The newly hired retail operations manager analyzed the company's situation and identified several weaknesses, including outdated market research, poor product variety, and a demotivated team. The manager proposed initiatives to address these such as new product lines, improved customer experience, and establishing a strong organizational culture. A key goal is achieving $9 million in annual revenue across high, low, and custom furniture tiers. Internationally, the company will pursue ISO certification and expand into the Arabian Peninsula through foreign retail subsidiaries.
Bio-Valley Day Spa is opening a new spa in Melaka, Malaysia. The business plan outlines the company background, services offered, management team, and location. Four partners are establishing the spa as a partnership company, with the goal of providing natural health and beauty treatments to customers. The plan provides details on the services, staffing, location, and financial projections to support the new spa business.
The document provides an overview of the Sunway Group, a Malaysian conglomerate founded in 1974 and led by Tan Sri Dato' Seri Dr. Jeffrey Cheah. It has grown from a small tin-mining company to a diversified corporation with interests in construction, manufacturing, property development, and other industries. The group aims to provide world-class products and services while achieving excellence in its business segments through a commitment to its core values and strategic focus on centralization and adaptability.
An Assignment On Planing & Organizing (Principles Of Management)Robin Bepary
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This document provides information about planning and organizing. It discusses the planning process, which includes evaluating goals, identifying resources, establishing tasks, prioritizing goals and tasks, creating timelines and assignments, establishing evaluation methods, and identifying alternative courses of action. It also discusses organizing, including defining specialization and division of work, orientation towards goals, continuity, and departmentalization approaches. Key elements of organizing discussed are authority, responsibility, accountability, span of management, and improving organizational structures.
this is marketing plan for gardenia. in this slide describe more about Gardenia Company in Malaysia. Example types of Gardenia breads, SWOT analysis and more. so, enjoy :)
The document discusses communication in organizations. It defines communication as the process of sharing meaning through symbolic messages. Effective communication is important for managers to accomplish their functions and is the main activity managers devote their time to. The communication process involves a sender encoding a message, sending it through a channel, a receiver decoding the message, and potential feedback. There are formal vertical, horizontal, and informal communication channels in organizations. Maintaining effective communication requires understanding audiences, feedback, simple language, and an open environment free of barriers.
The document discusses principles of management. It defines management as the manipulation of resources (4Ms - men, material, money, machine) to achieve organizational objectives. The four functions of management are planning, organizing, leading, and controlling. Planning involves setting goals and strategies, organizing is determining tasks and structuring roles, leading uses influence to motivate employees, and controlling monitors activities to ensure plans are followed. Competitive advantage comes from managing costs, quality, speed, and innovation effectively.
This marketing plan is for Tesco Stores (Malaysia) Sdn Bhd, a subsidiary of British retailer Tesco operating in Malaysia. The plan covers situational analysis, objectives, strategies, and marketing elements. Key competitors in Malaysia include Giant, Carrefour, and Jusco, who compete on price, variety of products, and shopping experience. A SWOT analysis identifies Tesco's strengths in brand, customer service and prices, as well as opportunities for growth, but also weaknesses in over-reliance on the UK market and threats from economic declines and competitive pressures. The plan analyzes Tesco's target Malaysian customers and outlines segmentation, targeting, and positioning strategies.
Bio-Valley Day Spa is opening a new spa in Melaka, Malaysia. The business plan outlines the company background, services offered, management team, and location. Four partners are establishing the spa as a partnership company, with the goal of providing natural health and beauty treatments to customers. The plan provides details on the services, staffing, location, and financial projections to support the new spa business.
The document provides an overview of the Sunway Group, a Malaysian conglomerate founded in 1974 and led by Tan Sri Dato' Seri Dr. Jeffrey Cheah. It has grown from a small tin-mining company to a diversified corporation with interests in construction, manufacturing, property development, and other industries. The group aims to provide world-class products and services while achieving excellence in its business segments through a commitment to its core values and strategic focus on centralization and adaptability.
An Assignment On Planing & Organizing (Principles Of Management)Robin Bepary
Â
This document provides information about planning and organizing. It discusses the planning process, which includes evaluating goals, identifying resources, establishing tasks, prioritizing goals and tasks, creating timelines and assignments, establishing evaluation methods, and identifying alternative courses of action. It also discusses organizing, including defining specialization and division of work, orientation towards goals, continuity, and departmentalization approaches. Key elements of organizing discussed are authority, responsibility, accountability, span of management, and improving organizational structures.
this is marketing plan for gardenia. in this slide describe more about Gardenia Company in Malaysia. Example types of Gardenia breads, SWOT analysis and more. so, enjoy :)
The document discusses communication in organizations. It defines communication as the process of sharing meaning through symbolic messages. Effective communication is important for managers to accomplish their functions and is the main activity managers devote their time to. The communication process involves a sender encoding a message, sending it through a channel, a receiver decoding the message, and potential feedback. There are formal vertical, horizontal, and informal communication channels in organizations. Maintaining effective communication requires understanding audiences, feedback, simple language, and an open environment free of barriers.
