Coca-Cola has struggled with a number of ethical crises over the last ten years that have hurt its financial performance and reputation. Issues have included a product contamination scare in Europe, allegations of racial discrimination by employees, and accusations of manipulating a market test conducted for Burger King. Leadership turnover and the resignation of a major investor were partly attributed to the company's failures to overcome these challenges.
Coca-Cola is the world's largest beverage company. It considers stakeholders such as shareholders, employees, customers, and communities in its business. The company focuses on the triple bottom line of financial performance, social responsibility, and environmental stewardship. Coca-Cola implements various corporate social responsibility initiatives including ethical, altruistic, and strategic CSR. Its long-term focus on stakeholders and CSR has contributed to the company's success over many decades.
Coca-Cola was created in 1886 in Atlanta, Georgia by John Pemberton. Asa Candler later bought the formula and founded The Coca-Cola Company. Over time, Coca-Cola expanded globally and diversified its product portfolio. Today, Coca-Cola is the largest beverage company in the world and sells more than 1 billion drinks per day across its portfolio of 500+ brands in over 200 countries. Coca-Cola has become one of the most recognizable brands globally through effective marketing strategies around product, price, placement, and promotion over its 135+ year history.
This document summarizes the marketing strategies of Coca-Cola. It discusses Coca-Cola's evolution since 1886, their expansion into new markets globally to find new opportunities. It describes Coca-Cola's iconic logo designed in 1885 and their universal marketing strategy focused on acceptability, affordability and availability. Coca-Cola has built one of the largest distribution networks in the world to ensure their products are ubiquitous. Their global advertising emphasizes youth and energy through memorable slogans to gain social acceptance.
The document summarizes a case study about allegations against Coca-Cola in India in 2003. The Centre for Science and Environment issued a report claiming that 12 major drink brands sold in Delhi, including Coca-Cola drinks, contained pesticide residues. The report also alleged that Coca-Cola caused water shortages by extracting groundwater and polluted local water sources with wastewater discharge. Coca-Cola denied the allegations.
Coca-Cola is one of the most well-known brands globally and the largest beverage company in the world. It operates in over 200 countries with over 84,000 suppliers, generating over 70% of its income from non-US sources. Through strategic advertising campaigns featuring memorable slogans and songs, along with sponsoring major sporting events, Coca-Cola has grown into a multi-billion dollar business over the past century, though its global expansion was not without challenges from countries banning its products. The company has succeeded through customizing products to meet local needs and tastes in different markets.
Fils-Aime 13
Valdirene Fils-Aime
Michael Matvichuk
CMGMT 4140 -- Strategic Management
Project: Five-Step Strategic Management Plan Analysis
Coca-Cola Company in the beverages industry
Step I. Corporate Mission and Goals
Brief history of the background and evolution of the organization
Coca-Cola Company is the manufacturer of Coke or Coca-Cola soft drinks. The company was founded in 1886 by John Pemberton. He was inspired by his curiosity as he stirred up a fragrant, caramel-colored liquid that he brought down to a place called Jacobs’ Pharmacy. There he added carbonated water and let several customers sample the new concoction. Although John Pemberton invented Coca-Cola, which is a carbonated soft drink, he later sold it to businessman Asa Griggs Candler, whose smart marketing tactics made the soft drinks to dominate the world of beverages in the entire 20th century. During the introduction stage into the market, the company used to sell nine drinks in Atlanta per day, but currently it is selling more than 19400 beverages every second around the globe (Moran). Its advertising strategies have changed to reach greater markets. Today Coca-Cola is one of the best-known brands around the world. However, when the company started, it used free coupons to promote its product. When Griggs Candler acquired the company, his budget to promote the product was $11,000. In 2011, the company allocated $4 billion for the marketing of its products (Moran). Also, over the decades the bottling of the beverages has changed to differentiate it from other close substitutes. These changes have also been seen in the company logos.
Mission and Vision
Coca-Cola has aimed to maximize its profit while keeping long-term sustainable growth in the beverage industry. The mission statement of the company states that it aims to refresh the world, inspire the moments of happiness and optimism, and create value and build a difference in the world. The vision of the company is their road map and acts as a guide to every aspect of their business by explaining what ought to be accomplished to achieve sustainable and quality growth around the world. It appears that the vision of Coca-Cola consists of 6 P’s which are people, portfolio, partners, planet, profit, and productivity. The company’s values include integrity, collaboration, accountability, diversity, leadership, passion, and quality (“Mission, Vision & Values”). The winning culture of the company explains its behaviors and attitudes that will make their vision 2020 a reality.
General Structure and Leadership Style
The organizational structure of the company is structured in such a way that it operates smoothly, and the growth of the company is enhanced. The company is composed of fifteen board members who include the CEO of the company James Quincey. The board members are all divided, and each of the board heads several other committees. Currently, the company is now divided into three regional groups, which include ...
The Coca-Cola Company produced and manufactured a carbonated soft drink as a regular beverage namely Coca-Cola or Coke. It was invented by John Stith Pemberton in Atlanta, Georgia in the late 19th century. The beverage was originally marketed as an abstention drink planned to be as a patent medicine.
Coca-Cola is the world's largest beverage company. It considers stakeholders such as shareholders, employees, customers, and communities in its business. The company focuses on the triple bottom line of financial performance, social responsibility, and environmental stewardship. Coca-Cola implements various corporate social responsibility initiatives including ethical, altruistic, and strategic CSR. Its long-term focus on stakeholders and CSR has contributed to the company's success over many decades.
Coca-Cola was created in 1886 in Atlanta, Georgia by John Pemberton. Asa Candler later bought the formula and founded The Coca-Cola Company. Over time, Coca-Cola expanded globally and diversified its product portfolio. Today, Coca-Cola is the largest beverage company in the world and sells more than 1 billion drinks per day across its portfolio of 500+ brands in over 200 countries. Coca-Cola has become one of the most recognizable brands globally through effective marketing strategies around product, price, placement, and promotion over its 135+ year history.
This document summarizes the marketing strategies of Coca-Cola. It discusses Coca-Cola's evolution since 1886, their expansion into new markets globally to find new opportunities. It describes Coca-Cola's iconic logo designed in 1885 and their universal marketing strategy focused on acceptability, affordability and availability. Coca-Cola has built one of the largest distribution networks in the world to ensure their products are ubiquitous. Their global advertising emphasizes youth and energy through memorable slogans to gain social acceptance.
The document summarizes a case study about allegations against Coca-Cola in India in 2003. The Centre for Science and Environment issued a report claiming that 12 major drink brands sold in Delhi, including Coca-Cola drinks, contained pesticide residues. The report also alleged that Coca-Cola caused water shortages by extracting groundwater and polluted local water sources with wastewater discharge. Coca-Cola denied the allegations.
Coca-Cola is one of the most well-known brands globally and the largest beverage company in the world. It operates in over 200 countries with over 84,000 suppliers, generating over 70% of its income from non-US sources. Through strategic advertising campaigns featuring memorable slogans and songs, along with sponsoring major sporting events, Coca-Cola has grown into a multi-billion dollar business over the past century, though its global expansion was not without challenges from countries banning its products. The company has succeeded through customizing products to meet local needs and tastes in different markets.
Fils-Aime 13
Valdirene Fils-Aime
Michael Matvichuk
CMGMT 4140 -- Strategic Management
Project: Five-Step Strategic Management Plan Analysis
Coca-Cola Company in the beverages industry
Step I. Corporate Mission and Goals
Brief history of the background and evolution of the organization
Coca-Cola Company is the manufacturer of Coke or Coca-Cola soft drinks. The company was founded in 1886 by John Pemberton. He was inspired by his curiosity as he stirred up a fragrant, caramel-colored liquid that he brought down to a place called Jacobs’ Pharmacy. There he added carbonated water and let several customers sample the new concoction. Although John Pemberton invented Coca-Cola, which is a carbonated soft drink, he later sold it to businessman Asa Griggs Candler, whose smart marketing tactics made the soft drinks to dominate the world of beverages in the entire 20th century. During the introduction stage into the market, the company used to sell nine drinks in Atlanta per day, but currently it is selling more than 19400 beverages every second around the globe (Moran). Its advertising strategies have changed to reach greater markets. Today Coca-Cola is one of the best-known brands around the world. However, when the company started, it used free coupons to promote its product. When Griggs Candler acquired the company, his budget to promote the product was $11,000. In 2011, the company allocated $4 billion for the marketing of its products (Moran). Also, over the decades the bottling of the beverages has changed to differentiate it from other close substitutes. These changes have also been seen in the company logos.
Mission and Vision
Coca-Cola has aimed to maximize its profit while keeping long-term sustainable growth in the beverage industry. The mission statement of the company states that it aims to refresh the world, inspire the moments of happiness and optimism, and create value and build a difference in the world. The vision of the company is their road map and acts as a guide to every aspect of their business by explaining what ought to be accomplished to achieve sustainable and quality growth around the world. It appears that the vision of Coca-Cola consists of 6 P’s which are people, portfolio, partners, planet, profit, and productivity. The company’s values include integrity, collaboration, accountability, diversity, leadership, passion, and quality (“Mission, Vision & Values”). The winning culture of the company explains its behaviors and attitudes that will make their vision 2020 a reality.
General Structure and Leadership Style
The organizational structure of the company is structured in such a way that it operates smoothly, and the growth of the company is enhanced. The company is composed of fifteen board members who include the CEO of the company James Quincey. The board members are all divided, and each of the board heads several other committees. Currently, the company is now divided into three regional groups, which include ...
The Coca-Cola Company produced and manufactured a carbonated soft drink as a regular beverage namely Coca-Cola or Coke. It was invented by John Stith Pemberton in Atlanta, Georgia in the late 19th century. The beverage was originally marketed as an abstention drink planned to be as a patent medicine.
Here is a swot analysis of Cocacola company Done on 2014, basing on Information found on the internet,, it will be usefull for people out there, especially for students who will have this kind of assignment
Coca-Cola was created in 1886 in Atlanta, Georgia by Dr. John Pemberton and became one of the world's most popular and recognizable brands. It grew from modest beginnings selling 9 drinks per day to becoming a global corporation selling over 1.5 billion drinks daily in over 200 countries. Coca-Cola uses marketing strategies like dominating fountain sales in fast food restaurants and testing new packaging like curved cans to promote brand recognition and sales growth worldwide.
This document provides an overview of Coca-Cola Company in 3 sentences:
Coca-Cola Company is the world's largest beverage company offering over 400 brands of sparkling and still beverages including its flagship brand Coca-Cola. It operates through a franchising model with bottling partners around the world and has a diverse portfolio, global supply chain, and marketing strategy to maintain its leading market position. The document outlines Coca-Cola's history, brands, production process, departments, markets like India, strategies and SWOT analysis.
This document provides an overview of Coca-Cola, including its history, brands, production process, departments, and operations in India. It discusses that Coca-Cola was invented in 1886 and is now the largest beverage company in the world. It owns several top soft drink brands and has a diverse portfolio of over 400 beverage brands. Coca-Cola uses a franchising model where it sells concentrate to bottlers who produce and distribute the final drinks. The document also describes Coca-Cola's mission, vision, values and the 5 P's of its growth manifesto.
The document provides information about Coca-Cola Company's history, products, vision, mission, values, target markets, factors affecting sales, and supply chain process. Some key details include: Coca-Cola was founded in 1886 and currently offers over 500 brands worldwide; its vision includes being the best place to work and presenting quality beverage brands; major target markets are young generations; factors influencing sales include income, competitors, and weather; its supply chain involves customers, retailers, distributors, plants, and suppliers.
Coca Cola Income Statement
- Coca Cola is the world's largest beverage company offering over 500 sparkling and still drink brands worldwide.
- The document analyzes Coca Cola's gross profit margin and net profit margin from 2010-2012, finding gross profit margin decreased each year while net profit margin decreased from 2010-2011 but increased from 2011-2012.
- It also provides background on Coca Cola's experimentation and founding in 1886 by Dr. John Pemberton and discusses its growth into a global brand under subsequent leadership.
Coca-Cola has built a strong global brand through effective advertising strategies over time. The company started with ads in the late 1800s promoting Coca-Cola as a refreshing drink. During World War II, ads showed soldiers enjoying Coca-Cola to boost morale. More recent ads focus on emotional connections, portraying Coke as part of happy family moments. Coca-Cola's advertising evolution effectively positioned the brand as an iconic symbol of American culture and values worldwide through various historical periods.
Total product satisfaction at retailers’ levelPrateek Gahlot
The document provides an overview of the Coca-Cola Company's global operations and history. Some key points:
- Coca-Cola was founded in 1886 and is the world's largest beverage company, operating in over 200 countries.
- The first Coca-Cola bottling occurred in 1894 and the first bottling agreement was established in 1899, leading to rapid expansion across the US in the early 1900s and globally thereafter.
- Today Coca-Cola produces nearly 400 brands and has a diverse network of bottling partners around the world to produce and distribute its products locally.
Coca-Cola is a globally recognized carbonated soft drink sold in over 200 countries. Originally developed as a patent medicine in the late 19th century, Coca-Cola's marketing strategies led by Asa Griggs Candler helped it dominate the soft drink market in the 20th century. Coca-Cola produces concentrate that is sold to licensed bottlers who produce and distribute the final drink. Over the decades, Coca-Cola has established strong brand equity through extensive marketing, sponsorship of sports and events, and product line extensions like Diet Coke and Coca-Cola Zero that maintain brand relevance while expanding offerings. The company emphasizes brand loyalty and accessibility through its distribution network to remain the leading soft drink brand worldwide.
This document provides an overview and marketing plan for Coca Cola presented by students at Baluchistan University of Information Technology and Management Sciences. It includes an introduction to Coca Cola as the world's largest beverage company with over 500 brands. The marketing plan examines Coca Cola's situation, industry analysis, SWOT analysis, objectives, and strategies. It aims to create strong brand awareness for Coca Cola and expand its global market share of nonalcoholic drinks.
This document provides a summary of the marketing strategies of Coca-Cola based on a research project report. It discusses Coca-Cola's history and operations in India. Coca-Cola acquired several popular Indian brands in 1993 which helped rapidly introduce its international brands. The document outlines Coca-Cola's 3A strategy to increase availability, acceptability, and awareness among consumers. It also describes some of Coca-Cola's major brands like Coca-Cola, Diet Coke, Fanta, Limca, Maaza, Sprite, and Thumps Up and the company's commitments to the Indian brands. The creative advertisements of some brands focusing on their unique tastes and personalities are also highlighted.
Project on the Coca Cola Company. Created by Pramod KshirsagarPramod Kshirsagar
The Coca-Cola Company is an American multinational beverage corporation and manufacturer, retailer, and marketer of nonalcoholic beverage concentrates and syrups. Founded in 1886 in Atlanta, Georgia, Coca-Cola owns or licenses more than 500 brands and serves over 1.7 billion servings each day in over 200 countries. The company operates the world's largest beverage distribution system and has a market capitalization of over $150 billion.
coke company assignment by maria naeem and my friendsmariajan8
The document is a report submitted by a group of students to their professor on the Coca Cola Company. It includes an introduction, history of the company, operations in Pakistan, background information, SWOT analysis, and outlines the various departments within the company such as commercial, sales, supply, finance, and HR. The report was prepared to help the professor understand Coca Cola's business environment and fulfill the assignment requirements.
Coca-Cola has been using social media successfully for over a decade. They have official presences on Facebook, Twitter, YouTube, Flickr and other platforms. On Facebook, they have over 24 million likes and use their page to engage fans through contests and by sharing promotional content. Their Twitter also has hundreds of thousands of followers and they tweet daily. Videos are a major part of their YouTube and Facebook strategies. Overall, Coca-Cola takes an interactive approach across platforms to promote their brand and products while building connections with customers.
NT2580 Week 1 Understanding IT Infrastructure Security An.docxhenrymartin15260
NT2580: Week 1 Understanding IT Infrastructure Security
Analysis 1.1
Case Study
1
In March 2010, 28 year-old Albert Gonzalez was sentenced to 20 years in federal prison for breaching
security measures at several well-known retailers and stealing millions of credit card numbers, which he then
resold across a variety of shadow “carding” Web sites. Using a fairly simple packet sniffer, Gonzalez was able
to steal payment card transaction data in real time, which he then parked on blind servers in places such as
Latvia and Ukraine—countries formerly part of the Soviet Union. Gonzalez named his activities “Operation
Get Rich or Die Tryin'” and lived a lavish lifestyle by selling stolen credit card information. He was eventually
tracked down by the U.S. Secret Service, which was investigating the stolen card ring. Operation Get Rich or
Die Tryin' took place for more than two years and cost major retailers, such as TJX, OfficeMax, Barnes &
Noble, Heartland, and Hannaford, more than $200 million in losses and recovery costs. It is the largest
computer crime case ever prosecuted.
