly stated and
grammatical aspects
are covered at a high
level.
Quite good written
communication skills.
The argument is
stated in a
reasonably clear
manner and
grammatical aspects
are covered at a
quite good level.
Generally able to
express ideas and
argument in a
satisfactory manner.
Partially adequate
though not fully
developed
grammatical skills.
Limited written
communication skills.
3033IBA
Case Study* Reflective Journal
Marking criteria
TOTAL POSSIBLE MARKS
Criteria 1.
Ability to reflect on and
identify key issues in a given
‘real world’ scenario.
Case study A – 2 marks
Case study B – 2 marks
Case study C – 2 marks
Total marks criteria 1:
6
Criteria 2
Ability to reflect on identify
and apply correct
theoretical frameworks,
models and tools to a given
‘real world’ scenario.
Case study A – 3 marks
Case study B – 3 marks
Case study C – 3 marks
Total marks criteria 2:
9
Criteria 3.
Written communication
skills, including:
Ability to state
argument
Grammar & general
readability
Referencing
Ability to write within
word limits**
Total marks criteria 3:
5
TOTAL POSSIBLE MARKS 20
Notes:
* The case study being examined is the IHRM scenario for that workshop.
** The word li ...
Given 100000 to invest construct a valueweighted portfol.pdf
Given $100,000 to invest, construct a value-weighted portfolio of the four stocks listed below.
(Click on the following icon in order to copy its contents into a spreadsheet.) Enter the portfolio
weight below: (Round to two decimal places).
Give the total song length for all songs as minutes and seco.pdf
Give the total song length for all songs as minutes and seconds for each AlbumID. Format the
total length to show it in two columns: one for the total minutes and one for the remaining total
seconds. You should have three columns in your results: minutes, seconds, and AlbumID. Order
the results by the total song length from longest to shortest..
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International business
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Japanese Marketing Case Study34
Driving innovation brought us much distinctive prosperity, not only having a fun, but carrying, communicating, further lifestyle, business scheme. In terms of marketing experiences, automobile has been usually arguing among the professionals. Elaborative marketing plot is intricately injected into the mutually blood. We can see respectively character on their history.
Toyota case individual project 1
Toyota Corporation developed the lean production concept that made it an industry leader in area of productivity and quality. The advantages that the system presented propelled the corporation to the top of the industry. However, Toyota appears to be losing its position as the most productive company in the automobile industry. It is also experiencing difficulties dealing with competition. The main problem in Toyota’s case is that the company is losing its competitiveness. This paper examines the causes of this problem using model such as PEST, Five Forces Analysis, Value Chain Analysis, Resource-Based-View and the industry fitness landscape. The paper also identifies alternative strategic options that Toyota can use to address the competitiveness problem. The paper recommends that Toyota adopts the Blue Ocean Strategy as this strategy will guarantee sustainable source of competitive advantage for Toyota.
Knowledge management and talent management at TOYOTA
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3033IBA, Managing People in the Global Economy Goal Number.docx
3033IBA, Managing People in the Global Economy
Goal Number: 3
Objective 3.1 Demonstrate an understanding of and application of major theories, models and tools for analysing and
interpreting real world domestic and global issues
Criteria Standards
Excellent Very Good Good Satisfactory Unsatisfactory
1. Ability to reflect
on and identify key
issues in a given ‘real
world’ scenario.
Demonstrates
comprehensive and
detailed
understanding of key
issues in a given ‘real
world’ scenario.
Demonstrates high
competence in
understanding key
issues in a given ‘real
world’ scenario.
Demonstrates a
sound ability to
understand key
issues in a given ‘real
world’ scenario.
Demonstrates an
adequate ability to
understand key
issues in a given ‘real
world’ scenario.
Demonstrates little
or no ability to
understand key
issues in a given ‘real
world’ scenario.
2. Ability to reflect
on identify and apply
correct theoretical
frameworks, models
and tools to a given
‘real world’ scenario.
Deep reflection and
complex links made
from theory to the
scenario.
Deep reflection and
general links made
from theory to the
scenario.
Reasonable
reflection as
demonstrated by the
ability to reflect on
the 'what' and 'why'
of the scenario.