The document discusses principles of management. It defines management as the manipulation of resources (4Ms - men, material, money, machine) to achieve organizational objectives. The four functions of management are planning, organizing, leading, and controlling. Planning involves setting goals and strategies, organizing is determining tasks and structuring roles, leading uses influence to motivate employees, and controlling monitors activities to ensure plans are followed. Competitive advantage comes from managing costs, quality, speed, and innovation effectively.
This marketing plan is for Tesco Stores (Malaysia) Sdn Bhd, a subsidiary of British retailer Tesco operating in Malaysia. The plan covers situational analysis, objectives, strategies, and marketing elements. Key competitors in Malaysia include Giant, Carrefour, and Jusco, who compete on price, variety of products, and shopping experience. A SWOT analysis identifies Tesco's strengths in brand, customer service and prices, as well as opportunities for growth, but also weaknesses in over-reliance on the UK market and threats from economic declines and competitive pressures. The plan analyzes Tesco's target Malaysian customers and outlines segmentation, targeting, and positioning strategies.
Lessons For "Undercover" Bosses - Organization Behavior (Case Study)amythafp
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Group Members: Amytha Fatimah Putri, Annisa Surya P, Ilman Majid, Mayasita Novelia, and Kevin Wiliam P.
The document discusses the concept of MBWA (Management By Walking Around), which involves managers spending time with frontline employees. It notes both potential advantages like understanding challenges and sparking new ideas, and disadvantages such as employees feeling spied on. The responses provide ways for executives to learn about operations besides undercover methods, and for managers to minimize concerns about spying through open communication when using MBWA.
This document provides an outline for a strategic management assignment on strategic decision making for a company called DL Limited.
1. It includes an introduction to strategic management and why it is important.
2. It performs an audit of DL Limited including a PESTLE analysis, SWOT analysis, and discusses Porter's 5 forces model and strategic positioning.
3. It reviews the literature on strategic decisions and discusses different schools of strategic thought.
4. It will critically analyze different frameworks for strategic decision making and provide recommendations to help DL Limited achieve its goals and objectives.
Leadership and Management of Change - PETRONAS MalaysiaFarah Lee -
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This document provides an overview of leadership practices at PETRONAS, the Malaysian national oil and gas company. It discusses PETRONAS' organizational culture and values, examples of exemplary leadership from past presidents, leadership development programs, and management of change. PETRONAS places emphasis on loyalty, cohesiveness, professionalism, and integrity. It cultivates spiritual leadership and a people-oriented culture. Exemplary former presidents include Tan Sri Hassan Marican, who transformed PETRONAS into a global player, and Tan Sri Shamsul Azhar Abbas, who defended the company's autonomy. PETRONAS invests heavily in leadership development and succession planning to ensure a pipeline of talent. It uses a 70:20:
Gardenia began in 1969 when an American was sent to East Malaysia to start a bakery. Gardenia Bakeries (KL) Sdn Bhd was formed and rolled out its first loaf of bread in 1986, becoming the market leader within four years with near 100% brand recall. The company is now owned by Malaysian businessman Tan Sri Syed Mokhtar Shah and produces various baked goods while also focusing on health and charitable causes through partnerships with organizations like NADI.
The document discusses diagnosing organizational effectiveness through a comprehensive three-level model examining the organization, groups within the organization, and individuals. At the organizational level, it evaluates factors like strategy, structure, culture and resources. At the group level, it assesses goals, tasks, composition and norms. At the individual level, it analyzes job characteristics and personal factors that influence satisfaction and performance.
The document discusses a case study of SUNWAY GROUP, a large Malaysian conglomerate, and their use of leadership coaching to develop managers for senior roles. CELSIM designed a program combining workshops, coaching, projects and e-learning to help managers improve coaching, communication, and influence skills. Participants gained confidence and knowledge to create sustainable change and motivate their teams to achieve goals. Feedback from a participant noted the program provided insight into improving effectiveness and priorities.
This document is an excerpt from a textbook on principles of management. It introduces key concepts in management such as organizations, goals, resources, and the four functions of management: planning, organizing, leading, and controlling. It describes organizational performance in terms of efficiency and effectiveness, and explains managerial roles, skills, and challenges. The intended audience is students learning about foundational management principles.
HR PRACTICES OF MULTINATIONAL COMPANIES mehul chopra
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This presentation would enhance your knowledge about the hr practices followed by different companies and it would enhance your knowledge about the what services does the company provide to their employees
This document provides information about the Harvard referencing system. It discusses the importance of citing references, describes the key components of the Harvard style, and provides examples of how to cite sources in-text and create a reference list. The document is compiled by two authors from Tunku Abdul Rahman College and contains 7 sections that cover an introduction, the importance of citations, the Harvard referencing system, how to cite sources in-text, how to create a reference list, examples of citations, and a list of references.
The document discusses the visions and missions of the top 100 companies on the Fortune Global 500 list. It provides examples of visions, which describe where companies want to go, and missions, which describe the purpose and goals of the companies. The visions generally focus on leadership, performance, and innovation, while the missions often discuss the products/services provided and benefits for customers, shareholders, and society.