At first glance, Operation Get Rich or Die Tryin' seems to be an open-and-shut case. A hacker commits a
series of cybercrimes, is caught, and is successfully prosecuted. Fault and blame are assigned to the
cybercriminal, and justice is served for the corporations and the millions of people whose credit card
information was compromised.
Unless you ask the shareholders, banking partners, and some customers of TJX, who filed a series of class-
action lawsuits against the company claiming that the “high-level deficiencies” in its security practices make it
at least partially responsible for the damages caused by Albert Gonzalez and his accomplices. The lawsuits
point out, for example, that the packet sniffer Gonzalez attached to the TJX network went unnoticed for more
than seven months. Court documents also indicate that TJX failed to notice more than 80 GB of stored data
being transferred from its servers using TJX’s own high-speed network. Finally, an audit performed by TJX’s
payment-card processing partners found that it was noncompliant with 9 of the 12 requirements for secure
payment card transactions. TJX’s core information security policies were found to be so ineffective that the
judge presiding over sentencing hearing of Gonzalez reviewed them to determine whether TJX’s damages
claim against him of $171 million is valid.
Apart from lawsuits, TJX faced a serious backlash from customers and the media when the details of the
scope of the breaches trickled out. Customers reacted angrily when they learned that nearly six weeks had
passed between the discovery of the breach and its notification to the public. News organizations ran
headline stories that painted a picture of TJX as a clueless and uncaring company. Consumer organizations
openly warned people not to shop at TJX stores. TJX’s reputation and brand.
This document discusses a technology plan for Ace Real Estate Agency located in Kodiak, Alaska. The agency plans to utilize social media, microblogging, and e-commerce to gain customers and sell homes more effectively than competitors. Microsoft Dynamic CRM is selected as the customer relationship management software to track customers, provide good service, and streamline key processes like offline data access and instant messaging. The software will be used on Windows desktops and Apple iPads to give agents mobile accessibility while showing homes to customers.
NT2580 Week 4 Hardening a NetworkAnalysis 4.2Availability, In.docxhenrymartin15260
NT2580: Week 4 Hardening a Network
Analysis 4.2
Availability, Integrity, or Confidentiality (A-I-C)
Instructions:
Given the network security applications and countermeasures in the first column of the table below, explore answers to the following questions:
· Where does the countermeasure belong in the seven domains of a typical IT infrastructure?
· What CIA functions does the countermeasure provide?
Provide your answers in the table below.
Network Security Applications and Countermeasures
Domains
CIA Function
Ethical hacker
Intrusion detection system/intrusion prevention system (IDS/IPS)
Access controls
Failover server
Automatic updates
Cryptography
Data backups
Logon rights
Computer cluster
Firewalls
Proxies
Antivirus scanners
As a reminder, the seven domains of a typical IT infrastructure include the following domains:
1. User Domain: Actual users
1. Workstation Domain: Workstations, laptops, and end-point devices, such as smartphones and printers
1. LAN Domain: Physical and logical LAN technologies—100 Mbps/1000 Mbps switched Ethernet, 802.11-family of wireless LAN technologies—used to support workstation connectivity to the organization’s network infrastructure
1. LAN-to-WAN Domain: Routers, firewalls, demilitarized zones (DMZs), and IDS/IPS
1. WAN Domain: Routers, circuits, switches, firewalls, gateways, and equivalent gear at remote locations, sometimes under a managed service offering by the service provider
1. Remote access Domain: Virtual private networks (VPNs), laptops with VPN software, and secured socket layer/VPN (SSL/VPN) tunnels
1. System/Application Domain: Hardware, operating system software, database software, client/server applications, and data that are typically housed in the organization’s data center and computer rooms
Representation of the Seven Domains of a Typical IT Infrastructure
1
.
NTNU, May 2009 ntnu.nocbm 1 LEARNING AND MEMORY .docxhenrymartin15260
NTNU, May 2009 ntnu.no/cb
m
1
LEARNING AND MEMORY
- Cellular and molecular mechanisms
Øyvind Høydal
NTNU, May 2009 ntnu.no/cb
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What is learning and memory?
Learning can be defined as acquisition of new
knowledge or skills and/or changes in behaviour as
a result of experience.
Memory refers to the storage and retrieval of
learned knowledge, skills or behaviours.
NTNU, May 2009 ntnu.no/cb
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3
NTNU, May 2009 ntnu.no/cb
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Information and skills are stored within the networks
of neurons in the brain.
When we learn, changes take place that alters the way
neurons communicate with eachother.
Can you guess what changes take place?
NTNU, May 2009 ntnu.no/cb
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Cellular plasticity in learning
and memory
The efficacy of signalling between neurons are altered.
New synapses form
New neurons?
NTNU, May 2009 ntnu.no/cb
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Aplysia californica as a model system for
cellular learning and memory
Studying cellular mechanisms for learning and memory in the mammalian
brain is a formidable challenge due to the enormous number of neurons and
the complexity of synaptic connections.
Aplysia californica is an advantagous model organism because:
- Neurons are quite few (20 000) and can be identified in the circuit.
- Neurons are rather big, making them readily accessable
for in vivo intracellular recordings
NTNU, May 2009 ntnu.no/cb
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The gill-siphon reflex in aplysia offers a great
opportunity to link changes in neurons and
synapses with a behavioral output.
When a mechanical stimulus
is applied to the siphon, the
slug responds by withdrawing
its gill.
NTNU, May 2009 ntnu.no/cb
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Gill-siphon-withdrawal reflex
S
M
Tactile
NTNU, May 2009 ntnu.no/cb
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The synapse and some common forms of short-
term synaptic plasticity
Synaptic facilitation: rapid increase in synaptic strength when two APs arrive at the axon terminal
within a short interval of time. Increased Ca+ -influx causes more transmitter substance to be
released.
Synaptic depression: neurotransmitter release decline with sustained stimulation. A possible
mechanism might be depletion of neurotransmitter-containing vesicles in the presynaptic neuron.
Augementation (acts over seconds) and potentation (post-tetanic, acts over minutes) are other forms
of short-term plasticity that enhance transmitter release due to prolonged and increased Ca+ levels.
NMDA
AMPA
AMPA
Na+
AP
Ca+ Ca+ Ca
+
Na+
Na+
NTNU, May 2009 ntnu.no/cb
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Habituation in Aplysia
Habituation: reduced response to a stimulus that is neither harmful nor
beneficial.
In Aplysia: if the siphon is touched repeatedly, the snail will eventually stop
withdrawing its gill.
The response in the sensory neuron is mostly unchanged, so the habituating
effect on behaviour is likely to be mediated by a.
nowHow to be Army StrongI was 18 years old when I saw my fa.docxhenrymartin15260
now
How to be Army Strong
I was 18 years old when I saw my favorite uncle in his uniform. I could see how much respect he got and how strong of a man he was and I wanted that for myself. I asked him how could I become strong like he was. He said to me, it’s not going to be an easy job. I would have to leave my family, friends and everything behind to fight for my country Saudi Arabia.
The first thing I needed was talk with a recruiter. He tried to make me see how difficult this walk was going to be. I believed the hard work would make me strong just like my uncle. We started off with a whole lot of questions. I filled out many different types of paperwork. The paper work included: criminal background checks, medical history, family history, and job history. I had to take a test to see if I was smart enough for the army. I think it was similar to the test soldiers take in America. It asked questions from basic mechanics, computers, cooking, and all general studies. Its purpose was to find out what job I could choose. I passed the test and then I was able to pick a job. I had my pick of a lot of different jobs but I chose to be a machine gunner. Then, after I chose my job, I signed my contract. After that, I was told to come back in two weeks for a drug test and medical test to see if I was fit for the Army. I had to do psychological testing and the doctor checked everything on my body I received my stamp and it was on to basic training.
The second step in becoming Army strong is going to basic training. There are three phases to go through. I arrived to the training camp called Reception. At Reception I received all of my equipment and clothing. I was assigned to the company where I would learn all about being a soldier. The first day I received a haircut and was taught how to properly exercise and gain strength of my body by doing Physical Training. I started learning how to run long distances and how to breathe the right way so I would not get too tired. I did not enjoy ring but I had to do it. After that I issued a M16 Assault Rifle. I took training classes on how to clean, fix and shoot. The next step was learning about the history of the Army and all the things it takes to make up a true soldier. I went through many field exercises where I learned about teamwork. The men were like brothers; we helped each other like a family I participated in rappelling, nuclear biological defense and weapons training. The next step was learning drill, which is how I am supposed to present my self in parades, when we march and at funerals. After that we learned tactics and techniques to stay alive. Then I learned medical training. I had to learn CPR, Heimlich maneuver, wound care and many other forms of medical procedures. The next stage I learned was radio communication. Radio communication is how I can communicate with other soldiers on a mission in the field. Then I learned combat fighting. I used bayonets, padded sticks and hand and hand comba.
NR-351 Transitions in Professional NursingWebsite Evaluation T.docxhenrymartin15260
NR-351: Transitions in Professional Nursing
Website Evaluation Template
Student Name:Date:
Directions:
1. Carefully read the Website Evaluation Guidelines found in Doc Sharing. This provides specific details on how to complete this assignment.
2. Rename this document by clicking “Save As.” Change the file name so it reads Your Last Name Website Evaluation.docx. For example, if your last name is Smith, type “Smith Website Evaluation.docx”.
3. Save the document in a file format compatible with Microsoft Word 2010 or later.
4. Type your name and date at the top of this template.
5. Type your answers directly on the saved and renamed template. Follow all instructions. Save frequently to prevent loss of your work.
6. Submit to the Dropbox by the end of Week 6, Sunday at 11:59 p.m. MT.
7. Post questions about this assignment to the Q & A Forum so your classmates can read the advice, too. You may also e-mail questions to your instructor.
Item instructions:
Type your answers below:
General Information:
State the search engine used to locate the website and the URL of the homepage of the selected website.
URL must link to homepage when copied or clicked.
Authority:
Describe the reasons this website would be considered a reliable resource for information on the topic. Include contact information (group name, address, and phone number).
Information:
Describe information presented on the website including all of the main headings of the site. Describe accuracy and thoroughness of information and how you made this determination.
Objectivity:
Explain how content does or does not represent bias based on advertising and sponsorship.
Ease of Navigation:
Discuss the ease of use of this website for healthcare professionals and for lay persons. Differentiate the ease of navigation for each of these two groups.
Usefulness:
Describe how useful the information on this website is for healthcare professionals and for lay persons. Differentiate usefulness for each of these two groups.
Website Evaluation Template.docx Revised 2/9/2013 cjm
1
Website Evaluation GuidelinesPurpose
The purpose of this assignment is to allow the learner to demonstrate effective strategies for evaluation of credible scholarly websites. Course Outcomes
This assignment enables the student to meet the following course outcomes.
1. Demonstrate effective verbal, written, and technological communication using legal and ethical standards for transferring knowledge. (PO #3)
2. Use leadership strategies that promote quality nursing practice and increase collaboration with other disciplines when planning comprehensive care for individuals and groups. (PO #2)
4. Integrate critical thinking and judgment in professional decision-making in collaboration with faculty and peers. (PO #4)
6. Relate application of the legal and ethical requirements of nursing laws and standards to interactions with faculty, peers, and.
Ntc 362 Week 2, Integrative Network Design Project , Part 1By Alucard1990 | Studymode.com
Kudler Fine Foods Network Overview
Name
University of Phoenix
NTC 362
Date
Instructor
Upon reviewing Kudler Fine Food network, it has been determined that a major network overhaul will need to be conducted to make sure that Kudler is brought up to speed with the latest technology. This is very important because if Kudler is unable to keep up with the technological advances then the company will fall behind. Making sure that Kudler is not only able to keep up with the advances with network systems it is also important to install the proper systems so that no money is wasted. What is meant by this is that if the improper systems and storage units are installed to only handle data over the next year this is only going to force Kudler to spend more money in upgrades in the future. This is why it is vital to install the proper systems that will provide room for future network expansion without having to waste money on unnecessary upgrades. The following is a list of problem areas with the Kudler network: • 56K modems provide slow connections speeds
• Host systems at all site running Window 98 – over 10 years old • Windows NT servers are at the Delmar and Lajolla sites – over 10 years old. • The XLS servers at the Delmar and Lajolla sites are running Office 97 – over 15 years old. • The Novell Servers at the Delmar and Lajolla sites are running this was released in 1994. – over almost 20 years old. • All sites have a stand lone ups system that will need upgraded to provide a redundant power supply to support new systems.
One of the first things that were noticed was that fact that all of the sites are still running 56k modems. This is an old technology and is only hindering the speed between each site. Having the proper connection speed is vital to provide real time updates not only for the profits made each day, but providing the inventory updates on the products that are sold so that those items can be restocked without waiting. These modems will be removed to make the way for the new wide area network and within each site there will be a wireless local area network. The WAN will link all of the site networks together which will in turn boost the network speed and the way employees communicate. The communication aspect of the new network will incorporate a VoIP system and will be managed at one central location. “The great thing about VoIP is that it taps additional value from the already existing infrastructure without additional costs” This will provide the highest quality of phone network will saving on the cost of out phone services.
Another issue that issue that is hindering the speed and efficiency on the network is the fact that all the host systems being used within all the sites are Windows 98. These systems are well over ten years old and a.
NTHEMIND OF GREATCOMPANIESBy Scott BlanchardThe.docxhenrymartin15260
NTHE
MIND OF GREAT
COMPANIES?
By Scott Blanchard
T
he old saying, "money isn't
everything," rings hollow in
today's business world.
where rninute-by-minute
stock quotes scroll across
our computer monitors, and
careers are won or lost based
on Wall Street's analysis of a
company's perforniance. Throw in giob-
al competition, outdated products and
services, increased costs, corporate silos
and other business challenges, and it's
no wonder that tnatiy of today's compa-
nies focus solely on their bottom line,
ofteti at the expense of customer service
and employee satisfaction.
It need not be this way. Great compa
nies focus on more than one bottom
line when gauging their perforniance.
Ttiey choose to be not only the invest-
ment of choice, but also the provider of
choice for their products or services, as
well as the employer of choice for work-
ers in their industry. By looking beyond
immediate, short term results and focus-
ing on strategies to make their compa-
nies successful for the long-term, they
recognize challenges sooner, identify
solutions more quickly and deliver re-
sults ahead of their competitors. In short,
they learn to lead at a higher level.
A clear warning sign that your busi-
ness is trapped in a short-term mindset
is the presence of an "either/or" philoso-
phy. Managers either believe they can
achieve profitability or they can develop
a great workplace, but not both. These
leaders don't always take morale and job
satisfaction into consideration. Their
focus is only their financial bottom line.
From there, it's a short leap to the false
notion tlrat making money is the sole
reason to be in business.
A NEW APPROACH
Contrary to the either/or philosophy,
leading at a higher level requires man-
agers to embrace a "both/and" approach.
In great companies, the development of
people is of equal importance to finan-
cial performance. As a result, the focus
is on long-term results and human satis-
faction. Accordingly, great companies
begin by both creating and nurturing a
vision of the future, and then measuring
progress against that vision.
There are three questions to ask,
which represent the main components
of a corporate vision. By focusing on
these questions, companies are more
likely to ensure they don't lose sight of
their path to success. They are:
• What business are you in? This will
help you identify your company's signif-
icant purpose.
• What will the future look like if you
are successful?
• What guides your behavior and deci-
sions on a daily basis? This will help
you identify clear values.
Great companies keep al! three of
these ideas clearly in mind and make
necessary course corrections when they
realize they are off track.
The next step is to create a corporate
culture that both reflects and reinforces
the corporate vision. The culture con-
sists of the values, attitudes, beliefs,
behaviors and practices of the organiza-
tion's members. Culture is an organiza-
tion's personality, and it can help or hin-
.
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Coca-Cola was created in 1886 in Atlanta, Georgia by Dr. John Pemberton and became one of the world's most popular and recognizable brands. It grew from modest beginnings selling 9 drinks per day to becoming a global corporation selling over 1.5 billion drinks daily in over 200 countries. Coca-Cola uses marketing strategies like dominating fountain sales in fast food restaurants and testing new packaging like curved cans to promote brand recognition and sales growth worldwide.
This document provides an overview of Coca-Cola Company in 3 sentences:
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This document provides an overview of Coca-Cola, including its history, brands, production process, departments, and operations in India. It discusses that Coca-Cola was invented in 1886 and is now the largest beverage company in the world. It owns several top soft drink brands and has a diverse portfolio of over 400 beverage brands. Coca-Cola uses a franchising model where it sells concentrate to bottlers who produce and distribute the final drinks. The document also describes Coca-Cola's mission, vision, values and the 5 P's of its growth manifesto.
The document provides information about Coca-Cola Company's history, products, vision, mission, values, target markets, factors affecting sales, and supply chain process. Some key details include: Coca-Cola was founded in 1886 and currently offers over 500 brands worldwide; its vision includes being the best place to work and presenting quality beverage brands; major target markets are young generations; factors influencing sales include income, competitors, and weather; its supply chain involves customers, retailers, distributors, plants, and suppliers.
