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COM60811 - Final Paper - Leadership at Ford Motor Company
Mulally and Ford Jr. led Ford Motor Company through the economic downturn of 2007-2008 using transformational and democratic leadership styles. They avoided government bailouts by borrowing $23.6 billion in 2006. Mulally overhauled Ford's operations, culture, and products. He empowered internal teams and the marketing officer to lead change. Their authentic "glocal" communication and branding efforts positioned Ford for success as the economy recovered. By 2010, Ford was profitable again thanks to Mulally and the leadership team's strategic vision and communication.
FINAL Pride Flyer
The Power Stroke Pride & Loyalty Program (PLP) rewards independent repair facilities for their loyalty to Ford Power Stroke diesel vehicles. The program offers facilities 2.5% unlimited cash back on diesel parts purchases from Ford. To participate, facilities complete an enrollment form and receive a PIN from their sponsoring Ford dealership. They can then log into a website to track their progress towards quarterly purchase targets, which earns them cash back rewards. Additional benefits are provided after spending $2,500 on eligible parts, including signage, inventory protection, and access to Ford technical resources. The goal is to drive focus and rewards for diesel parts businesses that service Power Stroke vehicles.
Analysis of the Crisis Communication Response of Malysia Airlines to the Loss...
This document analyzes the crisis communication response of Malaysia Airlines to the disappearance of Flight MH370 in March 2014. It discusses how the initial response from Malaysia Airlines and the Malaysian government was criticized for the lack of timely and accurate information provided to media and families of passengers. Specifically, they provided conflicting reports, misleading information, and failed to communicate in a compassionate and transparent manner. This lack of effective communication caused speculation and misinformation to spread, damaging Malaysia Airlines' credibility and worsening the crisis.
Domino's Pizza Social Media Campaign analysis
Domino's Pizza has grown from a single location in 1960 to over 5,000 stores by the late 1980s. In the 2000s, Domino's changed its pizza recipe and launched online ordering and tracking. In 2010, a new CEO launched an advertising campaign to improve Domino's brand image. Currently, Domino's uses social media like Facebook, Twitter, and Instagram for marketing. In 2015, Domino's launched a "tweet-to-eat" campaign allowing orders on Twitter. However, the document recommends Domino's improve by more actively monitoring and responding to negative social media comments to build trust and improve customer satisfaction.
Apple vs USG, Ethics
The document analyzes the ethics of the situation where the US government requested Apple unlock the iPhone of a terror suspect. Apple refused, citing privacy concerns. The document applies theories like extended cognition and deontology vs teleology to support Apple's position. It summarizes Apple and the US government's arguments, with Apple taking a teleological approach considering consequences, and the US government using a deontological justification of conforming to principles regardless of impact. Research cited extends the concept of cognition and privacy to data on devices.
Research Methods Final Group Project
This document provides a summary of a survey conducted by the Brian Lamb School of Communication at Purdue University to understand students' perceptions of communication as an academic field and major. The survey found that communication was perceived as too broad a field without specific career opportunities. It provides recommendations for the school to address this through a brand identity campaign emphasizing communication majors' job and career prospects, and a positioning campaign to better define the field. Tables in the document analyze survey results on factors influencing major selection and perceptions of communication majors.
Recommended
COM60811 - Final Paper - Leadership at Ford Motor Company
Mulally and Ford Jr. led Ford Motor Company through the economic downturn of 2007-2008 using transformational and democratic leadership styles. They avoided government bailouts by borrowing $23.6 billion in 2006. Mulally overhauled Ford's operations, culture, and products. He empowered internal teams and the marketing officer to lead change. Their authentic "glocal" communication and branding efforts positioned Ford for success as the economy recovered. By 2010, Ford was profitable again thanks to Mulally and the leadership team's strategic vision and communication.