This document provides an overview of strategic human resource management for two large retail organizations, Tesco and Walmart. It discusses the importance of SHRM and how it contributes to organizational objectives. The document also outlines how to develop an HR plan, including identifying business factors, requirements, and developing a five-step process. Finally, it discusses the purpose of HR policies and how they help meet regulatory requirements and organizational culture.
The document outlines a WIFI model for organizational culture with four key areas: Well-being (29%), Information (62%), Fairness (19%), and Involvement (undisclosed percentage). Well-being includes employee welfare programs, work-life balance policies, and making employees feel valued. Information focuses on strategic communication, keeping people informed through an intranet, and making information interactive. Fairness involves respecting individuals, fair recruitment and performance management, and career development opportunities. Involvement discusses the importance of manager coaching skills, cross-team involvement, and senior managers serving as role models.
The document presents a case study about an employee named Mala who temporarily borrowed money from the petty cash fund at her company due to her child's medical expenses. When this was discovered, her immediate supervisor and the company HR manager disagreed on how to handle the situation. The supervisor felt terminating Mala was too harsh given the circumstances, while the manager's policy was to fire any employee who stole. This highlighted issues around communication, trust, and flexibility between management and employees. It also demonstrated the need for training managers in areas like conflict resolution, relationship building, and considering employees' personal situations. Overall the case showed the importance of human resource development in creating a positive work environment and resolving workplace problems.
RICH BAKER is a bakery located in Jaffna, Sri Lanka that has experienced rapid growth over the past few years. It pays competitive salaries but employees are demotivated due to long working hours without holidays and a gloomy work environment. The bakery uses a semi-computerized system for inventory and production records but human resource management is not computerized and consists of only one person who focuses on records and payroll. As the bakery continues growing, it needs to establish formal human resource systems and practices to support employees and manage compliance, staffing, and risk.
The Jenz Creative Studio was founded in 2000 by Muhd Fazzuan and colleagues to provide graphic design, website creation, and advertising consulting services. Muhd Fazzuan had identified a need at his previous job in marketing to better manage the company's website. He recruited colleagues with IT expertise to establish Jenz Creative Studio as a subsidiary of the Jenz Group. Over 14 years, Jenz Creative Studio has saved over 1 billion Malaysian ringgit for clients in web maintenance and advertising costs while receiving an award for quality code for 10 consecutive years.
The document is a chapter outline for an MBA thesis titled "Challenges and Success Factors of Project Management (PM) Services in Malaysia Construction Industry". The 5-chapter outline includes an introduction on research background and problems, a literature review on PM theories and roles/responsibilities, a methodology section describing mixed qualitative and quantitative research, a data analysis section, and conclusions/recommendations. Key findings from interviews and a survey of 35 professionals found the most important roles of PM companies are monitoring activities and targets. The most significant challenge is a lack of qualified PM practitioners, and the most important success factor is PM company competence and experience.
Siemens provides various training and development programs to help identify skills gaps and ensure employees have the necessary skills to achieve business objectives. Workforce planning enables Siemens to assess current employee skills and future needs in order to develop targeted training programs. Siemens offers apprenticeships, commercial academies, and graduate programs for entry-level employees to gain qualifications and experience. The effectiveness of training is measured through performance reviews where goals are set and progress is evaluated. Training helps employees gain new skills and adapt to changes, improves productivity, ensures long-term commitment, and attracts new talent, thereby allowing Siemens to achieve its strategic business goals.
Proton Holdings Berhad is Malaysia's main car manufacturer, operating in 26 countries and selling over 3.5 million cars in Malaysia alone between 1985-2013. It has joint ventures with international automakers like Mitsubishi, Citroen, and Honda to produce high quality vehicles. Proton's vision is to become a globally successful Malaysian automotive manufacturer through acquiring technology, strengthening Malaysia's industrial capabilities, and leading the nation's industrialization.
Culture evolves from a collective belief and core set of values, and there are 10 guiding principles we drive our business decisions with. Here they are:
Business ethics studies policies regarding controversial topics like corporate governance, insider trading, and discrimination. There are 12 main types of business ethics: transparency, integrity, trustworthiness, loyalty, equality, compassion, respect, excellence, responsibility, accountability, reputation upholding, and lawfulness. These ethics help build trust with stakeholders, foster employee loyalty and motivation, promote non-discrimination and equality, and ensure companies comply with relevant laws.
Lessons For "Undercover" Bosses - Organization Behavior (Case Study)amythafp
Â
Group Members: Amytha Fatimah Putri, Annisa Surya P, Ilman Majid, Mayasita Novelia, and Kevin Wiliam P.
The document discusses the concept of MBWA (Management By Walking Around), which involves managers spending time with frontline employees. It notes both potential advantages like understanding challenges and sparking new ideas, and disadvantages such as employees feeling spied on. The responses provide ways for executives to learn about operations besides undercover methods, and for managers to minimize concerns about spying through open communication when using MBWA.
This document provides an outline for a strategic management assignment on strategic decision making for a company called DL Limited.
1. It includes an introduction to strategic management and why it is important.
2. It performs an audit of DL Limited including a PESTLE analysis, SWOT analysis, and discusses Porter's 5 forces model and strategic positioning.