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NT2580 Week 1 Understanding IT Infrastructure Security An.docxhenrymartin15260
NT2580: Week 1 Understanding IT Infrastructure Security
Analysis 1.1
Case Study
1
In March 2010, 28 year-old Albert Gonzalez was sentenced to 20 years in federal prison for breaching
security measures at several well-known retailers and stealing millions of credit card numbers, which he then
resold across a variety of shadow “carding” Web sites. Using a fairly simple packet sniffer, Gonzalez was able
to steal payment card transaction data in real time, which he then parked on blind servers in places such as
Latvia and Ukraine—countries formerly part of the Soviet Union. Gonzalez named his activities “Operation
Get Rich or Die Tryin'” and lived a lavish lifestyle by selling stolen credit card information. He was eventually
tracked down by the U.S. Secret Service, which was investigating the stolen card ring. Operation Get Rich or
Die Tryin' took place for more than two years and cost major retailers, such as TJX, OfficeMax, Barnes &
Noble, Heartland, and Hannaford, more than $200 million in losses and recovery costs. It is the largest
computer crime case ever prosecuted.
At first glance, Operation Get Rich or Die Tryin' seems to be an open-and-shut case. A hacker commits a
series of cybercrimes, is caught, and is successfully prosecuted. Fault and blame are assigned to the
cybercriminal, and justice is served for the corporations and the millions of people whose credit card
information was compromised.
Unless you ask the shareholders, banking partners, and some customers of TJX, who filed a series of class-
action lawsuits against the company claiming that the “high-level deficiencies” in its security practices make it
at least partially responsible for the damages caused by Albert Gonzalez and his accomplices. The lawsuits
point out, for example, that the packet sniffer Gonzalez attached to the TJX network went unnoticed for more
than seven months. Court documents also indicate that TJX failed to notice more than 80 GB of stored data
being transferred from its servers using TJX’s own high-speed network. Finally, an audit performed by TJX’s
payment-card processing partners found that it was noncompliant with 9 of the 12 requirements for secure
payment card transactions. TJX’s core information security policies were found to be so ineffective that the
judge presiding over sentencing hearing of Gonzalez reviewed them to determine whether TJX’s damages
claim against him of $171 million is valid.
Apart from lawsuits, TJX faced a serious backlash from customers and the media when the details of the
scope of the breaches trickled out. Customers reacted angrily when they learned that nearly six weeks had
passed between the discovery of the breach and its notification to the public. News organizations ran
headline stories that painted a picture of TJX as a clueless and uncaring company. Consumer organizations
openly warned people not to shop at TJX stores. TJX’s reputation and brand.
This document discusses a technology plan for Ace Real Estate Agency located in Kodiak, Alaska. The agency plans to utilize social media, microblogging, and e-commerce to gain customers and sell homes more effectively than competitors. Microsoft Dynamic CRM is selected as the customer relationship management software to track customers, provide good service, and streamline key processes like offline data access and instant messaging. The software will be used on Windows desktops and Apple iPads to give agents mobile accessibility while showing homes to customers.
NT2580 Week 4 Hardening a NetworkAnalysis 4.2Availability, In.docxhenrymartin15260
NT2580: Week 4 Hardening a Network
Analysis 4.2
Availability, Integrity, or Confidentiality (A-I-C)
Instructions:
Given the network security applications and countermeasures in the first column of the table below, explore answers to the following questions:
· Where does the countermeasure belong in the seven domains of a typical IT infrastructure?
· What CIA functions does the countermeasure provide?
Provide your answers in the table below.
Network Security Applications and Countermeasures
Domains
CIA Function
Ethical hacker
Intrusion detection system/intrusion prevention system (IDS/IPS)
Access controls
Failover server
Automatic updates
Cryptography
Data backups
Logon rights
Computer cluster
Firewalls
Proxies
Antivirus scanners
As a reminder, the seven domains of a typical IT infrastructure include the following domains:
1. User Domain: Actual users
1. Workstation Domain: Workstations, laptops, and end-point devices, such as smartphones and printers
1. LAN Domain: Physical and logical LAN technologies—100 Mbps/1000 Mbps switched Ethernet, 802.11-family of wireless LAN technologies—used to support workstation connectivity to the organization’s network infrastructure
1. LAN-to-WAN Domain: Routers, firewalls, demilitarized zones (DMZs), and IDS/IPS
1. WAN Domain: Routers, circuits, switches, firewalls, gateways, and equivalent gear at remote locations, sometimes under a managed service offering by the service provider
1. Remote access Domain: Virtual private networks (VPNs), laptops with VPN software, and secured socket layer/VPN (SSL/VPN) tunnels
1. System/Application Domain: Hardware, operating system software, database software, client/server applications, and data that are typically housed in the organization’s data center and computer rooms
Representation of the Seven Domains of a Typical IT Infrastructure
1
.
NTNU, May 2009 ntnu.nocbm 1 LEARNING AND MEMORY .docxhenrymartin15260
NTNU, May 2009 ntnu.no/cb
m
1
LEARNING AND MEMORY
- Cellular and molecular mechanisms
Øyvind Høydal
NTNU, May 2009 ntnu.no/cb
m
2
What is learning and memory?
Learning can be defined as acquisition of new
knowledge or skills and/or changes in behaviour as
a result of experience.
Memory refers to the storage and retrieval of
learned knowledge, skills or behaviours.
NTNU, May 2009 ntnu.no/cb
m
3
NTNU, May 2009 ntnu.no/cb
m
4
Information and skills are stored within the networks
of neurons in the brain.
When we learn, changes take place that alters the way
neurons communicate with eachother.
Can you guess what changes take place?
NTNU, May 2009 ntnu.no/cb
m
5
Cellular plasticity in learning
and memory
The efficacy of signalling between neurons are altered.
New synapses form
New neurons?
NTNU, May 2009 ntnu.no/cb
m
6
Aplysia californica as a model system for
cellular learning and memory
Studying cellular mechanisms for learning and memory in the mammalian
brain is a formidable challenge due to the enormous number of neurons and
the complexity of synaptic connections.
Aplysia californica is an advantagous model organism because:
- Neurons are quite few (20 000) and can be identified in the circuit.
- Neurons are rather big, making them readily accessable
for in vivo intracellular recordings
NTNU, May 2009 ntnu.no/cb
m
7
The gill-siphon reflex in aplysia offers a great
opportunity to link changes in neurons and
synapses with a behavioral output.
When a mechanical stimulus
is applied to the siphon, the
slug responds by withdrawing
its gill.
NTNU, May 2009 ntnu.no/cb
m
8
Gill-siphon-withdrawal reflex
S
M
Tactile
NTNU, May 2009 ntnu.no/cb
m
9
The synapse and some common forms of short-
term synaptic plasticity
Synaptic facilitation: rapid increase in synaptic strength when two APs arrive at the axon terminal
within a short interval of time. Increased Ca+ -influx causes more transmitter substance to be
released.
Synaptic depression: neurotransmitter release decline with sustained stimulation. A possible
mechanism might be depletion of neurotransmitter-containing vesicles in the presynaptic neuron.
Augementation (acts over seconds) and potentation (post-tetanic, acts over minutes) are other forms
of short-term plasticity that enhance transmitter release due to prolonged and increased Ca+ levels.
NMDA
AMPA
AMPA
Na+
AP
Ca+ Ca+ Ca
+
Na+
Na+
NTNU, May 2009 ntnu.no/cb
m
10
Habituation in Aplysia
Habituation: reduced response to a stimulus that is neither harmful nor
beneficial.
In Aplysia: if the siphon is touched repeatedly, the snail will eventually stop
withdrawing its gill.
The response in the sensory neuron is mostly unchanged, so the habituating
effect on behaviour is likely to be mediated by a.
nowHow to be Army StrongI was 18 years old when I saw my fa.docxhenrymartin15260
now
How to be Army Strong
I was 18 years old when I saw my favorite uncle in his uniform. I could see how much respect he got and how strong of a man he was and I wanted that for myself. I asked him how could I become strong like he was. He said to me, it’s not going to be an easy job. I would have to leave my family, friends and everything behind to fight for my country Saudi Arabia.
The first thing I needed was talk with a recruiter. He tried to make me see how difficult this walk was going to be. I believed the hard work would make me strong just like my uncle. We started off with a whole lot of questions. I filled out many different types of paperwork. The paper work included: criminal background checks, medical history, family history, and job history. I had to take a test to see if I was smart enough for the army. I think it was similar to the test soldiers take in America. It asked questions from basic mechanics, computers, cooking, and all general studies. Its purpose was to find out what job I could choose. I passed the test and then I was able to pick a job. I had my pick of a lot of different jobs but I chose to be a machine gunner. Then, after I chose my job, I signed my contract. After that, I was told to come back in two weeks for a drug test and medical test to see if I was fit for the Army. I had to do psychological testing and the doctor checked everything on my body I received my stamp and it was on to basic training.
The second step in becoming Army strong is going to basic training. There are three phases to go through. I arrived to the training camp called Reception. At Reception I received all of my equipment and clothing. I was assigned to the company where I would learn all about being a soldier. The first day I received a haircut and was taught how to properly exercise and gain strength of my body by doing Physical Training. I started learning how to run long distances and how to breathe the right way so I would not get too tired. I did not enjoy ring but I had to do it. After that I issued a M16 Assault Rifle. I took training classes on how to clean, fix and shoot. The next step was learning about the history of the Army and all the things it takes to make up a true soldier. I went through many field exercises where I learned about teamwork. The men were like brothers; we helped each other like a family I participated in rappelling, nuclear biological defense and weapons training. The next step was learning drill, which is how I am supposed to present my self in parades, when we march and at funerals. After that we learned tactics and techniques to stay alive. Then I learned medical training. I had to learn CPR, Heimlich maneuver, wound care and many other forms of medical procedures. The next stage I learned was radio communication. Radio communication is how I can communicate with other soldiers on a mission in the field. Then I learned combat fighting. I used bayonets, padded sticks and hand and hand comba.
NR-351 Transitions in Professional NursingWebsite Evaluation T.docxhenrymartin15260
NR-351: Transitions in Professional Nursing
Website Evaluation Template
Student Name:Date:
Directions:
1. Carefully read the Website Evaluation Guidelines found in Doc Sharing. This provides specific details on how to complete this assignment.
2. Rename this document by clicking “Save As.” Change the file name so it reads Your Last Name Website Evaluation.docx. For example, if your last name is Smith, type “Smith Website Evaluation.docx”.
3. Save the document in a file format compatible with Microsoft Word 2010 or later.
4. Type your name and date at the top of this template.
5. Type your answers directly on the saved and renamed template. Follow all instructions. Save frequently to prevent loss of your work.
6. Submit to the Dropbox by the end of Week 6, Sunday at 11:59 p.m. MT.
7. Post questions about this assignment to the Q & A Forum so your classmates can read the advice, too. You may also e-mail questions to your instructor.
Item instructions:
Type your answers below:
General Information:
State the search engine used to locate the website and the URL of the homepage of the selected website.
URL must link to homepage when copied or clicked.
Authority:
Describe the reasons this website would be considered a reliable resource for information on the topic. Include contact information (group name, address, and phone number).
Information:
Describe information presented on the website including all of the main headings of the site. Describe accuracy and thoroughness of information and how you made this determination.
Objectivity:
Explain how content does or does not represent bias based on advertising and sponsorship.
Ease of Navigation:
Discuss the ease of use of this website for healthcare professionals and for lay persons. Differentiate the ease of navigation for each of these two groups.
Usefulness:
Describe how useful the information on this website is for healthcare professionals and for lay persons. Differentiate usefulness for each of these two groups.
Website Evaluation Template.docx Revised 2/9/2013 cjm
1
Website Evaluation GuidelinesPurpose
The purpose of this assignment is to allow the learner to demonstrate effective strategies for evaluation of credible scholarly websites. Course Outcomes
This assignment enables the student to meet the following course outcomes.
1. Demonstrate effective verbal, written, and technological communication using legal and ethical standards for transferring knowledge. (PO #3)
2. Use leadership strategies that promote quality nursing practice and increase collaboration with other disciplines when planning comprehensive care for individuals and groups. (PO #2)
4. Integrate critical thinking and judgment in professional decision-making in collaboration with faculty and peers. (PO #4)
6. Relate application of the legal and ethical requirements of nursing laws and standards to interactions with faculty, peers, and.
Ntc 362 Week 2, Integrative Network Design Project , Part 1By Alucard1990 | Studymode.com
Kudler Fine Foods Network Overview
Name
University of Phoenix
NTC 362
Date
Instructor
Upon reviewing Kudler Fine Food network, it has been determined that a major network overhaul will need to be conducted to make sure that Kudler is brought up to speed with the latest technology. This is very important because if Kudler is unable to keep up with the technological advances then the company will fall behind. Making sure that Kudler is not only able to keep up with the advances with network systems it is also important to install the proper systems so that no money is wasted. What is meant by this is that if the improper systems and storage units are installed to only handle data over the next year this is only going to force Kudler to spend more money in upgrades in the future. This is why it is vital to install the proper systems that will provide room for future network expansion without having to waste money on unnecessary upgrades. The following is a list of problem areas with the Kudler network: • 56K modems provide slow connections speeds
• Host systems at all site running Window 98 – over 10 years old • Windows NT servers are at the Delmar and Lajolla sites – over 10 years old. • The XLS servers at the Delmar and Lajolla sites are running Office 97 – over 15 years old. • The Novell Servers at the Delmar and Lajolla sites are running this was released in 1994. – over almost 20 years old. • All sites have a stand lone ups system that will need upgraded to provide a redundant power supply to support new systems.
One of the first things that were noticed was that fact that all of the sites are still running 56k modems. This is an old technology and is only hindering the speed between each site. Having the proper connection speed is vital to provide real time updates not only for the profits made each day, but providing the inventory updates on the products that are sold so that those items can be restocked without waiting. These modems will be removed to make the way for the new wide area network and within each site there will be a wireless local area network. The WAN will link all of the site networks together which will in turn boost the network speed and the way employees communicate. The communication aspect of the new network will incorporate a VoIP system and will be managed at one central location. “The great thing about VoIP is that it taps additional value from the already existing infrastructure without additional costs” This will provide the highest quality of phone network will saving on the cost of out phone services.
Another issue that issue that is hindering the speed and efficiency on the network is the fact that all the host systems being used within all the sites are Windows 98. These systems are well over ten years old and a.
NTHEMIND OF GREATCOMPANIESBy Scott BlanchardThe.docxhenrymartin15260
NTHE
MIND OF GREAT
COMPANIES?
By Scott Blanchard
T
he old saying, "money isn't
everything," rings hollow in
today's business world.
where rninute-by-minute
stock quotes scroll across
our computer monitors, and
careers are won or lost based
on Wall Street's analysis of a
company's perforniance. Throw in giob-
al competition, outdated products and
services, increased costs, corporate silos
and other business challenges, and it's
no wonder that tnatiy of today's compa-
nies focus solely on their bottom line,
ofteti at the expense of customer service
and employee satisfaction.
It need not be this way. Great compa
nies focus on more than one bottom
line when gauging their perforniance.
Ttiey choose to be not only the invest-
ment of choice, but also the provider of
choice for their products or services, as
well as the employer of choice for work-
ers in their industry. By looking beyond
immediate, short term results and focus-
ing on strategies to make their compa-
nies successful for the long-term, they
recognize challenges sooner, identify
solutions more quickly and deliver re-
sults ahead of their competitors. In short,
they learn to lead at a higher level.
A clear warning sign that your busi-
ness is trapped in a short-term mindset
is the presence of an "either/or" philoso-
phy. Managers either believe they can
achieve profitability or they can develop
a great workplace, but not both. These
leaders don't always take morale and job
satisfaction into consideration. Their
focus is only their financial bottom line.
From there, it's a short leap to the false
notion tlrat making money is the sole
reason to be in business.
A NEW APPROACH
Contrary to the either/or philosophy,
leading at a higher level requires man-
agers to embrace a "both/and" approach.
In great companies, the development of
people is of equal importance to finan-
cial performance. As a result, the focus
is on long-term results and human satis-
faction. Accordingly, great companies
begin by both creating and nurturing a
vision of the future, and then measuring
progress against that vision.
There are three questions to ask,
which represent the main components
of a corporate vision. By focusing on
these questions, companies are more
likely to ensure they don't lose sight of
their path to success. They are:
• What business are you in? This will
help you identify your company's signif-
icant purpose.
• What will the future look like if you
are successful?
• What guides your behavior and deci-
sions on a daily basis? This will help
you identify clear values.
Great companies keep al! three of
these ideas clearly in mind and make
necessary course corrections when they
realize they are off track.