FINAL Pride Flyer
The Power Stroke Pride & Loyalty Program (PLP) rewards independent repair facilities for their loyalty to Ford Power Stroke diesel vehicles. The program offers facilities 2.5% unlimited cash back on diesel parts purchases from Ford. To participate, facilities complete an enrollment form and receive a PIN from their sponsoring Ford dealership. They can then log into a website to track their progress towards quarterly purchase targets, which earns them cash back rewards. Additional benefits are provided after spending $2,500 on eligible parts, including signage, inventory protection, and access to Ford technical resources. The goal is to drive focus and rewards for diesel parts businesses that service Power Stroke vehicles.
Analysis of the Crisis Communication Response of Malysia Airlines to the Loss...
This document analyzes the crisis communication response of Malaysia Airlines to the disappearance of Flight MH370 in March 2014. It discusses how the initial response from Malaysia Airlines and the Malaysian government was criticized for the lack of timely and accurate information provided to media and families of passengers. Specifically, they provided conflicting reports, misleading information, and failed to communicate in a compassionate and transparent manner. This lack of effective communication caused speculation and misinformation to spread, damaging Malaysia Airlines' credibility and worsening the crisis.
Domino's Pizza Social Media Campaign analysis
Domino's Pizza has grown from a single location in 1960 to over 5,000 stores by the late 1980s. In the 2000s, Domino's changed its pizza recipe and launched online ordering and tracking. In 2010, a new CEO launched an advertising campaign to improve Domino's brand image. Currently, Domino's uses social media like Facebook, Twitter, and Instagram for marketing. In 2015, Domino's launched a "tweet-to-eat" campaign allowing orders on Twitter. However, the document recommends Domino's improve by more actively monitoring and responding to negative social media comments to build trust and improve customer satisfaction.
Apple vs USG, Ethics
The document analyzes the ethics of the situation where the US government requested Apple unlock the iPhone of a terror suspect. Apple refused, citing privacy concerns. The document applies theories like extended cognition and deontology vs teleology to support Apple's position. It summarizes Apple and the US government's arguments, with Apple taking a teleological approach considering consequences, and the US government using a deontological justification of conforming to principles regardless of impact. Research cited extends the concept of cognition and privacy to data on devices.
Research Methods Final Group Project
This document provides a summary of a survey conducted by the Brian Lamb School of Communication at Purdue University to understand students' perceptions of communication as an academic field and major. The survey found that communication was perceived as too broad a field without specific career opportunities. It provides recommendations for the school to address this through a brand identity campaign emphasizing communication majors' job and career prospects, and a positioning campaign to better define the field. Tables in the document analyze survey results on factors influencing major selection and perceptions of communication majors.
Inferential Statistics
This document discusses inferential statistics used to analyze survey data from the Brian Lamb School of Communication. Three hypotheses were tested using t-tests and chi-square analysis in SPSS. H1 examined differences between men and women in their perceptions of a communications major/minor and found no statistically significant differences. H2 looked at whether grade level correlated with importance placed on future income and also found no significant correlation. H3 analyzed whether age correlated with awareness of the connection between the college and Brian Lamb. While some results supported the null hypothesis, others suggested further testing was needed. Chi-square analysis found that communications majors had higher awareness of the BLSC than non-majors, disproving the null hypothesis. In summary,
Descriptive Statistics
The document discusses descriptive statistics performed on survey data from the Brian Lamb School of Communication. It analyzes variables like respondent gender, age, grade level, and perceptions of majoring in communication. Across several tables and analyses, it finds that as respondent age and grade level increase, their perceptions of ease of finding a job, job income potential, and importance of major also increase. The last analysis shows median perceptions remain consistent while multiple modes exist for perceptions of major difficulty. More evaluation is needed to understand the multiple modes.
Qualitative Research Assignment
This document contains student responses to an open-ended question about the advantages of being a communication major. The responses were coded using a qualitative coding methodology. The majority of responses identified skills-based advantages, particularly interpersonal communication skills, public speaking abilities, and skills applicable to various careers. Other common advantages included a wide range of potential job and career opportunities as well as the broad applicability of communication skills across fields. A few responses did not identify clear advantages or found the question not applicable.