3. It reviews the literature on strategic decisions and discusses different schools of strategic thought.
4. It will critically analyze different frameworks for strategic decision making and provide recommendations to help DL Limited achieve its goals and objectives.
Leadership and Management of Change - PETRONAS MalaysiaFarah Lee -
Â
This document provides an overview of leadership practices at PETRONAS, the Malaysian national oil and gas company. It discusses PETRONAS' organizational culture and values, examples of exemplary leadership from past presidents, leadership development programs, and management of change. PETRONAS places emphasis on loyalty, cohesiveness, professionalism, and integrity. It cultivates spiritual leadership and a people-oriented culture. Exemplary former presidents include Tan Sri Hassan Marican, who transformed PETRONAS into a global player, and Tan Sri Shamsul Azhar Abbas, who defended the company's autonomy. PETRONAS invests heavily in leadership development and succession planning to ensure a pipeline of talent. It uses a 70:20:
Gardenia began in 1969 when an American was sent to East Malaysia to start a bakery. Gardenia Bakeries (KL) Sdn Bhd was formed and rolled out its first loaf of bread in 1986, becoming the market leader within four years with near 100% brand recall. The company is now owned by Malaysian businessman Tan Sri Syed Mokhtar Shah and produces various baked goods while also focusing on health and charitable causes through partnerships with organizations like NADI.
The document discusses diagnosing organizational effectiveness through a comprehensive three-level model examining the organization, groups within the organization, and individuals. At the organizational level, it evaluates factors like strategy, structure, culture and resources. At the group level, it assesses goals, tasks, composition and norms. At the individual level, it analyzes job characteristics and personal factors that influence satisfaction and performance.
The document discusses a case study of SUNWAY GROUP, a large Malaysian conglomerate, and their use of leadership coaching to develop managers for senior roles. CELSIM designed a program combining workshops, coaching, projects and e-learning to help managers improve coaching, communication, and influence skills. Participants gained confidence and knowledge to create sustainable change and motivate their teams to achieve goals. Feedback from a participant noted the program provided insight into improving effectiveness and priorities.
This document is an excerpt from a textbook on principles of management. It introduces key concepts in management such as organizations, goals, resources, and the four functions of management: planning, organizing, leading, and controlling. It describes organizational performance in terms of efficiency and effectiveness, and explains managerial roles, skills, and challenges. The intended audience is students learning about foundational management principles.
HR PRACTICES OF MULTINATIONAL COMPANIES mehul chopra
Â
This presentation would enhance your knowledge about the hr practices followed by different companies and it would enhance your knowledge about the what services does the company provide to their employees
This document provides information about the Harvard referencing system. It discusses the importance of citing references, describes the key components of the Harvard style, and provides examples of how to cite sources in-text and create a reference list. The document is compiled by two authors from Tunku Abdul Rahman College and contains 7 sections that cover an introduction, the importance of citations, the Harvard referencing system, how to cite sources in-text, how to create a reference list, examples of citations, and a list of references.
The document discusses the visions and missions of the top 100 companies on the Fortune Global 500 list. It provides examples of visions, which describe where companies want to go, and missions, which describe the purpose and goals of the companies. The visions generally focus on leadership, performance, and innovation, while the missions often discuss the products/services provided and benefits for customers, shareholders, and society.
This document provides an overview of strategic human resource management for two large retail organizations, Tesco and Walmart. It discusses the importance of SHRM and how it contributes to organizational objectives. The document also outlines how to develop an HR plan, including identifying business factors, requirements, and developing a five-step process. Finally, it discusses the purpose of HR policies and how they help meet regulatory requirements and organizational culture.
The document outlines a WIFI model for organizational culture with four key areas: Well-being (29%), Information (62%), Fairness (19%), and Involvement (undisclosed percentage). Well-being includes employee welfare programs, work-life balance policies, and making employees feel valued. Information focuses on strategic communication, keeping people informed through an intranet, and making information interactive. Fairness involves respecting individuals, fair recruitment and performance management, and career development opportunities. Involvement discusses the importance of manager coaching skills, cross-team involvement, and senior managers serving as role models.
The document presents a case study about an employee named Mala who temporarily borrowed money from the petty cash fund at her company due to her child's medical expenses. When this was discovered, her immediate supervisor and the company HR manager disagreed on how to handle the situation. The supervisor felt terminating Mala was too harsh given the circumstances, while the manager's policy was to fire any employee who stole. This highlighted issues around communication, trust, and flexibility between management and employees. It also demonstrated the need for training managers in areas like conflict resolution, relationship building, and considering employees' personal situations. Overall the case showed the importance of human resource development in creating a positive work environment and resolving workplace problems.
RICH BAKER is a bakery located in Jaffna, Sri Lanka that has experienced rapid growth over the past few years. It pays competitive salaries but employees are demotivated due to long working hours without holidays and a gloomy work environment. The bakery uses a semi-computerized system for inventory and production records but human resource management is not computerized and consists of only one person who focuses on records and payroll. As the bakery continues growing, it needs to establish formal human resource systems and practices to support employees and manage compliance, staffing, and risk.