The next step is to create a corporate
culture that both reflects and reinforces
the corporate vision. The culture con-
sists of the values, attitudes, beliefs,
behaviors and practices of the organiza-
tion's members. Culture is an organiza-
tion's personality, and it can help or hin-
.
nR E E 693 5T o c o m p l e t e th i s e x a m y o u n.docxhenrymartin15260
n
R E E 693 5
T o c o m p l e t e th i s e x a m y o u n e e d t o a n s w e r 8 q u e s t i o n l i s t e d b e lo w . T h e
f i r s t t w o q u e s t i o n s a r e t o b e a n s w e r e d i n E x c e l u s i n g th e a s s o c ia t e d t a b s
i n c l u d e d o n t h e e x a m R E E 6935 t h a t i s p r o v i d e d t o y o u q u e s t i o n 3
- 8 a r e
t o b e a n s w e r e d o n a Wo r d D o c u m e n t i n t h e o r d e r i n w h ic h t h e y a p p e a r .
D u e A p r i l 28 , 2015 .
1. ) (9 P o i n t s ) U s i n g t h e d a t a p r o v i d e d t o y o u i n t h e P r o b l e m 1 t a b ,
c a lc u la t e t h e r e q u e s t e d v a l u e s a n d i n c l u d e y o u r a n s w e r i n th e i r
r e s p e c t i v e c e l ls h i gh l ig h t e d i n y e l lo w .
2 . ) (10 P o i n t ) T h e t a b la b e l e d P r o b l e m 2 i n c l u d e s m o n t h ly p r i c e d a t a o n
th e SA P 500 (SPY ) a s w e l l a s o n K B H o m e (K B H , a r e a l e s t a t e
d e v e lo p m e n t c o m p a n y ) a n d o n H o m e P r o p e r t i e s I n c . (H M E , a n d e q u i t y
R E I T s p e c ia l i z e s i n a p a r tm e n t r e n t a ls ) . U s i n g r e g r e s s i o n c a l c u l a t e t h e
B e t a o f e a c h o f t h e s e 2 r e a l e s t a t e c o m p a n ie s f o r t h e f u l l t im e p e r i o d
p r o v id e d t o y o u .
a . D is p l a y y o u r c a l c u l a t e d B e t a s i n t h e c e ll s h i g h l igh t e d i n y e l l o w .
Y o u m a y i n c l u d e y o u r f u l l r e g r e s s i o n r e s u l t s i n t w o o th e r s e p a r a t e
t a b s
b . W h i c h c o m p a n y h a s a h i g h e r B e t a ? I n o n e t o tw o s e n t e n c e s
e x p l a i n w h y y o u d id o r d i d n
'
t e x p e c t t h a t c o m p a n y t o b e
a s s o c ia t e d w i t h a h ig h e r B e t a .
3 . (10 P o i n t s ) P l e a s e r e f e r t o t h e p a p e r t it l e d O n t h e R e la t i o n b e t w e e n
L o c a l A m e n i t ie s a n d H o u s i n g P r ic e C h a n g e s
"
p r o v i d e d t o y o u w i t h t h i s
e x a m a n d a n s w e r t h e f o l lo w i n g q u e s t io n s .
a . B r i e f ly e x p l a i n w h a t w e c a n l e a r n f r o m F ig u r e 2 ? A r e t h e s e
r e s u l t s e x p e c t e d ? Wh y ?
b . B r i e f ly e x p l a i n w h a t w e c a n l e a r n f r o m f i g u r e 4? A r e t h e s e r e s u l t s
e x p e c t e d ? W hy ?
c . B r i e f ly e x p l a i n w h a t w e c a n l e a r n f r o m t h e r e g r e s s i o n r e s u l t s
p r e s e n t e d i n c o l u m n (4) o f t a b l e 4 . H o w t h e s e r e s u lt s a r e d if f e r e n t
f r o m t h e r e s u l t s p r e s e n t e d i n c o l u m n (2) o f t a b le 4?
d . B r i e f l y e x p l a i n w h a t w e c a n l e a r n f r o m t a b l e 6 t h a t w e d o n
'
t
a l r e a d y k n o w f r o m t h e r e s u l t s p r e s e n t e d i n t h e p r e v i o u s t a b l e s .
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NR360 We Can But Dare We.docx Revised 5 ‐ 9 .docxhenrymartin15260
NR360 We Can But Dare We.docx Revised 5 ‐ 9 ‐ 16 DA/LS/psb 07.14.16 1
NR360 INFORMATION SYSTEMS IN HEALTHCARE
Required Uniform Assignment: We Can, but Dare We?
PURPOSE
The purpose of this assignment is to investigate smartphone and social media use in healthcare and to
apply professional, ethical, and legal principles to their appropriate use in healthcare technology.
Course Outcomes
This assignment enables the student to meet the following course outcomes.
• CO #4: Investigate safeguards and decision‐making support tools embedded in patient
care technologies and information systems to support a safe practice environment for
both patients and healthcare workers. (PO 4)
• CO #6: Discuss the principles of data integrity, professional ethics, and legal
requirements related to data security, regulatory requirements, confidentiality, and
client’s right to privacy. (PO 6)
• CO #8: Discuss the value of best evidence as a driving force to institute change in the
delivery of nursing care (PO 8)
DUE DATE
See Course Schedule in Syllabus. The college’s Late Assignment Policy applies to this activity.
TOTAL POINTS POSSIBLE
This assignment is worth a total of 240 points.
Requirements
1. Research, compose, and type a scholarly paper based on the scenario described below, and
choose a conclusion scenario to discuss within the body of your paper. Reflect on lessons
learned in this class about technology, privacy concerns, and legal and ethical issues and
addressed each of these concepts in the paper, reflecting on the use of smartphones and social
media in healthcare. Consider the consequences of such a scenario. Do not limit your review of
the literature to the nursing discipline only because other health professionals are using the
technology, and you may need to apply critical thinking skills to its applications in this scenario.
2. Use Microsoft Word and APA formatting. Consult your copy of the Publication Manual of the
American Psychological Association, sixth edition, as well as the resources in Doc Sharing if you
have questions (e.g., margin size, font type and size (point), use of third person, etc.). Take
NR360 INFORMATION SYSTEMS IN HEALTHCARE
NR360 We Can But Dare We.docx Revised 5 ‐ 9 ‐ 16 DA/LS/psb 07.14.16 2
advantage of the writing service SmartThinking, which is accessed by clicking on the link called
the Tutor Source, found under the Course Home area.
3. The length of the paper should be four to five pages, excluding the title page and the reference
page. Limit the references to a few key sources (minimum of three required).
4. The paper will contain an introduction that catches the attention of the reader, states the
purpose of the paper, and provides a narrative outline of what will follow (i.e., the assignment
criteria).
5. In the body of the paper, discuss the scenario in relation to HIPAA, leg.
n
s;
,e
il
rl
t.
lnterviewing is one HR function that
almost all managers are involved
with at some point. Here are some
tips for conducting interviews that
identify the best candidates:
. Be prepared-Make sure the
place where you interview is
accessible and comfortable
for you and the candidate.
Read the candidate's r6sum6
and other paperwork ahead
of time, to avoid asking for
information that has already
been provided. Prepare a list
of questions, as well as infor-
mation about the company's
history, culture, and other
details the candidate might be
interested in knowing.
t Put the applicant at ease- A
nervous or cautious job candi-
eate !'!':ay not show his or her
es. qua\itres. Express your
appreciation tor the candr-
date's time, and let the person
know you're glad to meet him
'';
i- i lr'
or her. Briefly explain what to
expect during the interview.
. Ask about past behaviors-
Talking about specific events
makes it harder for a candidate
to focus on guessing what the
interviewer wants to hear, and
the answers give clues about
what the candidate will do in
new situations. For examPle,
depending on the type of job,
you might ask, "Ptease telt
me about a time when you
received a customer comPlaint
and how you handled it," or
"This job involves tight dead-
lines; could you tell me about
a time when you faced a dif-
ficult deadtine?"
. Listen-fhe interview infor-
mation is only as good as the
interviewer's ability to gather
it. Let the candidate do most
oi \he ta\krng, and par; atten-
tion to what is being said and
not said. lf a candidate sounds
vague or too good to be true,
ask follow-up questions to
gather details.
. Take nofes-As much as you
can without distracting Your-
self or the candidate, jot down
notes to remind you of keY
points. Also schedule 5 or 10
minutes after each interview for
writing down your impressions.
r At the end of the interview,
make sure the candidate
knows what to expect next-
for example, a phone call or
additional interviews within
the next week.
Sources: U.S. Department of Com-
merce, Minority Business Development
Agency, "Tips on How to SuccessfullY
tnterview Job Candidates," November 17.
2009, raruw.mbda.gov; University o{ South
Carolina Division of.Human Resources,
"Tips on lnterviewing University Job
Applicants, " http://hr.sc.eoi.r, accesseo'
March 23,2010; and Dun & Bradstreet,
"How to Conduct an E{iective Emp\oyee
lnterview," Small Business
Solution
s,
http:l/smallbusiness.dnb.com, accessed
March 23,2010.
t-I
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i.
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s
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k
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t
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5
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{
Preparing to lnterview
Organizations can reap the greatest benefits from intervierving if they prepare care-
fully. A well-planned intervierv should be standardized, comfortable for the partici-
pants, and focused on the job and the organization. The interviewer should have a
cluiet place in rvhich to conduct interviervs r.vithout interruption. This person should
be trained in how to ask objective questions, u'hat subject matter to avoid, a.
NR443 Guidelines for Caring for PopulationsMilestone 2 As.docxhenrymartin15260
NR443 Guidelines for Caring for Populations
Milestone 2: Assessment and Diagnosis
Purpose
The purpose of this paper is to provide an opportunity to utilize community assessment strategies, uncover a community health problem, and identify the components of the problem related to the community dynamics.
Points
225 pointsDirections
This paper is expected to be no more than four pages in length (not including the title page and reference list). Typical papers are usually three pages. Below are the requirements for successful completion of this paper.
· Introduction: This should catch the reader’s attention with interesting facts and supporting sources and include the purpose statement of the paper. This should be no more than one or two paragraphs.
· Community: Identify the community by name that you will be using for this paper and provide a brief, general description of the community. Your community should be the area where you live or work. This should be one or two paragraphs.
· Demographic and epidemiological data: Compile a range of demographic (population description) and epidemiological (causes of health problems and death) data for your community by examining census reports, vital statistic reports, city records, morbidity and mortality reports, and other agency sources. Using these data, describe the community and the problem. Compare your community data to state or national data. This comparison will help to identify a community health problem specific to your community. A summary of these data should be no more than one page.
· Windshield survey: Provide a brief summary of the findings from your first assignment. Make sure to discuss elements that link your observations to your identified problem. This should be no more than one or two paragraphs.
· Problem: Using the assessment data, identify the problem that you consider to be a priority concern. Provide a rationale for your choice and relate your choice to one of the Healthy People 2020 specific numbered objectives. Healthy People objectives are located within a topic area under the Objectives page. Your rationale should also include why this is specifically a problem in your community. This should be no more than three paragraphs. Include support of your rationale with at least two scholarly sources such as professional journal articles related to your problem.
· Summary: The summary paragraph of your paper should include a statement about the problem, the population at risk for this problem, and the major direct or indirect factors that contribute to this problem. This information should be no more than one or two paragraphs.
· Reference page: All references cited within the paper should be included on a separate References page.Guidelines
· Application: Use Microsoft Word 2010™ to create this assignment.
· Use the categories above as APA headings for the sections of your paper.
· Length: This paper is expected to be no more than four pages in length (not including the title pa.
NRB Dec’99 1WHITHER THE EMERGENCY MANAGER 1Neil R Bri.docxhenrymartin15260
NRB Dec’99 1
WHITHER THE EMERGENCY MANAGER? 1
Neil R Britton, PhD
Ministry of Emergency Management & Civil Defence
Wellington, NEW ZEALAND2
Introduction
The invitation to comment on Thomas E Drabek’s Human System Responses to
Disaster: An Inventory of Sociological Findings provides an opportunity to reflect on
the practice of emergency management and the evolving role of the emergency manager.
This focus is timely. The past decade has brought disaster into sharp relief for many;
several large-scale impacts have occurred; and disaster costs (in lives and property
damage) have escalated. The links between community growth, land-use management
practices and vulnerability have become more apparent. These issues have taken place at a
time when the clarion call is for smaller government and more fiscal constraint. This
combination is prompting questions, particularly from central government, about the
function and value of emergency management arrangements.
It is also appropriate to re-think the emergency manager’s role in contemporary society.
Much has changed in 10 years, ranging from the burgeoning of relevant information to the
need to develop integrated management programs for responders. This is leading to a re-
definition of the task-set and a re-evaluation of the emergency manager’s job parameters.
College-level programs and other knowledge-based accreditation courses are rapidly
becoming a prerequisite. These developments are enhancing the image of emergency
management and helping it progress to being a distinctive professional sector.
This essay uses Drabek’s 1986 publication Human System Responses to Disasters as a
vehicle to reflect on major developments influencing emergency management practice. It
begins by locating Human System Responses to Disasters within the disaster sociology
literature, and argues that the book makes two major contributions to disaster study. From
here, the focus of the essay shifts from Drabek’s work to identifying elements that
characterized emergency management practice at the time when Drabek wrote his text.
The essay moves on to look at some current issues pertaining to emergency management,
and leads into a discussion of where the practice might be heading in the coming decade.
A brief return to Human System Responses to Disasters completes the discussion.
1 Paper requested by the Editor, The International Journal of Mass Emergencies and Disasters.
Statements in this paper were first presented at a session of the International Research
Committee on Disasters (ISA Research Committee 39), at the 14th World Congress of
Sociology, Montreal (Quebec), Canada. 26 July - 1 August 1998. The session explored the
contribution of Thomas E Drabek’s textbook Human System Responses to Disaster: An
Inventory of Sociological Findings.
2 Neil Britton manages the Sector Development and Education unit in the Ministry of Emergency
Management & Civil Defence. The commen.
Now, its time to create that treasure map to hide the treasur.docxhenrymartin15260
Now, it's time to create that treasure map to hide the treasure from Ol' Red Coat's family.
Decide on which quadrilateral you will create. For this activity you may use a kite, trapezoid or a parallelogram (that is not a square, rhombus, or rectangle).
Graph the quadrilateral on a coordinate plane. You may print and use graph paper a drawing program such as GeoGebra. The four vertices of the quadrilateral will serve as four destinations on your map. One can be the starting point, the others can be clues along the way, and the last one will be where X marks the spot!
Find the length and slope of each side to justify the classification of your quadrilateral. For example, if your map was a square, your calculations would prove that all four sides are congruent, slopes of opposite sides are congruent, and slopes of adjacent sides are opposite reciprocals.
You need to create a set of directions so you can come back and find the treasure later. Your directions need to explain how to get from each destination on the map to the next one. Use the properties of quadrilaterals in your directions. At least three different quadrilateral properties must be used.
What does it mean to use properties of quadrilaterals in your directions? Here is an example: If your map is in the shape of a parallelogram, your opposite sides will have equal slopes. You could say that to get from Point A to Point B you travel up 3 units and right 2 units to the Palm Tree. From there you might travel East 5 units to Point C. From Point C, you would travel down 3 and left 2 units, where X marks the spot. This proves that the slopes of opposite sides are equal. Include two more properties in your directions. Don’t forget to finish the directions to return to the starting point. See example below.
Get creative and think of clever ways to use the different properties!
Create a key for your map. Show proof that following the directions will get you to the treasure. If one of the directions is to make a 90 degree turn, show how you can prove the turn from one side to another is 90 degrees.
If one of the directions is to travel the same distance as a previous side, use the distance formula to show the two distances are the same.
Submit the following to your instructor:
1. The treasure map on a coordinate plane
2. The length and slope of each side to justify the classification of your quadrilateral
3. The directions to finding the treasure: Include the explanation for how each direction represents a quadrilateral property. Be sure to include at least three properties.
*Note: Please submit the written portion of this assignment using a word processing document or by copying and pasting into the assignment box.
1.1 Elements of Inquiry Used to Study the Workplace
1.2 Methodology Used to Study the Workplace
1.3 The Impact of Paradigms and Trends
1.4 The Major Sociological Perspectives
1.5 The Paradigm Shift to Capitalism
1.6 The Progressive Era
1.7 The Gr.
NR361 Information Systems in HealthcareInterview with a Nursing.docxhenrymartin15260
NR361 Information Systems in Healthcare
Interview with a Nursing Information Expert:
Guidelines and Grading RubricPurpose
The purpose of this assignment is to
· Communicate your understanding of the importance of quality information in everyday nursing practice;
· Discuss the roles and responsibilities of a Nursing Information Expert; and
· Articulate how the professional nurse uses information or data in everyday practice to improve outcomes.Course Outcomes
This assignment enables the student to meet the following course outcomes.