Global Case Study - UN Women's campaign
The document provides a case analysis of a 2013 global awareness campaign by UN Women that aimed to further the organization's mission of gender equality and eliminating discrimination against women. The campaign featured advertisements with women's mouths covered by Google search bars suggesting discriminatory phrases. While the campaign highlighted ongoing issues, a critique found it could have been more effective by targeting audiences more familiar with Google and with a high degree of social activism. The campaign's broad reach may have limited its impact, and alternative visuals not relying on a specific platform could have better conveyed its message globally.
ICP Country Region Overview
Founded in 1993, Water.org provides clean drinking water and sanitation services to people in 14 countries. It relies on internet marketing and social media campaigns hosted on sites like YouTube. While its WaterCredit program has been praised, experts suggest Water.org could improve program evaluation, women's programs, and marketing. The Better Business Bureau gives Water.org a low rating due to lack of financial information transparency.
Guatemala has high rates of people without access to clean water and sanitation, especially in rural and indigenous communities. Its political history of authoritarian rule and civil war means government involvement could undermine trust in Water.org's programs. Face-to-face outreach may be needed to communicate with and build trust
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Inferential Statistics
This document discusses inferential statistics used to analyze survey data from the Brian Lamb School of Communication. Three hypotheses were tested using t-tests and chi-square analysis in SPSS. H1 examined differences between men and women in their perceptions of a communications major/minor and found no statistically significant differences. H2 looked at whether grade level correlated with importance placed on future income and also found no significant correlation. H3 analyzed whether age correlated with awareness of the connection between the college and Brian Lamb. While some results supported the null hypothesis, others suggested further testing was needed. Chi-square analysis found that communications majors had higher awareness of the BLSC than non-majors, disproving the null hypothesis. In summary,
Descriptive Statistics
The document discusses descriptive statistics performed on survey data from the Brian Lamb School of Communication. It analyzes variables like respondent gender, age, grade level, and perceptions of majoring in communication. Across several tables and analyses, it finds that as respondent age and grade level increase, their perceptions of ease of finding a job, job income potential, and importance of major also increase. The last analysis shows median perceptions remain consistent while multiple modes exist for perceptions of major difficulty. More evaluation is needed to understand the multiple modes.
Qualitative Research Assignment
This document contains student responses to an open-ended question about the advantages of being a communication major. The responses were coded using a qualitative coding methodology. The majority of responses identified skills-based advantages, particularly interpersonal communication skills, public speaking abilities, and skills applicable to various careers. Other common advantages included a wide range of potential job and career opportunities as well as the broad applicability of communication skills across fields. A few responses did not identify clear advantages or found the question not applicable.
Global Case Study - UN Women's campaign
The document provides a case analysis of a 2013 global awareness campaign by UN Women that aimed to further the organization's mission of gender equality and eliminating discrimination against women. The campaign featured advertisements with women's mouths covered by Google search bars suggesting discriminatory phrases. While the campaign highlighted ongoing issues, a critique found it could have been more effective by targeting audiences more familiar with Google and with a high degree of social activism. The campaign's broad reach may have limited its impact, and alternative visuals not relying on a specific platform could have better conveyed its message globally.
ICP Country Region Overview
Founded in 1993, Water.org provides clean drinking water and sanitation services to people in 14 countries. It relies on internet marketing and social media campaigns hosted on sites like YouTube. While its WaterCredit program has been praised, experts suggest Water.org could improve program evaluation, women's programs, and marketing. The Better Business Bureau gives Water.org a low rating due to lack of financial information transparency.
Guatemala has high rates of people without access to clean water and sanitation, especially in rural and indigenous communities. Its political history of authoritarian rule and civil war means government involvement could undermine trust in Water.org's programs. Face-to-face outreach may be needed to communicate with and build trust