The Jenz Creative Studio was founded in 2000 by Muhd Fazzuan and colleagues to provide graphic design, website creation, and advertising consulting services. Muhd Fazzuan had identified a need at his previous job in marketing to better manage the company's website. He recruited colleagues with IT expertise to establish Jenz Creative Studio as a subsidiary of the Jenz Group. Over 14 years, Jenz Creative Studio has saved over 1 billion Malaysian ringgit for clients in web maintenance and advertising costs while receiving an award for quality code for 10 consecutive years.
The document is a chapter outline for an MBA thesis titled "Challenges and Success Factors of Project Management (PM) Services in Malaysia Construction Industry". The 5-chapter outline includes an introduction on research background and problems, a literature review on PM theories and roles/responsibilities, a methodology section describing mixed qualitative and quantitative research, a data analysis section, and conclusions/recommendations. Key findings from interviews and a survey of 35 professionals found the most important roles of PM companies are monitoring activities and targets. The most significant challenge is a lack of qualified PM practitioners, and the most important success factor is PM company competence and experience.
Siemens provides various training and development programs to help identify skills gaps and ensure employees have the necessary skills to achieve business objectives. Workforce planning enables Siemens to assess current employee skills and future needs in order to develop targeted training programs. Siemens offers apprenticeships, commercial academies, and graduate programs for entry-level employees to gain qualifications and experience. The effectiveness of training is measured through performance reviews where goals are set and progress is evaluated. Training helps employees gain new skills and adapt to changes, improves productivity, ensures long-term commitment, and attracts new talent, thereby allowing Siemens to achieve its strategic business goals.
Proton Holdings Berhad is Malaysia's main car manufacturer, operating in 26 countries and selling over 3.5 million cars in Malaysia alone between 1985-2013. It has joint ventures with international automakers like Mitsubishi, Citroen, and Honda to produce high quality vehicles. Proton's vision is to become a globally successful Malaysian automotive manufacturer through acquiring technology, strengthening Malaysia's industrial capabilities, and leading the nation's industrialization.
Culture evolves from a collective belief and core set of values, and there are 10 guiding principles we drive our business decisions with. Here they are:
Business ethics studies policies regarding controversial topics like corporate governance, insider trading, and discrimination. There are 12 main types of business ethics: transparency, integrity, trustworthiness, loyalty, equality, compassion, respect, excellence, responsibility, accountability, reputation upholding, and lawfulness. These ethics help build trust with stakeholders, foster employee loyalty and motivation, promote non-discrimination and equality, and ensure companies comply with relevant laws.
Linked in page slide share - final-20160513eswadmin
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ESW is an IT services company that started in Grande Prairie in 1998 and has since expanded to include offices in Calgary and Edmonton. They offer a variety of IT services to clients including service desk support, network implementation, server implementation, and cloud technology services. ESW values their employees and offers benefits from the first day as well as training and a focus on work-life balance through company events and community involvement. They aim to treat employees as partners rather than staff.
Linked in page slide share - final-20160506eswadmin
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ESW is an IT services company that started in Grande Prairie, Alberta in 1998 and has since expanded to include offices in Calgary and Edmonton. They offer a wide range of IT services including service desk support, network implementation, server implementation, and cloud technology services. ESW values their employees and clients, treating employees as co-workers rather than staff. They offer benefits and training from the first day of employment. ESW aims to leverage technology to benefit their clients and provide a positive experience for both clients and employees.
The document discusses 12 types of business ethics that companies aim to uphold: transparency, integrity, trustworthiness, loyalty, equality, compassion, respect, excellence, responsibility, accountability, reputation upholding, and lawfulness. It provides examples of how companies can demonstrate each ethical value, such as through open communication, fair treatment of employees and customers, high-quality products and services, and legal compliance. Maintaining strong business ethics helps companies build trust, motivate employees, and achieve long-term success and growth.
This document outlines Visteon's ethics and integrity policy, which establishes guidelines for employees regarding issues like diversity, safety, conflicts of interest, fair competition, and international business. The policy emphasizes Visteon's values of integrity, innovation, safety, customer focus, respect for people, profitability, and good citizenship. It provides guidance on topics such as protecting company property, accurate record keeping, avoiding insider trading and conflicts of interest. The policy aims to ensure Visteon conducts business legally and ethically.
Schneider Electric has opened a new 12,000 square metre manufacturing and solutions centre called The Engine Room. The new facility houses manufacturing, mining, sustainable development, and education divisions and provides a space for collaboration. It shows Schneider Electric's commitment to long-term investment in South Africa. The document also discusses Schneider Electric's participation in Take a Girl Child to Work day, where 20 girls shadowed leaders across the organization to encourage their dreams and future leadership.
This document provides information about working at IFA Global, including its purpose, culture, roles, responsibilities, and growth opportunities. IFA's larger purpose is to profitably manage clients' money through innovative strategies. Employees are treated as partners and have the potential to earn a share of company revenues. IFA focuses on providing a collaborative learning environment where employees can advance their skills over 5-7 years from an analyst role to director level compensation of over 1 crore with profit sharing. The culture emphasizes meritocracy, appreciation, coaching and ensuring employees and clients are successful.