CO #1: Describe patient-care technologies as appropriate to address the needs of a diverse patient population. (PO #1)
CO #4: Investigate safeguards and decision-making support tools embedded in patient care technologies and information systems to support a safe practice environment for both patients and healthcare workers. (PO #4)
CO #8: Discuss the value of best evidence as a driving force to institute change in delivery of nursing care. (PO #8)
Points
This assignment is worth a total of 250 points.
Due Date
This assignment, Interview with a Nursing Information Expert, is due at the end of Week 6. Submit your completed Interview, using the Interview Form, to the basket in the Dropbox by Sunday, 11:59 p.m. mountain time. Post questions to the weekly Q & A Forum. Contact your instructor if you need additional assistance. See the Course Policies regarding late assignments. Failure to submit your paper to the Dropbox on time will result in a deduction of points.
Directions
1. Download the NR361 Interview Form from Doc Sharing. It is found under the Week 6 Interview link.
2. Select your interviewee and schedule an interview. This individual must be a registered nurse. Job titles of RNs who may be considered include but, are not limited to, Nursing Clinical Information Manager; Super User, Director/Manger Clinical Education; Chief Information Officer; Quality Assurance or Performance Improvement Nurse; Nurse Informaticist; Telenursing Specialist; Nurse Abstractor; Case Manager; Compliance Nurse. If you have any concerns about whether the RN is suitable for this assignment, contact your instructor BEFORE you schedule the interview.
3. Review all questions (areas of inquiry) on the Interview Form located in Doc Sharing PRIOR to conducting the interview. You may print the form and take it with you to the interview.
4. Note that there are five (5) Required Questions to ask the RN.
5. Note that there are four (4) Optional Questions. You need to select only ONE of them to ask the RN.
6. Note that there are two (2) Follow-Up Questions that must be answered by YOU.
Prior to conducting your interview, review two scholarly resources. These resources should guide your understanding of the RN’s role and responsibilities or make you more knowledgeable about GIGO, interprofessional communication, or other key concepts in the questions that you may not fully understand. For example, if your interviewee is a Telenurse, you would want.
NR360 Information Systems in Healthcare Team Technology Pr.docxhenrymartin15260
NR360 Information Systems in Healthcare
Team Technology Presentation Guidelines and Grading Rubric
Revised: 01/26/2014, 07/09/2014 09/12/2014 DA
Objective
The purpose of this Team Technology Presentation is to provide students the opportunity to explore a technology used in the healthcare
system. The project requires students to work in a small team together in order to describe how this technology supports the patient care
experience through the use of information technology and information structures. Additionally, the student will explore the experience of
clear and concise communication skills, when interacting with peers, who may or may not be from the same geographical area, or campus as
they are. The final product and discussion/critique of this project is to be completed online with the class in Unit 8.
Course Outcomes
This assignment enables the student to meet the following Course Outcomes:
CO 1: Describe patient-care technologies as appropriate to address the needs of a diverse patient population. (PO 1)
CO 5: Identify patient care technologies, information systems, and communication devices that support safe nursing practice. (PO 5)
CO 6: Discuss the principles of data integrity, professional ethics, and legal requirements related to data security, regulatory requirements,
confidentiality, and client’s right to privacy. (PO 6)
CO 8: Discuss the value of best evidence as a driving force to institute change in delivery of nursing care. (PO 8)
Guidelines
• This is a Team or Group project. You will be assigned to groups, and given a topic (According to class size—typically 3-5 students
will be in a group).
Please do not ask to change groups, etc. as the group will not be changed. As nurses, we need to be able to participate as a part of a
multidisciplinary team, no matter where we are located, and regardless of whether or not we are familiar with a particular individual!
All group members will receive the same grade for each deliverable, UNLESS it is determined that a group member has not been
participating in assigned portions of the project. This is why documentation and communication in the assigned Team discussion
threads is essential. EVERYONE must complete/sign the Team Charter Form and place it in your designated Group discussion
thread under “Team Collaboration” in Course Home.
1. Communicate with your team members in the “Team Collaboration” Area of your Course Home, located under Week 8.
NR360 Information Systems in Healthcare
Team Technology Presentation Guidelines and Grading Rubric
Revised: 01/26/2014, 07/09/2014 09/12/2014 DA
***You will use the Group Project Team Collaboration Threads in the Course home as a “meeting” or communication venue. Be
sure you are documenting in YOUR Team’s discussion area, identified by a color assigned to your team! This will also serve as
documentation/verification for group members should there be ins.
NR443 Guidelines for Caring for PopulationsMilestone 2 Assess.docxhenrymartin15260
NR443 Guidelines for Caring for Populations
Milestone 2: Assessment and Diagnosis
Purpose
The purpose of this paper is to provide an opportunity to utilize community assessment strategies, uncover a community health problem, and identify the components of the problem related to the community dynamics.
Course Outcomes
This assignment enables the student to meet the following Course Outcomes.
CO 1. Evaluate the planning of delivery of care to individuals, families, aggregates, and communities in a variety of healthcare settings based on theories and principles of nursing and related disciplines. (PO 1)
CO 2. Integrate clinical judgment in professional decision-making and implementation of the nursing process through analysis of community health nursing practice. (PO 4)
CO 7. Accept accountability for personal and professional development as part of the life-long learning process. (PO 5)
Due Date
Submit to the appropriate basket in the Dropbox by 11:59 p.m. MT Sunday of Week 4.
Points
225 pointsDirections
This paper is expected to be no more than four pages in length (not including the title page and reference list). Typical papers are usually three pages. Below are the requirements for successful completion of this paper.
· Introduction: This should catch the reader’s attention with interesting facts and supporting sources and include the purpose statement of the paper. This should be no more than one or two paragraphs.
· Community: Identify the community by name that you will be using for this paper and provide a brief, general description of the community. Your community should be the area where you live or work. This should be one or two paragraphs.
· Demographic and epidemiological data: Compile a range of demographic (population description) and epidemiological (causes of health problems and death) data for your community by examining census reports, vital statistic reports, city records, morbidity and mortality reports, and other agency sources. Using these data, describe the community and the problem. Compare your community data to state or national data. This comparison will help to identify a community health problem specific to your community. A summary of these data should be no more than one page.
· Windshield survey: Provide a brief summary of the findings from your first assignment. Make sure to discuss elements that link your observations to your identified problem. This should be no more than one or two paragraphs.
· Problem: Using the assessment data, identify the problem that you consider to be a priority concern. Provide a rationale for your choice and relate your choice to one of the Healthy People 2020 specific numbered objectives. Healthy People objectives are located within a topic area under the Objectives page. Your rationale should also include why this is specifically a problem in your community. This should be no more than three paragraphs. Include support of your rationale with at least two scholarly sources such.
Nowak Aesthetics, was founded by Dr. Eugene Nowak in 1999, in Ch.docxhenrymartin15260
Nowak Aesthetics was founded in 1999 in Chula Vista, California by Dr. Eugene Nowak to provide dermatological, cosmetic surgery, and skin rejuvenation procedures to residents of San Diego County. Dr. Nowak is board certified in dermatology and aims to help patients regain confidence and achieve their desired look through both medical and cosmetic procedures. Nowak Aesthetics has consistently ranked in the top 5 dermatologists in San Diego County for customer service and innovative procedures.
NR305 Health Assessment Course Project Milestone #2 Nursing Di.docxhenrymartin15260
NR305 Health Assessment
Course Project Milestone #2: Nursing Diagnosis and Care Plan Form
Your Name: Date:
Your Instructor’s Name:
Directions: Refer to the Milestone 2: Nursing Diagnosis and Care plan guidelines and grading rubric found in Doc Sharing to complete the information below. This assignment is worth 250 points, with 10 points awarded for clarity of writing, which means the use of proper grammar, spelling and medical language.
Type your answers on this form. Click “Save as” and save the file with the assignment name and your last name, e.g., “NR305_Milestone2_Form_Smith” When you are finished, submit the form to the Milestone 2 Dropbox by the deadline indicated in your guidelines. Post questions in the Q&A Forum or contact your instructor if you have questions about this assignment.
1: Analyze Assessment Data:
Based on the health history information, identify the following:
A. Areas for focused assessment (30 points)
Provide a brief overview of those areas of strength and weakness noted from Milestone 1: Health History.
B. Client’s strengths (30 points)
Expand on areas identified as strengths related to the person's overall health. Support your conclusions with data from the textbook.
C. Areas of concern (30 points)
Expand on areas previously identified as abnormal and those that place the person at a health risk. Support your observations with data from the textbook.
D. Health teaching topics (30 points)
Identify health education needs. Support your statements with facts from the Health History and information from your textbook.
2: Nursing Care Plan
Next, plan your care based on your analysis of your assessment data:
A. Diagnosis (30 points)
Write one nursing diagnosis that reflects a priority need for this person. Remember a wellness diagnosis is a possibility.
B. Plan (30 points)
Write one goal and one measurable expected outcome related to your nursing diagnosis. Explain why this goal and outcome is a priority. Include cultural considerations for this client.
C. Intervention (30 points)
Write as many nursing orders or nursing interventions that you need in order to achieve the outcome. Provide the rationale for each intervention listed.
D. Evaluation (30 points)
You will not carry out your care plan so you cannot evaluate the effectiveness of your nursing interventions. Instead, comment on what you would look for in order to evaluate your effectiveness.
Milestone #2: Nursing Diagnosis and Care Plan Form 8-6-13 jm
2
NR 305 Health Assessment
Guidelines for Course Project Milestone 2:
Nursing Diagnosis and Care Plan AssignmentPurpose
This activity will be a continuation of the Milestone 1: Health History that you submitted in Week 4. In this part of the assignment you will take the information you gathered, analyze the data, and develop a nursing care plan.Course Outcomes
This assignment enables the student to meet the following course outcomes:
CO #3: Utilize effective communication when performing a .
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
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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.
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4. BCP, Surveying volume 1
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NOT FOR SALEThe Coca-Cola Company Struggles with Eth.docx
1. NOT FO
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The Coca-Cola
Company Struggles
with Ethical Crises
Coca-Cola has the most valuable brand name in the world and,
as one of themost visible companies worldwide, has a
tremendous opportunity to excel inall dimensions of business
performance. However, over the last ten years, the
firm has struggled to reach its financial objectives and has been
associated with a num-
ber of ethical crises. Warren Buffet served as a member of the
board of directors and
was a strong supporter and investor in Coca-Cola but resigned
from the board in
2006 after several years of frustration with Coca-Cola’s failure
to overcome many
challenges.
Many issues were facing Doug Ivester when he took over the
reins at Coca-
Cola in 1997. Ivester was heralded for his ability to handle the
financial flows and
details of the soft-drink giant. Former-CEO Roberto Goizueta
had carefully
groomed Ivester for the top position that he assumed in October
1997 after
Goizueta’s untimely death. However, Ivester seemed to lack
leadership in handling
a series of ethical crises, causing some to doubt “Big Red’s”
2. reputation and its
prospects for the future. For a company with a rich history of
marketing prowess
and financial performance, Ivester’s departure in 1999
represented a high-profile
glitch on a relatively clean record in one hundred years of
business. In 2000 Doug
Daft, the company’s former president and chief operating
officer, replaced Ivester
as the new CEO. Daft’s tenure was rocky, and the company
continued to have a se-
ries of negative events in the early 2000s. For example, the
company was allegedly
involved in racial discrimination, misrepresenting market tests,
manipulating earn-
ings, and disrupting long-term contractual arrangements with
distributors. By 2004
Daft was out and Neville Isdell had become president and
worked to improve Coca-
Cola’s reputation.
C
A
S
E
2
We appreciate the work of Kevin Sample, who helped draft the
previous edition of this case and Melanie
Drever, who assisted in this edition. This case was prepared for
classroom discussion rather than to
illustrate either effective or ineffective handling of an
administrative, ethical, or legal decision by
management. All sources used for this case were obtained
3. through publicly available material and the
Coca-Cola website.
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HISTORY OF THE COCA-COLA COMPANY
The Coca-Cola Company is the world’s largest beverage
company, and markets four of
the world’s top five leading soft drinks: Coke, Diet Coke, Fanta,
and Sprite. It also sells
other brands including Powerade, Minute Maid, and Dansani
bottled water. The com-
pany operates the largest distribution system in the world,
which enables it to serve cus-
tomers and businesses in more than two hundred countries.
Coca-Cola estimates that
more than 1 billion servings of its products are consumed every
day. For much of its
early history, Coca-Cola focused on cultivating markets within
the United States.
Coca-Cola and its archrival, PepsiCo, have long fought the
“cola wars” in the
United States, but Coca-Cola, recognizing additional market
potential, pursued in-
ternational opportunities in an effort to dominate the global
soft-drink industry. By
1993 Coca-Cola controlled 45 percent of the global soft-drink
market, while PepsiCo
received just 15 percent of its profits from international sales.
4. By the late 1990s, Coca-
Cola had gained more than 50 percent of the global market in
the soft-drink indus-
try. Pepsi continued to target select international markets to
gain a greater foothold in
international markets. Since 1996 Coca-Cola has focused on
traditional soft drinks, and
PepsiCo has gained a strong foothold on new-age drinks, has
signed a partnership
with Starbucks, and has expanded rapidly into the snack-food
business. PepsiCo’s
Frito-Lay division has 60 percent of the U.S. snack-food
market. Coca-Cola, on the
other hand, does much of its business outside of the United
States, and 85 percent of
its sales now come from outside the United States. As the late
Roberto Goizueta once
said, “Coca-Cola used to be an American company with a large
international business.
Now we are a large international company with a sizable
American business.”
Coca-Cola has been a successful company since its inception in
the late 1800s. PepsiCo,
although founded about the same time as Coca-Cola, did not
become a strong competi-
tor until after World War II when it began to gain market share.
The rivalry intensified in
the mid-1960s, and the “cola wars” began in earnest. Today, the
duopoly wages war pri-
marily on several international fronts. The companies are
engaged in an extremely com-
petitive—and sometimes personal—rivalry, with occasional
accusations of false market-share
reports, anticompetitive behavior, and other questionable
business conduct, but without
5. this fierce competition, neither would be as good a company as
it is today.
By January 2006, PepsiCo had a market value greater than
Coca-Cola for the first
time ever. Its strategy of focusing on snack foods and
innovative strategies in the non-
cola beverage market helped the company gain market share and
surpass Coca-Cola in
overall performance.
COCA-COLA’S REPUTATION
Coca-Cola is the most-recognized trademark and brand name in
the world today with
a trademark value estimated to be about $25 billion. The
company has always demon-
strated a strong market orientation, making strategic decisions
and taking actions to
attract, satisfy, and retain customers. During World War II, for
example, company pres-
ident Robert Woodruff committed to selling Coke to members
of the armed services
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for just a nickel a bottle. As one analyst said later, “Customer
loyalty never came
6. cheaper.” This philosophy helped make Coke a truly global
brand, with its trademark
brands and colors recognizable on cans, bottles, and
advertisements around the world.
The advance of Coca-Cola products into almost every country in
the world demon-
strated the company’s international market orientation and
improved its ability to gain
brand recognition. These efforts contributed to the company’s
strong reputation.
However, in 2000 Coca-Cola failed to make the top ten of
Fortune’s annual
“America’s Most Admired Companies” list for the first time in a
decade. Problems at
the company were leadership issues, poor economic
performance, and other upheavals.
The company also dropped out of the top one hundred in
Business Ethics’ annual list
of “100 Best Corporate Citizens” in 2001. For a company that
spent years on both lists,
this was disappointing, but perhaps not unexpected, given
several ethical crises.
Coca-Cola’s promise is that the company exists “to benefit and
refresh everyone
who is touched by our business.” It has successfully done this
by continually increas-
ing market share and profits with Coca-Cola being the most-
recognized brand in the
world. Because the company is so well known, the industry so
pervasive, and a strong
history of market orientation, the company has developed a
number of social respon-
sibility initiatives to enhance its trademarks. These initiatives
are guided by the com-
7. pany’s core beliefs in the marketplace, workplace, community,
and environment. For
example, Coke wants to inspire moments of optimism through
their brands and their
actions, as well as creating value and making a difference
everywhere they do business.
Their vision for sustainable growth is fostered by being a great
place to work where peo-
ple are inspired to be the best they can be, by bringing the
world a portfolio of bev-
erage brands that anticipate and satisfy peoples’ desires and
needs, by being a
responsible global citizen that makes a difference, and by
maximizing return to share-
owners while being mindful of their overall responsibilities.
SOCIAL RESPONSIBILITY FOCUS
Coca-Cola has made local education and community
improvement programs a top
priority for its philanthropic initiatives. Coca-Cola foundations
“support the promise
of a better life for people and their communities.” For example,
Coca-Cola is involved
in a program called “Education on Wheels” in Singapore where
history is brought to
life in an interactive discovery adventure for children. In an
interactive classroom bus,
children are engaged in a three-hour drama specially written for
the program. It chal-
lenges creativity and initiatives while enhancing communication
skills as children dis-
cover new insights into life in the city.