Basic reflective skills
as demonstrated by
the ability to reflect
on the 'what' but not
'why' of the scenario.
Little or no
demonstrated
reflection or
application of theory
presented.
3. Written
communication skills.
Convincing and
inspired argument
presented in written
form with few or no
errors.
Very good written
communication skills.
The argument is
clearly stated and
grammatical aspects
are covered at a high
level.
Quite good written
communication skills.
The argument is
stated in a
reasonably clear
manner and
grammatical aspects
are covered at a
quite good level.
Generally able to
express ideas and
argument in a
satisfactory manner.
Partially adequate
though not fully
developed
grammatical skills.
Limited written
communication skills.
3033IBA
Case Study* Reflective Journal
Marking criteria
TOTAL POSSIBLE MARKS
Criteria 1.
Ability to reflect on and
identify key issues in a given
‘real world’ scenario.
Case study A – 2 marks
Case study B – 2 marks
Case study C – 2 marks
Total marks criteria 1:
6
Criteria 2
Ability to reflect on identify
and apply correct
theoretical frameworks,
models and tools to a given
‘real world’ scenario.
Case study A – 3 marks
Case study B – 3 marks
Case study C – 3 marks
Total marks criteria 2:
9
Criteria 3.
Written communication
skills, including:
Ability to state
argument
Grammar & general
readability
Referencing
Ability to write within
word limits**
Total marks criteria 3:
5
TOTAL POSSIBLE MARKS 20
Notes:
* The case study being examined is the IHRM scenario for that workshop.
** The word li ...
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b.Odawa
c.Cherokee
d ojibway
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una verdad
b.Falso
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una verdad
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Digital Tools and AI for Teaching Learning and Research
This Presentation in details discusses on Digital Tools and AI for Teaching Learning and Research
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A Strategic Approach: GenAI in Education
Artificial Intelligence (AI) technologies such as Generative AI, Image Generators and Large Language Models have had a dramatic impact on teaching, learning and assessment over the past 18 months. The most immediate threat AI posed was to Academic Integrity with Higher Education Institutes (HEIs) focusing their efforts on combating the use of GenAI in assessment. Guidelines were developed for staff and students, policies put in place too. Innovative educators have forged paths in the use of Generative AI for teaching, learning and assessments leading to pockets of transformation springing up across HEIs, often with little or no top-down guidance, support or direction.
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- 1. Fujio Mitarai, Chairman and CEO of Canon has turned around Canons fortunes and multiplied its net profit since becoming chairman and CEO at this global camera, printer and photostat machine maker. Mitarai has made many changes in Canon that reflects his conscientiousness and openness to experience. To revitalise Canon he needed to take bold steps by shutting down weak businesses and divisions and pushing employees to find ways to cut costs and for rewarding employees for increasing sales and profitability. His openness to experience has served him well all his life. As a child who only knew the Japanese language and culture, he longed to go overseas. After a few years in Canon Japan, he transferred to Canon New York where he served for 23 years, building the camera and copier business for canon in USA. Mitarais openness to both the Japanese and the American ways of managing has led him to be role model for other executives and he has been named one of Business Weeks Best Managers. For example, consistent with American practices, he believes in merit pay to reward high performers and consistent with Japanese practices, he values loyalty and lifetime employment. Rather than appoint outsiders to the board of directors, he prefers the contributions insiders can make. At the same time he empowers auditors to play a more active role in corporate governance. Mitarais openness to experience is pushing Canon in new directions. For example, he envisions by 2020, equipment used in medical fields will be a significant part of Canons business. Researchers in Canon are working with researchers in Japanese and American universities to create medical imaging technologies and Mitarai hopes to create a major Research and Development centre in United States to develop new technologies and products. Protecting the environment is also important for Mitarai. He says, We want to create a more environmentally friendly cycle for our products. Thus, Canon has built a new factory in United States to make toners and cartridges so that cartridges will no longer be needed to be shipped from Asia in ocean freighters that pollute the environment. Question 1 Using The Big Five Model of Personality, explain Fujio Mitarais personality. (30 marks) Question 2 Explain how Mitarai has integrated elements of American and Japanese culture in Canon. (30 marks) Question 3 Describe how Mitarais personality contributes to Canons success. (40 marks)