The document is Graphic Packaging's Code of Business Conduct and Ethics. It outlines the company's core values of integrity, respect, accountability, relationships, and teamwork. It provides guidance on complying with laws and regulations, avoiding conflicts of interest, maintaining accurate records and confidentiality, ensuring product quality and safety, and protecting human and workplace rights. Employees are expected to know, decide on, and act in accordance with the Code.
This document provides information about Promo Focus, a company that offers promotional products and services. It discusses Promo Focus' beliefs, capabilities, and strategies for creating effective marketing campaigns using tangible advertising products. The document also provides examples of how Promo Focus has helped other companies successfully launch new products and secure press exposure through the use of promotional items.
Valverde & Stiles Process and DeliverablesMike Stiles
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Valverde & Stiles provide content strategy and video production services. Their approach focuses on telling clear brand stories through video and other agile, modular content that can be reused across channels. They emphasize understanding the audience and goals through discovery, then developing a content guide and production plan to effectively convey the brand's message as a story. Their process focuses on continual iteration and optimization of content assets for maximum impact and performance.
IT Ventures is an IT recruitment firm that specializes in placing highly skilled IT consultants and professionals on both a contract and permanent basis. They take a consultative approach to understand each client's unique needs and have over 50 years of combined experience in the industry. Their expert consultants have extensive experience and local market knowledge to source top talent. They utilize a variety of recruiting methods including an extensive candidate database, job board postings, networking events, and social media to attract candidates not readily available on the market. Clients praise their ability to quickly understand requirements and fill roles with highly qualified candidates that are a strong cultural fit.
Code of Conduct shared on the website of Infosys. The latest copy may have updates and is available on the website. The code of conduct is a collection of protocols to be followed by all the employees to be as a guidebook for their business opportunities.
How Competitive Intelligence Helps Professional Service Firms SucceedIntelCollab.com
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This document summarizes a webinar about how competitive intelligence helps professional services firms succeed. It discusses how professional services firms differ from other enterprises in terms of owners, culture, regulation, and decision-making. It also outlines challenges for CI workers in professional services firms, such as having many competitors and needing to learn about the profession. The webinar provides advice on how CI workers can add value and advance, including finding important clients and focusing on strategic decisions. It describes the skills and attributes of high-functioning CI workers in these firms.
The document is e&'s Code of Conduct. It begins with a message from the Group CEO Hatem Dowidar emphasizing the importance of conducting business with uncompromised ethics and integrity in order to maintain trust. The Code of Conduct then outlines e&'s values of customer centricity, collaboration, agility, and empowerment. It describes the responsibilities of employees, customers, partners and suppliers to comply with the Code. It provides guidance on treating colleagues with respect, dignity and fairness, as well as prohibiting discrimination, harassment, bullying and other unacceptable behaviors.
This document provides Air Energi's code of business conduct. It outlines the company's vision, values, and commitments to stakeholders including shareholders, clients, employees, communities, and suppliers. It covers topics such as maintaining an inclusive and harassment-free workplace, health and safety, environmental protection, compliance with laws, and ethical business conduct. The code is intended to govern how Air Energi conducts business globally and ensure integrity and ethical standards are followed wherever it operates.
ROI Online is a new-age internet marketing company that revolves around a core set of values and beliefs. Our culture code is implemented internally within our organization as well as through our customers.
A #CultureCode with Meaning
As 2020 neared, we reflected on the history of ADF and how we got to where we are today. This reflection involved all of our team members and told us what we were doing well and where we needed growth. It also helped us benchmark our culture and our aspirations. Our Culture Code informs how we interact with one another internally, how we interact with others, and how we choose members of our team to join us in our work.
A Culture Code isn't just how we do things; it's the why, it's who we are, and it's who we aspire to be.
The Need for Digital Forensics is Growing: The explosion of digital data means that investigators need forensic tools that provide fast and relevant results. The Market: 2.5 Quintillion bytes of data are created every single day - an amount that will increase rapidly with the proliferation of Internet-connected devices and high-speed Internet.
The Impact: One ADF license can help solve hundreds of investigations in a year. Even a single investigation can result in a prosecution or an investigator solving a multi-million dollar case.
We share a Passion for Results with our customers which is why we build great software to empower individuals and communities to get the results they need quickly.
ADF digital forensic software automates investigations so investigators can quickly collect, analyze, and report digital evidence starting on-scene.
ADF Solutions, Inc. is a cyber/digital forensics software company and the leading provider of intelligent digital forensics and media exploitation software. Our tools are used for processing and analyzing smartphones (iOS/Android) computers, external drives, drive images, and other media storage (USB flash drives, memory cards, etc.).
Learn More at www.ADFsolutions.com/culture-code
LA HUG - Video Testimonials with Chynna Morgan - June 2024Lital Barkan
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Have you ever heard that user-generated content or video testimonials can take your brand to the next level? We will explore how you can effectively use video testimonials to leverage and boost your sales, content strategy, and increase your CRM data.đ¤Ż
We will dig deeper into:
1. How to capture video testimonials that convert from your audience đĽ
2. How to leverage your testimonials to boost your sales đ˛
3. How you can capture more CRM data to understand your audience better through video testimonials. đ
Storytelling is an incredibly valuable tool to share data and information. To get the most impact from stories there are a number of key ingredients. These are based on science and human nature. Using these elements in a story you can deliver information impactfully, ensure action and drive change.