Coca-Cola also offers grants to various colleges and universities
in more than half
8. of the United States, as well as numerous international grants.
In addition to grants,
Coca-Cola provides scholarships to more than 170 colleges, and
this number is ex-
pected to grow to 287 over the next four years. It includes 30
tribal colleges belong-
ing to the American Indian College Fund. Coca-Cola is also
involved with the Hispanic
Scholarship Fund. Such initiatives help enhance the Coca-Cola
name and trademark
and thus ultimately benefit shareholders. Each year 250 new
Coca-Cola Scholars are
designated and invited to Atlanta for personal interviews. Fifty
students are then
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CASE 2 ◆ THE COCA-COLA COMPANY STRUGGLES WITH
ETHICAL CRISES 311
designated as National Scholars and receive awards of $20,000
for college; the re-
maining 200 are designated as Regional Scholars and receive
$4,000 awards. Since
the program’s inception in 1986, a total of over twenty-five
hundred Coca-Cola schol-
ars have benefited from nearly $22 million for education. The
program is open to all
high school seniors in the United States.
9. The company recognizes its responsibilities on a global scale
and continues to take
action to uphold this responsibility, such as taking steps not to
harm the environment
while acquiring goods and setting up facilities. The company is
proactive on local is-
sues, such as HIV/AIDS in Africa, and has partnered with
UNAIDS and other non-
government organizations to put into place important initiatives
and programs to help
combat the threat of the HIV/AIDS epidemic.
Because consumers trust its products, and develop strong
attachments through
brand recognition and product loyalty, Coca-Cola’s actions also
foster relationship
marketing. For these reasons, problems at a firm like Coca-Cola
can stir the emotions
of many stakeholders.
CRISIS SITUATIONS
The following documents a series of alleged misconduct and
questionable behavior
affecting Coca-Cola stakeholders. These ethical and legal
problems appear to have had
an impact on Coca-Cola’s financial performance, with its stock
trading today at the
same price it did ten years ago. The various ethical crises have
been associated with
turnover in top management, departure of key investors, and the
loss of reputation.
There seems to be no end to these events as major crises
continue to develop. It is im-
portant to try to understand why Coca-Cola has not been able to
10. eliminate these events
that have been so destructive to the company.
Contamination Scare
Perhaps the most damaging of Coca-Cola’s crises—and the
situation that every com-
pany dreads—began in June 1999, when about thirty Belgian
children became ill af-
ter consuming Coca-Cola products. Although the company
recalled the product, the
problem soon escalated. The Belgian government eventually
ordered the recall of all
Coca-Cola products, leading officials in Luxembourg and the
Netherlands to recall all
Coca-Cola products as well. The company eventually
determined that the illnesses
were the result of a poorly processed batch of carbon dioxide.
Coca-Cola took several
days to comment formally on the problem, which the media
quickly labeled a slow re-
sponse. Coca-Cola initially judged the situation to be minor and
not a health hazard,
but by that time a public relations nightmare had begun. France
soon reported more
than one hundred people sick and banned all Coca-Cola
products until the problem
was resolved. Soon after, a shipment of Bonaqua, a new Coca-
Cola water product, ar-
rived in Poland, contaminated with mold. In each instance, the
company’s slow re-
sponse and failure to acknowledge the severity of the situation
harmed its reputation.
The contamination crisis was exacerbated in December 1999
when Belgium
ordered Coca-Cola to halt its “Restore” marketing campaign in
11. order to regain
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consumer trust and sales in Belgium. A rival firm claimed that
the campaign strategy
that included free cases of the product, discounts to wholesalers
and retailers, and ex-
tra promotion personnel was intended to illegally strengthen
Coca-Cola’s market share.
Under Belgium’s strict antitrust laws, the claim was upheld, and
Coca-Cola abandoned
the campaign. This decision, along with the others, reduced
Coca-Cola’s market stand-
ing in Europe.
Competitive Issues
Questions about Coca-Cola’s market dominance started
government inquiries into its
marketing tactics. Because most European countries have very
strict antitrust laws, all
firms must pay close attention to market share and position
when considering joint ven-
tures, mergers, and acquisitions. During the summer of 1999,
Coca-Cola became very
aggressive in the French market. As a result, the French
government responded by re-
fusing to approve Coca-Cola’s bid to purchase Orangina, a
French beverage company.
French authorities also forced Coca-Cola to scale back its
acquisition of Cadbury
12. Schweppes, another beverage maker. Moreover, Italy
successfully won a court case
against Coca-Cola over anticompetitive prices in 1999,
prompting the European Com-
mission to launch a full-scale probe of the company’s
competitive practices. PepsiCo
and Virgin accused Coca-Cola of using rebates and discounts to
crowd their products
off shelves, thereby gaining greater market share. Coca-Cola’s
strong-arm tactics proved
to be in violation of European laws and once again
demonstrated the company’s lack
of awareness of European culture and laws.
Despite these legal tangles, Coca-Cola products, along with
many other U.S. prod-
ucts, dominate foreign markets throughout the world. According
to some European
officials, the pain that U.S. automakers felt in the 1970s
because of Japanese imports
is the same pain that U.S. firms are meting out in Europe. The
growing omnipresence
of U.S. products, especially in highly competitive markets, is
why corporate
reputation—both perceived and actual—is so important to
relationships with business
partners, government officials, and other stakeholders.
Racial Discrimination Allegations
In the spring of 1999, initially fifteen hundred African
American employees sued
Coca-Cola for racial discrimination but eventually grew to
include two thousand
current and former employees. Coca-Cola was accused of
discriminating against
them in pay, promotions, and performance evaluations.
13. Plaintiffs charged that the
company grouped African American workers at the bottom of
the pay scale, where
they typically earned $26,000 a year less than Caucasian
employees in comparable
jobs. The suit also alleged that top management had known of
the discrimination
since 1995 but had done nothing. Although in 1992 Coca-Cola
had pledged to
spend $1 billion on goods and services from minority vendors,
it did not seem to ap-
ply to their workers.
Although Coca-Cola strongly denied the allegations, the lawsuit
evoked strong
reactions. To reduce collateral damage, Coca-Cola created a
diversity council and paid
$193 million to settle the racial discrimination lawsuit.
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Problems with the Burger King Market Test
In 2002 Coca-Cola ran into more troubles when Matthew
Whitley, a mid-level Coca-
Cola executive, filed a whistle-blowing suit, alleging retaliation
for revealing fraud in
a market study performed on behalf of Burger King. To increase
sales, Coca-Cola sug-
gested that Burger King invest in and promote frozen Coke as a
14. child’s snack. The fast-
food chain arranged to test market the product for three weeks
in Richmond, Virginia,
and evaluate the results before agreeing to roll out the new
product nationally. The test
market involved customers receiving a coupon for a free frozen
Coke when they pur-
chased a Value Meal (sandwich, fries, and drink). Burger King
executives wanted to be
cautious about the new product because of the enormous
investment that each restau-
rant would require to distribute and promote the product.
Restaurants would need to
purchase equipment to make the frozen drink, buy extra syrup,
and spend a percent-
age of their advertising funds to promote the new product.
When results of the test marketing began coming in to Coca-
Cola, sales of frozen
Coke were grim. Coca-Cola countered the bad statistics by
giving at least one individual
$10,000 to take hundreds of children to Burger King to purchase
Value Meals in-
cluding the frozen Coke. Coca-Cola’s action netted seven
hundred additional Value
Meals out of nearly one hundred thousand sold during the entire
promotion. But
when the U.S. attorney general for the North District of Georgia
discovered and in-
vestigated the fraud, the company had to pay $21 million to
Burger King, $540,000
to the whistle-blower, and a $9 million pretax write-off had to
be taken. Although
Coca-Cola disputes the allegations, the cost of manipulating the
frozen Coke research
cost the company considerably in negative publicity, criminal
15. investigations, a soured
relationship with a major customer, and a loss of stakeholder
trust.
Inflated Earnings Related to Channel Stuffing
Another problem that Coca-Cola faced during this period was
accusations of channel
stuffing. Channel stuffing is the practice of shipping extra
inventory to wholesalers
and retailers at an excessive rate, typically before the end of a
quarter. Essentially, a
company counts the shipments as sales although the products
often remain in ware-
houses or are later returned to the manufacturer. Channel
stuffing tends to create the
appearance of strong demand (or conceals declining demand)
for a product, which
may result in inflated financial statement earnings thus
misleading investors.
Coke was accused of sending extra concentrate to Japanese
bottlers from 1997
through 1999 in an effort to inflate profits. In 2004 Coca-Cola
reported finding state-
ments of inflated earnings due to the company’s shipping extra
concentrate to Japan.
Although the company settled the allegations, the Securities and
Exchange Commis-
sion (SEC) did find that channel stuffing had occurred. Coca-
Cola had pressured bot-
tlers into buying additional concentrate in exchange for
extended credit, which is
technically considered legitimate.
To settle with the SEC, Coca-Cola agreed to avoid engaging in
channel stuffing
16. in the future. The company also created an ethics and
compliance office and is re-
quired to verify each financial quarter that it has not altered the
terms of payment or
extended special credit. The company further agreed to work on
reducing the amount
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of concentrate held by international bottlers. Although it settled
with the SEC and
the Justice Department, it still faces a shareholder lawsuit
regarding channel stuffing
in Japan, North America, Europe, and South Africa.
Trouble with Distributors
In early 2006, Coca-Cola faced problems with its bottlers, after
fifty-four of them filed
lawsuits seeking to block Coca-Cola from expanding delivery of
Powerade sports drinks
directly to Wal-Mart warehouses beyond the limited Texas test
area. Bottlers alleged
that the Powerade bottler contract did not permit warehouse
delivery except for com-
missaries and that Coca-Cola had materially breached the
agreement by committing
to provide warehouse delivery of Powerade to Wal-Mart and by
proposing to use a sub-
17. sidiary, CCE, as its agent for warehouse delivery.
The problem was that Coca-Cola was trying to step away from
the century-old tra-
dition of direct-store delivery, known as DSD, wherein bottlers
drop off product at in-
dividual stores, stock shelves, and build merchandising
displays. Coca-Cola and CCE
assert they were simply trying to accommodate a request from
Wal-Mart for ware-
house delivery, which is how PepsiCo distributes its Gatorade
brand. CCE had also pro-
posed making payments to some other bottlers in return for
taking over Powerade
distribution in their exclusive territories. But the bottlers had
concerns that such an
arrangement would violate antitrust laws and claimed that if
Coca-Cola and CCE went
forward with their warehouse delivery, it would greatly
diminish the value of the bot-
tlers’ businesses.
The problems faced by Coca-Cola were reported negatively by
the media and had
a negative effect on Coca-Cola’s reputation. When the
reputation of one company
within a channel structure suffers, all firms within the supply
chain suffer in some way
or another. This was especially true because Coca-Cola adopted
an enterprise resource
system that linked Coca-Cola’s once almost classified
information to a host of partners.
Thus, the company’s less-than-stellar handling of the ethical
crises has introduced a lack
of integrity in its partnerships. Although some of the crises had
nothing to do with the
18. information shared across the new system, the partners still
assume greater risk be-
cause of their relationships with Coca-Cola. The
interdependence between Coca-Cola
and its partners requires a diplomatic and considerate view of
the business and its ef-
fects on various stakeholders. Thus, these crises harmed Coco-
Cola’s partner compa-
nies, their stakeholders, and eventually, their bottom lines.
International Problems Related to Unions
Around the same time, Coca-Cola also faced intense criticism in
Colombia where
unions were making progress inside Coke’s plants.
Coincidently, at the same time,
eight Coca-Cola workers died, forty-eight went into hiding, and
sixty-five received
death threats. The union alleges that Coca-Cola and its local
bottler were complicit in
these cases and is seeking reparations to the families of the
slain and displaced work-
ers. Coca-Cola denies the allegations, noting that only one of
the eight workers was
killed on the premises of the bottling plant. Also, the other
deaths, all occurred off
premises and could have been the result of Colombia’s four-
decade-long civil war.
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19. Coke Employees Offer to Sell Trade Secrets
A Coca-Cola administrative secretary and two accomplices were
arrested in 2006 and
charged in a criminal complaint with wire fraud and unlawfully
stealing and selling
trade secrets from the Coca-Cola Company. The accused
contacted PepsiCo executives
and indicated that an individual identifying himself as “Dirk,”
who claimed to be em-
ployed at a high level with Coca-Cola, offered “very detailed
and confidential infor-
mation.” When Coca-Cola received the letter from PepsiCo
about the offer, the FBI
was contacted, and an undercover FBI investigation began. The
FBI determined that
“Dirk” was Ibrahim Dimson of Bronx, New York. Dirk provided
an FBI undercover
agent with fourteen pages of Coca-Cola logo-marked
“Classified—Confidential” and
“CLASSIFIED—Highly Restricted.” In addition, Dirk also
provided samples of Coca-
Cola top-secret products. The source of the information was
Joya Williams, an exec-
utive administrative assistant for Coca-Cola’s global brand
director in Atlanta, who
had access to some information and materials described by
“Dirk.” Employees should
be held responsible for protecting intellectual property, and this
breach of confidence
by a Coca-Cola employee was a serious ethical issue.
ETHICAL RECOVERY?
Despite Coca-Cola’s problems, consumers surveyed after the
European contamina-
20. tion indicated they felt that Coca-Cola would still behave
correctly during times of
crises. The company also ranked third globally in a
PricewaterhouseCoopers survey of
most-respected companies. Coca-Cola managed to retain its
strong ranking while other
companies facing setbacks, including Colgate-Palmolive and
Procter & Gamble, were
dropped or fell substantially in the rankings.
Coca-Cola has taken the initiative to counter diversity protests.
The racial dis-
crimination lawsuit, along with the threat of a boycott by the
NAACP, led to Daft’s
plan to counter racial discrimination. The plan was designed to
help Coca-Cola improve
employment of minorities.
When Coca-Cola settled the racial discrimination lawsuit, the
agreement stipu-
lated that the company (1) donate $50 million to a foundation to
support programs
in minority communities, (2) hire an ombudsman who would
report directly to CEO
Daft, (3) investigate complaints of discrimination and
harassment, and (4) set aside
$36 million for a seven-person task force and authorize it to
oversee the company’s em-
ployment practices. The task force includes business and civil
rights experts and is to
have unprecedented power to dictate company policy with
regard to hiring, compen-
sating, and promoting women and minorities. Despite the
unusual provision to grant
such power to an outside panel, Daft said, “We need to have
outside people helping
21. us. We would be foolish to cut ourselves off from the outside
world.”
Belgian officials closed their investigation of the health scare
involving Coca-Cola
and announced that no charges would be filed against the
company. A Belgian health
report indicated that no toxic contamination had been found in
Coke bottles, even
though the bottles were found to have contained tiny traces of
carbonyl sulfide, which
produces a rotten-egg smell; the amount of carbonyl sulfide
would have to have been
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ETHICAL CRISES 315
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NOT FO
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a thousand times higher to be toxic. Officials also reported that
they found no struc-
tural problems with Coca-Cola’s production plant and that the
company had cooper-
ated fully throughout the investigation.
CURRENT SITUATION AT COCA-COLA
While Coca-Cola’s financial performance continues to lag, one
issue that may have
great impact on the success of the company is its relationship
with distributors. Law-
22. suits that distributors have launched against Coca-Cola for its
attempt to bypass them
with Powerade have the potential of destroying trust and
cooperation in the future.
Other issues related to channel stuffing and falsifying market
tests to customers indi-
cate a willingness by management to bend the rules to increase
the bottom line.
Although Coca-Cola seems to be trying to establish its
reputation based on qual-
ity products and socially responsible activities, it has failed to
manage ethical decision
making in dealing with various stakeholders. An important
question to consider is
whether Coca-Cola’s strong emphasis on social responsibility,
especially philanthropic
and environmental concerns, can help the company maintain its
reputation in the face
of highly public ethical conflict and crises.
CEO Isdell developed a two-year turnaround plan focused on
new products, and
the company created one thousand new products, including
coffee-flavored Coca-Cola
Blak to be marketed as an energy beverage and soft drink. The
company is also adopt-
ing new-age drinks such as lower-calorie Powerade sports drink
and flavored Dasani
water. These moves are an attempt to catch up with PepsiCo
who has become the
noncarbonated-beverage leader. Coca-Cola continues
developing products such as bot-
tled coffee called Far Coast and black and green tea drinks
called Gold Peak. Although
PepsiCo has outexecuted Coca-Cola since 1996, Coca-Cola still
23. has a 50 percent mar-
ket share, but PepsiCo has become the larger company in 2006
and Coca-Cola’s long-
term earnings and sales have been lowered. If so many ethical
issues had not distracted
Coca-Cola, would its financial performance have been much
better?
316 PART 5 ◆ CASES
QUEST IONS
1. Why do you think Coca-Cola has had one ethical issue to
resolve after another over
the last decade or so?
2. A news analyst said that Coca-Cola could become the next
Enron. Do you think
this is possible and defend your answer?
3. What should Coca-Cola do to restore its reputation and
eliminate future ethical
dilemmas with stakeholders?
SOURCES: Elise Ackerman, “It’s the Real Thing: A Crisis at
Coca-Cola,” U.S. News & World Report,
October 4, 1999, 40–41; Ronald Alsop, “Corporate Reputations
Are Earned with Trust, Reliability,
Study Shows,” Wall Street Journal online, September 23, 1999,
http://interactive.wsj.com; “America’s
Most Admired Companies,” Fortune, February 8, 2000, via
www.pathfinder.com/fortune; “America’s
Most Admired Companies,” Fortune online,
www.fortune.com/fortune/mostadmired/(accessed
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24. NOT FO
R SALE
December 17, 2002); Paul Ames, “Case Closed on Coke Health
Scare,” Associated Press, April 22,
2000; Dan Beucke, “Coke Promises a Probe in Colombia,”
BusinessWeek, February 6, 2006, 11; James
Bone, “Three Charged with Stealing Coca-Cola Trade Secrets,”
Times Online, July 6, 2006,
http://www.timesonline.co.uk/printfriendly/0,,1-3-2259092-
3,00.html (accessed July 7, 2006);
Katrina Brooker, “The Pepsi Machine,” Fortune, February 6,
2006, 68–72; Mary Jane Credeur, “Coke
Poured Out 1000 New Products in 2005, Two-Year Turnaround
Plan on Track, CEO Says,” USA Today,
December 8, 2005, B5; Coca-Cola Company, www2.coca-
cola.com (accessed August 21, 2003); “Coca-
Cola Introduces ‘Real’ Marketing Platform,” PR Newswire,
January 9, 2003, accessed via Lexis Nexis;
“Coca-Cola Names E. Neville Isdell Chairman and Chief
Executive Officer Elect,” Coca-Cola press
release, May 4, 2004, http://www2.coca-
cola.com/presscenter/pc_include/nr_20040504 (accessed
May 17, 2006); “Coke Rapped for Restore,” The Grocer,
December 4, 1999, 14; “Corporate Reputation
in the Hands of Chief Executive,” Westchester County Business
Journal, May 18, 1998, 17; Patrick Crosby,
“DOJ Statement, Evidence In Coke Trade-Secrets Case,” Wall
Street Journal online, July 5, 2006,
http://online.wsj.com/article_print/SB115213927958898855.htm
l (accessed July 7, 2006); T. C.
Doyle, “Channel Stuffing Rears Its Ugly Head,” VARBusiness
online, May 6, 2003, www.varbusiness
25. .com/showArticle.jhtml;jsessionid=PCVHTC511CHQ0QSNDBC
SKHSCJUMEKJVN?article
ID=18823602; James Faier, “The Name Is the Game,” Retail
Traffic online, http://retailtrafficmag
.com/mag/retail_name_game/index.html (accessed May 15,
2006); Sharon Foley, “Cola Wars
Continue: Coke vs. Pepsi in the 1990s,” Harvard Business
School Press, April 10, 1995, Case 9-794-
055; Dean Foust and Geri Smith, “‘Killer Coke’ or Innocent
Abroad? Controversy over Anti-Union
Violence in Colombia Has Colleges Banning Coca-Cola,”
BusinessWeek, January 23, 2006, 46–48;
“FYI,” Incentive 176 (2002): 67; “Grand Jury to Investigate
Coke on Channel Stuffing Allegations,”
Atlanta Business Chronicle online, May 3, 2004,
http://atlanta.bizjournals.com/atlanta.stories/
2004/05/03/daily2.html; Ann Harrington, “Prevention Is the
Best Defense,” Fortune, July 10, 2000,
188; Constance Hays, “Coca-Cola to Cut Fifth of Workers in a
Big Pullback,” New York Times, January
27, 2000, A1; Ernest Holsendolph, “Facing Suit, Coca-Cola
Steps Up Diversity Efforts,” Atlanta
Journal and Constitution, May 27, 1999, F1; Anita Howarth,
“Coca-Cola Struggles to Refurbish Image
After Recent European Troubles,” Daily Mail, January 16, 2000,
accessed via Lexis Nexis Academic
Universe; Tammy Joyner, “Generous Severance Packages,”
Atlanta Journal and Constitution, January
27, 2000, E1; Jeremy Kahn, “The World’s Most Admired
Companies,” Fortune, October 11, 1999,
267–275; Marjorie Kelly, “100 Best Corporate Citizens,”
Business Ethics (Spring 2006): 23–24; Scott
Leith, “Where Has Daft Been?” Atlanta Journal and
Constitution, December 1, 2002, 1Q; Betty Lui,
“Think of Us as a Local Company,” Financial Times, January
20, 2003, 6; Betsy McKay and Chad
26. Terhune, “Coca-Cola Settles Regulatory Probe; Deal Resolves
Allegations by SEC That Firm Padded
Profit by Channel Stuffing,” Wall Street Journal, via
http://proquest.umi.com/pqweb?did=823831501
&sid=1&Fmt=3&clientId=2945&RQT=309&Vname=PQD
(accessed November 8, 2005); Betsy Morris
and Patricia Sellers, “What Really Happened at Coke,” Fortune,
January 10, 2000, 114–116; Dan Morse
and Ann Carrns, “Coke Rated ‘Acceptable’ on Diversity,” Wall
Street Journal, September 26, 2002, A9;
Jon Pepper, “Europe Resents That Europeans Much Prefer to
Buy American,” Detroit News online,
November 10, 1999,
http://detnews.com/1999/business/9911/10/11100025.htm;
Jordan T. Pine,
“Coke Counters Protests with New Diversity Commitment,”
Diversity Inc. online, March 13, 2000,
www.diversityinc.com; V. L. Ramsey, “$1 Billion Pledged to
Vendors,” Black Enterprise, July 1992, 22;
Maria Saporta, “Transition at Coca-Cola: Ivester Paid a Price
for Going It Alone,” Atlanta Journal and
Constitution, December 8, 1999, E1; “Second Annual List of
‘100 Best Corporate Citizens’ Quantifies
Stakeholder Service,” Business Ethics online, www.business-
ethics.com/newpage24.htm (accessed
December 17, 2002); Patricia Sellers, “Coke’s CEO Doug Daft
Has to Clean Up the Big Spill,” Fortune,
March 6, 2000, 58–59; Christopher Seward, “Company
Forewarned: Meaning of Goizueta’s ’96 Letter
Echoes Today,” Atlanta Journal and Constitution, January 27,
2000, E4; Chad Terhune, “Bottlers’ Suit
Challenge Coke Distribution Plan,” Wall Street Journal,
February 18–19, 2006, A5; Chad Terhune, “A
Suit by Coke Bottlers Exposes Cracks in a Century-Old
System,” Wall Street Journal, March 13, 2006,
A1; “Top 75: The Greatest Management Decisions Ever Made,”
27. Management Review, November 1998,
20–23; Henry Unger, “Revised Suit Cites Coca-Cola Execs,”
Atlanta Journal and Constitution,
December 21, 1999, D1; Greg Winter, “Bias Suit Ends in
Changes for Coke,” Austin American-
Statesman online, November 17, 2000,
http://austin360.com/statesman
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ETHICAL CRISES 317
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1
C H A P T E R
1
AVON PRODUCTS, INC.
MARC EFFRON
A leadership development and talent turnaround system
designed for executives
that leverage 360 - degree feedback, a leadership
skill/competency model, and indi-
vidual development planning.
Introduction
A Success - Driven Challenge
28. The Turnaround
The Talent Challenge
Execute on the “ What, ” Differentiate with “ How ”
From Opaque to Transparent
The Avon 360
Broad - Based Transparency
From Complex to Simple
Performance Management
Engagement Survey
■
■
■
■
■
■
■
■
■
30. the economic empowerment of women around the world, began
the most radical
restructuring process in its 120 - year history. Driving this
effort was the belief that
Avon could sustain its historically strong fi nancial performance
while building the
foundation for a larger, more globally integrated organization.
The proposed changes
would affect every aspect of the organization and would demand
an approach to fi nd-
ing, building, and engaging talent that differed from anything
tried before.
A SUCCESS - DRIVEN CHALLENGE
Avon Products is a 122 - year-old company originally founded
by David H. McConnell —
a door - to - door book seller who distributed free samples of
perfume as an incentive to
his customers. He soon discovered that customers were more
interested in samples
of his rose oil perfumes than in his books and so, in 1886, he
founded the California
Perfume Company. Renamed Avon Products in 1939, the
organization steadily grew
to become a leader in the direct selling of cosmetics, fragrances,
31. and skin care
products.
By 2005, Avon was an $8 billion company that had achieved a
10 percent cumula-
tive annual growth rate (CAGR) in revenue and a 25 percent
CAGR in operating profi t
from 2000 through 2004. A global company, Avon operated in
more than forty coun-
tries and received more than 70 percent of its earnings from
outside the United States.
By all typical fi nancial metrics, Avon was a very successful
company.
However, as the company entered 2006 it found itself
challenged by fl attening
revenues and declining operating profi ts. While the situation
had many contributing
causes, one underlying issue was that Avon had grown faster
than portions of its infra-
structure and talent could support. As with many growing
organizations, the struc-
tures, people, and processes that were right for a $5 billion
company weren ’ t necessarily
a good fi t for a $10 billion company.
33. Moving from a Regional to a Matrix Structure: Geographic
regions that had
operated with signifi cant latitude were now matrixed with
global business func-
tions, including Marketing and Supply Chain.
Delayering : A systematic, six - month process was started to
take the organization
from fi fteen layers of management to eight, including a
compensation and benefi t
reduction of up to 25 percent.
Signifi cant Investment in Executive Talent: Of the CEO ’ s
fourteen direct
reports, six key roles were replaced externally from 2004 to
2006, including the
CFO, head of North America, head of Latin America, and the
leaders of Human
Resources, Marketing, and Strategy. Five of her other direct
reports were in new
roles.
New Capabilities Were Created: A major effort to source
Brand Management,
Marketing Analytics, and Supply Chain capabilities was
launched, which brought
hundreds of new leaders into Avon.
THE TALENT CHALLENGE
34. As the turnaround was launched, numerous gaps existed in
Avon ’ s existing talent and
in its ability to identify and produce talent. While some of those
gaps were due to
missing or poorly functioning talent processes, an underlying
weakness seemed to lie
in the overall approach to managing talent and talent practices.
After reviewing Avon ’ s existing talent practices, the talent
management group
(TM) identifi ed six overriding weaknesses that hurt their
effectiveness. They found
that existing talent practices were
Opaque: Neither managers nor Associates knew how existing
talent practices
(that is, performance management, succession planning) worked
or what they
were intended to do. To the average employee, these processes
were a black box.
Egalitarian: While the Avon culture reinforced treating every
Associate well, this
behavior had morphed into treating every Associate in the same
way. High
performers weren ’ t enjoying a fundamentally different work
experience and
36. talent practices was low.
Episodic: Employee surveys, talent reviews, development
planning, and succes-
sion planning, when done at all, were done at a frequency
determined by individ-
ual managers around the world.
Emotional: Decisions on talent movement, promotions, and
other key talent
activities were often infl uenced as much by individual
knowledge and emotion as
by objective facts.
Meaningless: No talent practice had “ teeth. ” HR couldn ’ t
answer the most basic
question a manager might ask about talent practices — “ What
will happen to me if
I don ’ t do this? ”
EXECUTE ON THE “ WHAT, ” DIFFERENTIATE WITH “
HOW ”
Our TM group found ourselves in a diffi cult situation.
Fundamental changes were
needed in every talent practice, and the practices had to be
changed and implemented
in time to support the turnaround. This meant that the practices
had to be quick to
build, easy to use, and, most of all, effective.
37. Taking our guidance from the Top Companies for Leaders
study (Effron,
Greenslade, & Salob, 2005) and the philosophies of executive
coach Marshall Gold-
smith (2006), we decided to build our talent practices with two
key guiding
principles.
1. Execute on the “ what. ” The Top Companies for
Leaders study found that sim-
ple, well - executed talent practices dominated at companies
that consistently pro-
duced great earnings and great leaders. We similarly believed
that fundamental
talent practices (that is, performance management or succession
planning) would
deliver the expected results if they were consistently and fl
awlessly executed.
We decided to build talent practices that were easy to
implement and a talent
management structure that would ensure they were consistently
and fl awlessly
implemented. More importantly, we decided to . . .
2. Differentiate on “ how. ” While disciplined execution
could create a strong foun-
dation for success, the six adjectives that described Avon ’ s
39. FROM OPAQUE TO TRANSPARENT
One of the most simple and powerful changes was to bring as
much transparency as
possible to every talent practice. TM designed new practices
and redesigned existing
ones using total transparency as the starting point. Transparency
was only removed
when confi dentiality concerns outweighed the benefi ts of
sharing information. The
change in Avon ’ s 360 assessment process was a telling
example.
The Avon 360
Avon ’ s 360 - degree assessment process was hardly a model
of transparency when the
turnaround began. When the new TM leader arrived at Avon, he
asked for copies of
each VP ’ s 360 - degree assessment, with the goal of better
understanding any common
behavioral strengths and weaknesses. He was told by the 360
administrator in his
group that he was not allowed to see them. The TM leader
explained that his intent
wasn ’ t to take any action on an individual VP, simply to learn
more about his clients.
40. He was again told “ no ” — that confi dentiality prevented
their disclosure.
While the administrator was correct in withholding the
information (the partici-
pants had been promised 100 percent confi dentiality), the fact
that the most critical
behavioral information about top leaders was not visible to the
TM leader (or anyone
else) had to change. A new, much simpler 360 was designed and
implemented that
explicitly stated that proper managerial and leadership
behaviors were critical for a
leader ’ s success at Avon. Citing that level of importance, the
disclosure to all partici-
pants and respondents stated that the 360 information could be
shown to the partici-
pant ’ s manager, HR leader, regional talent leader, and anyone
else the Avon ’ s HR team
decided was critical to the participant ’ s development. It also
stated that the behavioral
information could be considered when making decisions about
talent moves, includ-
ing promotions or project assignments.
Helping to make this transition to transparency easier, the new
41. 360 assessment
and report differed from typical tools that rate the participant on
profi ciency in various
areas. The Avon 360 borrowed heavily from the “ feed -
forward ” principles of Marshall
Goldsmith 1 and showed the participant which behaviors
participants wanted to see
more of, or less of, going forward. Without the potential stigma
of having others seeing
you rated as a “ bad ” manager, openly sharing 360 fi ndings
quickly evaporated as an
issue.
Broad - Based Transparency
Transparency was woven into every talent process or program
in a variety of ways.
Examples would include:
Career Development Plans: To provide Associates with more
transparency about
how to succeed at Avon, the HR team developed “ The Deal. ”
The Deal was a sim-
ple description of what was required to have a successful career
at Avon, and what
parts the Associate and Avon needed to play (see Figure 1.1 ).
The Deal made clear
44. Hi Po Program: No
Global Move: No
Special Projects: Consider
Compensation targets:
• Base 50th, Bonus 40th
Development investment:
• Average
Hi Po Program: No
Global Move: No
Special Projects: No
Compensation targets:
• Base 50th, Bonus -- NONE
Development investment:
• None without TM approval
Hi Po Program: No
Global Move: No
Special Projects: No
Compensation targets:
• Base 60th, Bonus 60th
Development investment:
• 2x average
Hi Po Program: Consider
Global Move: Yes
Special Projects: Yes
Compensation targets:
• Base 50th, Bonus 50th
Development investment:
• Average
Hi Po Program: No
45. Global Move: Consider
Special Projects: Yes
Compensation targets:
• Base 50th, Bonus 50th
Development investment:
• .75x average
Hi Po Program: No
Global Move: No
Special Projects: No
Compensation targets:
• Base 60th, Bonus 90th
Development investment:
• 5x average
Hi Po Program: Yes
Global Move: Yes
Special Projects: Yes
Compensation targets:
• Base 50th, Bonus 75th
Development investment:
• 2x average
Hi Po Program: Consider
Global Move: Yes
Special Projects: Yes
Compensation targets:
• Base 50th, Bonus 75th
Development investment:
• 1.5x average
Hi Po Program: No
46. Global Move: No
Special Projects: Yes
that every Associate had to deliver results, display proper
leadership behaviors,
know our unique business, and take advantage of development
experiences if they
hoped to move forward in the organization.