Recruiting in the Digital Age: A Social Media MasterclassLuanWise
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In this masterclass, presented at the Global HR Summit on 5th June 2024, Luan Wise explored the essential features of social media platforms that support talent acquisition, including LinkedIn, Facebook, Instagram, X (formerly Twitter) and TikTok.
IMPACT Silver is a pure silver zinc producer with over $260 million in revenue since 2008 and a large 100% owned 210km Mexico land package - 2024 catalysts includes new 14% grade zinc Plomosas mine and 20,000m of fully funded exploration drilling.
Part 2 Deep Dive: Navigating the 2024 Slowdownjeffkluth1
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Introduction
The global retail industry has weathered numerous storms, with the financial crisis of 2008 serving as a poignant reminder of the sector's resilience and adaptability. However, as we navigate the complex landscape of 2024, retailers face a unique set of challenges that demand innovative strategies and a fundamental shift in mindset. This white paper contrasts the impact of the 2008 recession on the retail sector with the current headwinds retailers are grappling with, while offering a comprehensive roadmap for success in this new paradigm.
Industrial Tech SW: Category Renewal and CreationChristian Dahlen
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Every industrial revolution has created a new set of categories and a new set of players.
Multiple new technologies have emerged, but Samsara and C3.ai are only two companies which have gone public so far.
Manufacturing startups constitute the largest pipeline share of unicorns and IPO candidates in the SF Bay Area, and software startups dominate in Germany.
Top mailing list providers in the USA.pptxJeremyPeirce1
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Discover the top mailing list providers in the USA, offering targeted lists, segmentation, and analytics to optimize your marketing campaigns and drive engagement.
The Evolution and Impact of OTT Platforms: A Deep Dive into the Future of Ent...ABHILASH DUTTA
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This presentation provides a thorough examination of Over-the-Top (OTT) platforms, focusing on their development and substantial influence on the entertainment industry, with a particular emphasis on the Indian market.We begin with an introduction to OTT platforms, defining them as streaming services that deliver content directly over the internet, bypassing traditional broadcast channels. These platforms offer a variety of content, including movies, TV shows, and original productions, allowing users to access content on-demand across multiple devices.The historical context covers the early days of streaming, starting with Netflix's inception in 1997 as a DVD rental service and its transition to streaming in 2007. The presentation also highlights India's television journey, from the launch of Doordarshan in 1959 to the introduction of Direct-to-Home (DTH) satellite television in 2000, which expanded viewing choices and set the stage for the rise of OTT platforms like Big Flix, Ditto TV, Sony LIV, Hotstar, and Netflix. The business models of OTT platforms are explored in detail. Subscription Video on Demand (SVOD) models, exemplified by Netflix and Amazon Prime Video, offer unlimited content access for a monthly fee. Transactional Video on Demand (TVOD) models, like iTunes and Sky Box Office, allow users to pay for individual pieces of content. Advertising-Based Video on Demand (AVOD) models, such as YouTube and Facebook Watch, provide free content supported by advertisements. Hybrid models combine elements of SVOD and AVOD, offering flexibility to cater to diverse audience preferences.
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The impact of OTT platforms on the Bollywood film industry is significant. The competition for viewers has led to a decrease in cinema ticket sales, affecting the revenue of Bollywood films that traditionally rely on theatrical releases. Additionally, OTT platforms now pay less for film rights due to the uncertain success of films in cinemas.
Looking ahead, the future of OTT in India appears promising. The market is expected to grow by 20% annually, reaching a value of âš1200 billion by the end of the decade. The increasing availability of affordable smartphones and internet access will drive this growth, making OTT platforms a primary source of entertainment for many viewers.
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Zodiac Signs and Food Preferences_ What Your Sign Says About Your Tastemy Pandit
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Know what your zodiac sign says about your taste in food! Explore how the 12 zodiac signs influence your culinary preferences with insights from MyPandit. Dive into astrology and flavors!
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Principles of management assignment
1. 1
Introduction
I am a newly hired as retail operationmanager in O&O Company operating in
the FurnitureManufacturing, and retailing field, it has a great potentials
however in the currenttime this company is facing severalproblems, as it has
been noticed that there is stable sales Volume, Sales Revenue, and
consequently the Marketshareof this company. Meanwhile other competitors
started to generate higher sales volume.
My main aim is to investigate the reasons behind the drawback in performance
and reverseit so we can expand locally, and globally.
Fromthe firstday, I have started to understand our position, wherewe stand,
and wherewe want to be and I started to send these findings to our top
management team to implement these recommendations.
2. 2
Situation analysis:
Strengths Weaknesses
ďˇ Our company has a great reputation in
delivering high quality products.
ďˇ We have an excellent credit history.
ďˇ The company has its own production line.
ďˇ We have a great Goodwill.
ďˇ Potential for economies of scale in the
industry.
ďˇ Great retail space that offers flexibility with
a positive and attractive atmosphere.
ďˇ Good referral relationships with
complementary vendors, local realtors, and
some designers.