Development Courses: Avon acknowledged the unspoken but
obvious fact about
participating in leadership or functional training courses — of
course you ’ re being
observed! We believed it was important for participants to
understand that we
were investing in their future and that monitoring that
investment was critical. The
larger investment that we made, the more explicitly we made
the disclosure. For
our Accelerated Development Process (a two - year high -
potential development
process offered to the top 10 percent of VPs), we let them know
that they were
now “ on Broadway. ” The lights would be hotter and the
critics would be less for-
giving. They knew that we would help each of them to be a
great actor, but that
48. practices was the radical sim-
plifi cation of every process. We believed that traditional talent
processes would work
(that is, grow better talent, faster) if they were effectively
executed. However, we under-
stood from our experience and a plethora of research (Hunter,
Schmidt, & Judiesch,
1990) that most talent practices were very complex without that
complexity adding any
signifi cant value. This level of complexity caused managers to
avoid using those tools,
and so talent wasn ’ t grown at the pace or quality that
companies required.
We committed ourselves to radically simplifying every talent
process and ensur-
ing that any complexity in those processes was balanced by an
equal amount of value
(as perceived by managers). Making this work was easier than
we had anticipated. As
the TM team designed each process, we would start literally
with a blank sheet of
paper and an open mind. We would set aside our hard - earned
knowledge about the
“ right ” way to design these processes and instead ask
49. ourselves these questions:
1. What is the fundamental business benefi t that this talent
process is trying to
achieve?
2. What is the simplest possible way to achieve that benefi
t?
3. Can we add value to the process that would make it easier
for managers to make
smarter people decisions?
Using just those three questions, it was amazing how many
steps and “ bells and
whistles ” fell away from the existing processes. The two
examples below provide
helpful illustration.
Performance Management
Aligning Associates with the turnaround goals of the business
and ensuring they were
fairly evaluated was at the foundation of the business
turnaround. As we entered the
turnaround, the company had a complex ten - page performance
management form with
understandably low participation rates. Many Associates had not
had a performance
51. pace, taking incre-
mentally small steps forward in the design process. At each
step, we would ask
ourselves, does this step add more value to managers than it
does complexity? As
long as it did, we added the additional design element. When
that complexity/value
curve started to level (see Figure 1.2 ), we very carefully
weighed adding any addi-
tional elements. And, when we couldn ’ t justify that adding
another unit of com-
plexity would add another unit of value, we stopped.
What went away as the design process progressed? Just a few
examples
would include:
Goal labels (highly valued, star performer, etc.), which added
no value (in fact
blurred transparency!) but did add complexity.
Individual rating of goals, which implied a false precision in
the benefi t of each
goal and encouraged Associates to game the system.
Behavioral ratings, which were replaced with a focus on
behaviors that would
52. help achieve the current goals.
The output was a one - page form with spaces for listing the
goal, the metric,
and the outcome. A maximum of four goals was allowed. Two
behaviors that
supported achievement of the current goal could be listed but
were not for-
mally rated. As a result, participation reached nearly 100
percent, and
line managers actually thanked the talent team for creating a
simple perform-
ance management process!
Adding Additional Value: In this process, we didn ’ t fi nd
opportunities to add
more value than was achieved through simplifi cation alone.
■
■
■
■
FIGURE 1.2. The Avon Deal (Example)
Grow
Avon
53. Achieve
Results for Our
Representatives
Provide Clear
Performance
Expectations; Let
You Know Where
You Stand
Develop
Through
Experiences
Take on
Critical Career
Experiences
Provide the Right
Assignments and
Experiences
Know
Avon
Understand
Direct Selling
Provide Training
and Exposure
55. effectiveness, but there was no integrated focus on consistent
measurement and
improvement of engagement. In designing the engagement
survey process, we applied
the same three questions:
The business benefi t: We accepted the substantial research
that showed a corre-
lation (and some that showed causation) between increasing
engagement and
increasing various business metrics. In addition, we felt that the
ability to measure
managers ’ effectiveness through engagement levels and
changes would provide an
opportunity for driving accountability around this issue. As with
performance
management, we knew that managers would use this tool if we
could make it sim-
ple and, ideally, if we could show that it would allow them to
more effectively
manage their teams.
The simple path: There were two goals established around
simplicity. One goal
was to understand as much of what drove engagement as
possible, while asking
56. the least number of questions. The second goal was to write the
questions as sim-
ply as possible, so that if managers needed to improve the score
on a question,
their options for action would be relatively obvious. The fi nal
version of the sur-
vey had forty - fi ve questions, which explained 68 percent of
the variance in
engagement. The questions were quite simple, which had some
value in itself, but
their true value was multiplied tenfold by the actions described
below.
Adding additional value: We were confi dent that, if
managers took the “ right ”
actions to improve their engagement results, not only would the
next year ’ s scores
increase, but the business would benefi t from the incremental
improvement. The
challenge was to determine and simply communicate to the
manager what
the “ right ” actions were. Working with our external survey
provider, we devel-
oped a statistical equation model (SEM) that became the “
engine ” to produce
those answers. The SEM allowed us to understand the power of
57. each engagement
dimension (for example, Immediate Manager, Empowerment,
Senior Manage-
ment) to increase engagement, and to express that power in an
easy-to-understand
statement.
For example, we could determine that the relationship between
the Immediate
Manager dimension and overall engagement was 2:1. This meant
that for every two
percentage points a manager could increase his or her
Immediate Manager dimension
score, the overall engagement result would increase by one
percentage point. Even
better, this model allowed us to tell every manager receiving a
report the specifi c three
or four questions that were the key drivers of engagement for
his or her group .
No longer would managers mistakenly look at the top - ten or
bottom - ten questions to
guess at which issues needed attention. We could tell them
exactly where to focus their
■
■
59. leaders ’ experiences to
ensure that our highest potential leaders were very engaged,
very challenged, and very
tied to our company.
We made the shift to differentiation in a number of ways,
including:
Communication to Leadership Teams
At the start of the turnaround process, presentations were made
to each of the
regional leadership teams to explain the shift in talent
philosophy. The chart below
(see Figure 1.3 ) helped to emphasize that we were serious
about differentiation, could
be relatively specifi c about what it meant and how we planned
to apply it. Showing the
differentiation on our new Performance and Potential matrix
also let leaders know that
accurately assessing talent on this tool was critical to our
making the right talent
investments.
FIGURE 1.3. The Value/Complexity Curve
Continue
Caution
61. the belief that fl awless execution of well - known high -
potential development tactics
would rapidly accelerate development. 2 With limited funds to
spend, we needed to
make a decision about what talent bets would truly pay off.
Our monetary investment in our highest - potential leaders was
fi ve to ten times
what we would invest in an average performer. This investment
would include train-
ing, coaching, and incentive compensation, but we also invested
the highly valuable
time of our CEO, executive team, and board members. Our
highest - potential leaders
would often have an audience with these executives on a regular
basis.
Tools and Processes
Our new talent review process and performance review process
also emphasized our
differentiation philosophy. Our new 5 - point performance scale
came with a recom-
mended distribution that assumed 15 percent of our leaders
would fail to meet some of
their goals during the year. We believed that if goals were set at
an appropriately chal-
62. lenging level, this was a very reasonable expectation. As a
consequence, we saw mar-
ginal performers, who typically could have limped along for
years with an average
rating, receive the appropriate attention to either improve their
performance or move
out of the business.
Our performance and potential grid (3 by 3) also had
recommended distributions,
but we found over time that the grid defi nitions actually better
served our differentia-
tion goals. After initially rating leaders as having higher
potential (the ability to move
a certain number of levels over a certain period of time), over
time, managers saw that
the movement they predicted didn ’ t occur and those with more
potential to move
became a smaller, more differentiated group. We also asked
managers to “ stack rank ”
Box 6, which contained average performers who were not likely
to move a level in the
next twenty - four months. This process helped to differentiate
“ solid average ” perform-
ers from those who were probably below average and possibly
64. organization had cre-
ated their own tools for activities like performance management
or individual
development. The corporate talent management function was not
empowered to
push for global consistency, and consequently there was not a
common approach
to build Avon talent. This changed with a shift to global
consistency that was
championed by the SVP HR. While all talent practices would
now be designed by
the corporate TM group, each still had to be vetted with the HR
leaders of each
geographic region and functional discipline. As a fi nal part of
the design process,
adjustments were made to tools and processes to ensure they
met needs around the
world.
Adding talent management structure globally: We created the
role of “ regional
talent management leader, ” a manager - or director - level
role responsible for the
local implementation of the global processes. Five of these
positions were cre-
ated — one in each key geographic region — and the improved
65. process discipline
can be credited to them and their HR leaders. Regular meetings
and calls between
regional leaders and the corporate TM group helped ensure
great dialogue and
consistent improvements in the processes.
A committed CEO: Our CEO, Andrea Jung, showed herself to
be a tremendous
supporter of effective talent processes. Both through her role
modeling (conduct-
ing performance reviews and setting clear goals for her team)
and instilling
process discipline (she held formal talent review meetings with
each direct report
and an executive committee talent calibration meeting twice
each year), she signaled
that these processes had value.
This new level of discipline was an incredibly strong lever in
our ability to assess
and develop our talent. By holding talent processes every six
months, we were able to
drive transparency around talent issues on a regular basis and
instill accountability
to take action on issues before the next cycle.
67. Avon Products, Inc. 13
The TM team worked to inject more fact - based decision
making into talent dis-
cussions. Some of those facts were qualitative and others
quantitative, but as a whole,
they allowed a more complete discussion of an individual ’ s
performance and
potential.
Qualitative facts added: Additional qualitative facts were
found everywhere
from talent reviews to leadership and functional courses. In
talent reviews, cali-
bration discussions were added at each level so that individual
managers could
justify individual potential ratings to their peers. Those ratings
might also be
reviewed an additional time at the next level. Regional talent
management leaders
would facilitate many of those meetings to help leaders have
complete and honest
discussions, helping to ensure that the qualitative data was
accurate. Additional
qualitative data was also added from a leader ’ s participation in
leadership or func-
68. tional development programs. Senior line managers would
sponsor those pro-
grams, frequently attending the entire one - , two - , or three -
week process. Those
managers would then bring rich observations to the talent
discussions about an
individual ’ s performance in those classes.
Quantitative facts added: Two of the new tools discussed
above, the 360 and the
engagement survey, provided quantitative facts that helped
Avon assess talent.
Progress against engagement goals or individual behavior
improvement (or lack
of it) was often a key indicator of readiness for additional
development.
FROM MEANINGLESS TO CONSEQUENTIAL
Injecting managerial accountability for talent practices was a
key factor in their effec-
tiveness. Prior to the turnaround, accountability for those
practices did not exist, with
some managers taking personal responsibility to implement
them and others doing
very little. In creating the new talent practices, we tried to
inject accountability into
69. each one, answering that critical question, “ Why should I do
this ” ?
Monetary accountability: Varying a leader ’ s pay for
successfully or unsuccess-
fully managing talent is a dream of many HR and compensation
leaders. We chose
to use that lever in a very targeted way when we applied it to
engagement survey
improvement. The executive team believed that the survey
provided a strong
enough measure of a manager ’ s focus on people issues that
they could be held
accountable for its improvement. The executive committee
established year - over -
year improvement in engagement scores as a goal in every VP ’
s performance plan.
Associate - led accountability: To encourage the timely
completion of the perfor-
mance management process steps, we empowered Associates to
hold their manag-
ers accountable. A memo was sent to every Associate at the
beginning of each
■
■
■
71. While accountability was applied in many different ways, the
common outcome
was that leaders understood that focusing on talent during the
turnaround (and after)
mattered, and that they were responsible for getting it done.
The progress made on talent issues was helped by the various
factors discussed
above, from a committed CEO and SVP HR to the urgency of a
turnaround to the dra-
matic change in talent practices. But it would not have been
possible without the desire
of every manager at Avon to do the right thing. We started with
a culture that valued
every Associate, and we channeled that positive spirit using
sound processes and
unfl inching discipline. We didn ’ t delude ourselves into
thinking that those talent
changes would have been possible without the Avon culture.
THE RESULTS OF A TALENT TURNAROUND
We described the six weaknesses in Avon ’ s talent practices at
the beginning of this
chapter. Over the initial turnaround period (twelve to eighteen
months), we moved
72. those talent processes:
From opaque to transparent: Leaders now know what ’ s
required to be success-
ful, how we ’ ll measure that, how we ’ ll help them, and the
consequences of higher
and lower performance. They know their performance ratings,
their potential rat-
ings, and how they can change each of those.
From egalitarian to differentiated: We actively differentiated
levels of Avon tal-
ent and provided each level with the appropriate experience.
Our highest - potential
leaders understand how we feel about them, and they see a
commensurate invest-
ment. Our lower - performing leaders get the attention they
need.
From complex to simple: Managers now do the right thing for
their Associates
both because we ’ ve lowered the barriers we previously built
and because we ’ ve
helped them with value - added tools and information.
From episodic to disciplined: Processes now happen on
schedule and consis-
tently around the world.
■
74. frequent feedback, and development planning) have increased
up to 17 percent, with
directors and vice presidents giving their immediate managers
nearly a 90 percent
approval rating. The ratings of “ people effectiveness ” (which
captures many HR and
talent practices) increased up to 16 percent, including strong
gains on questions related
to dealing appropriately with low performers and holding
leaders accountable for their
results.
More transparency has allowed faster movement of talent into
key markets. Sim-
pler processes have allowed us to accelerate the development of
leaders. Holding lead-
ers accountable for their behaviors has improved the work
experience for Associates
around the world.
While these changes were hard - fought and we believe created
much more effec-
tive processes, a more important set of metrics exists. Avon has
achieved all of its
expense savings goals since the start of the turnaround and has
recently reinforced
75. its commitments to even greater expense reductions. Even with
this lower cost base
and 10 percent fewer Associates, Avon has grown from
revenues of $ 8B in 2005 to
nearly $ 11B in projected 2009 revenues while delivering
strong single - digit earnings
growth.
We can ’ t say with certainty that our new talent practices
contributed to either
those cost savings or our revenue increases. We are confi dent,
however, that the talent
practices now in place will deliver better leaders, faster, to help
Avon meet its business
goals.
REFERENCES
Effron, M., Greenslade, S., & Salob, M. (2005, September).
Growing great leaders: Does it really matter? Human
Resource Planning Journal, 28(3), 18 – 23.
Goldsmith, M. (2006). Try feed forward instead of feedback.
In M. Goldsmith & L. Lyons, Coaching for Leader-
ship (pp. 45 – 49). San Francisco: Pfeiffer.
Hunter, J.E., Schmidt, F.L., & Judiesch, M.K. (1990).
Individual differences in output variability as a function of
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· Due Week 4 and worth 150 points
From the Goldsmith & Carter textbook, select either the Avon
Products (Chapter 1) or GE Money Americas (Chapter 6) case
study for this assignment.
Write a five to seven (5-7) page paper in which you:
1. Provide a brief description of the status of the company that
led to its determination that a change was necessary.
2. Identify the model for change theory typified in the case
study of your choice. Discuss what led you to identify the
model that you did.
3. Illustrate the types of evaluation information that were
collected and how they are used to benefit the company.
4. Speculate about success of the changes within the next five
83. (5) years and how adjustments could be made if the results
become less than ideal.
5. Use at least five (5) quality academic resources in this
assignment. Note: Wikipedia and other Websites do not quality
as academic resources.
Your assignment must follow these formatting requirements:
. Be typed, double spaced, using Times New Roman font (size
12), with one-inch margins on all sides; references must follow
APA or school-specific format. Check with your professor for
any additional instructions.
. Include a cover page containing the title of the assignment, the
student’s name, the professor’s name, the course title, and the
date.
. The cover page and the reference page are not included in the
required page length.
The specific course learning outcomes associated with this
assignment are:
. Explore how to identify and develop high-potential talent.
. Analyze behavior change theories and their impact on talent
management processes.
. Determine the effects of leadership in the management of
talent pools and the talent review process.
. Use technology and information resources to research issues in
talent management.
. Write clearly and concisely about talent management using
proper writing mechanics.
· Assignment 2: “The Coca-Cola Company Struggles with
Ethical Crises”
Read “The Coca-Cola Company Struggles with Ethical Crises”
case. Write a four to six (4-6) page paper in which you:
1. Delineate the ethical issues and dilemmas (as found in
Chapter 3) the company faced.
2. Determine which of the issues/dilemmas you identified was
the most significant. Explain your reasoning.
84. 3. Determine what steps Coca-Cola should have taken to prevent
the issues you identified from arising in the first place.
4. Analyze how Coca-Cola responded to the crisis and
determine if this was the best possible response or not.
5. Include at least three (3) references, no more than three (3)
years old, from material outside the course.
The format of the paper is to be as follows:
. Typed, double-spaced, Times New Roman font (size 12), one-
inch margins on all sides (APA format).
. Type the question followed by your answer to the question.
. In addition to the four to six (4-6) pages required, a title page
and a reference page is to be included. The title page is to
contain the title of the assignment, your name, the instructor’s
name, the course title, and the date. The reference page is to be
APA format.
Note: You will be graded on the quality of your answers, the
logic/organization of the report, your language skills, and your
writing skills.