ďˇ Strong relationships with suppliers that offer
credit arrangements, flexibility, and
response to special product requirements.
ďˇ Challenges of the seasonality of the
business.
ďˇ Outdated market research data.
ďˇ Ability to keep up with demand for the
products.
ďˇ Insufficient investment in technology,
design, skills, and supply chain results in
limited availability of industry-specific
skills and low levels of productivity
ďˇ Poor Showrooms locations âlocated in a
remote locations â.
ďˇ Several customers reported a poor
knowledge, and inconsistent attitude, and
process.
ďˇ Poor products variety âwe only produce
the high tier products for households â.
ďˇ Outdated online website and catalog.
ďˇ No organizational culture.
ďˇ Demotivated team.
Opportunities Threats
ďˇ The Political situation is stable, and the
legislations encourages the investment.
ďˇ Renewal of industry structure, technology
and firms.
ďˇ Continuing opportunity through strategic
alliances for referrals and marketing
activities.
ďˇ Products similar to yours in the market are
expensive or of poor quality.
ďˇ Internet marketing and sales.
ďˇ Customersâ increasing knowledge about
what they want.
ďˇ There are many leading technology provider,
who can provide business solutions
technological packages.
ďˇ There is an availability to use new recycled
materials rather than wood, like using
Metal, plastic bamboo, MDF.
ďˇ As there is a liquidity issue in the
economy, the competitors started to
accept installments payment to encourage
the customers to buy from them.
ďˇ The Government and the environmental
pressure groups are promoting for green
industries, recycling, and for the
sustainability of the natural resources.
ďˇ The Banks are increasing the loans
conditions, due to the liquidity problems.
ďˇ Inability to improve and expand
availability of local inputs results in an
increasing dependency on imports
ďˇ A slump in the economy, which will
decrease people's discretionary income.
ďˇ Many competitors in the market with
similar products.
ďˇ A new advertising campaign launched by
competitors.
3. 3
Organization culture:
⢠The corporate culture reflects our values , believes , and behaviors there
for we will cultivate it ,and make surethat all the staff act and live by
this way , to encouragethis we will link 40% of the KPIs to our corporate
culture as the direct manager for every team/department will assess
how the subordinates adhereto the main pillars of our culture
⢠Our proposed cultureis encourages the innovation, Customer
experience, employee development, employee collaboration, Equality,
Speed, simplicity and trust.
⢠Our Premises needs to be comfortable for the employee so they can
performwell and fell well , we can provideFacilities like Gym , Vending
Machines , Restaurant Fun Rooms Equipped with gaming consoles tennis
table ,and light games so the employees from different department can
meet ,and get to know each other on their breaks .
⢠All employees are treated equally, and with respect, wedo not usetitles
e.g. Mr., Mrs., etc.
⢠Accepting diversity as itâs a sourceof competitive advantage
⢠Promotions arebased on Competent , assessmentcenters
⢠On a global scale, our proposed cultureis a Geocentric Culture, which
means any competent member can be located or promoted to any
foreign subsidiary as long as they are qualified.
Every year we will make a Global survey whereeach team or department will
submit his/its results anonymously, aboutthe below:
1. The Employee Net promoter ScoreâENPSâ.
2. The how well the organization act with the culture.
3. Peopleâs engagement.
4. Operation Excellence.
5. Diversity.
6. Code of conductâthe extent to which your manager/team membersact
by the code â.
7. Retention âare you willing to work for usfor another 3 years â.
4. 4
8. Is our organization socially responsible?
9. How comfortable the work place/conditions is?
10. Safety of work environment.
Heroes /Legends program:
Every year all employees will participate with their best customer experience
case to a competition, its main aim is to create Legends, and Examples to
motivate.
Our Maincultural pillars are âeach manager willscore the subordinates
according to the below â:
1. Customer centricity: wearepassionateabout exceeding our customerâs
expectations. We work hard to understand the customer, and take
personalownership of his case.
2. InnovationSeekers: wecreate, and deliver new products, services to
delight our customers; wealways look for improvement, and better
ways to do things.
3. Ambitious andCompetitive: webring energy and passion to our work,
and aiming to beat the competitors. We deliver the bestin our field. We
review our performanceand improve it.
4. Corporate culture: wework across departments, and valueour
differences to achieve the best outcome for our customers.
5. Swiftness: wework with speed to spotissues, analysis fast, and execute
faster.
6. Simplicity: wemakethings simple for our Customers, partners, and
colleagues; we challenge complexity, and stop ineffective or inefficient
activities.
7. Trust: We are reliable and transparent, wedo what wesay, and we trust
others to deliver. We supportdecisions oncemade.
8. Be a Respectedleader: Leasers areEmpathetic, and inspiring. Build
diverseand high performing team.
5. 5
Code of ethics:
âBeing an admired company is not justabout our performanceand
achievements, itâs also about acting in a responsible, ethical and lawfulway.â
⢠What is the Code of Ethics? The Code of Conductis our central policy
document, outlining the requirements that every single person working
for and with our organization must comply with, regardless of location.
We may also have additional policies you need to adhere to that are
specific in our foreign subsidiaries.
⢠Whom is the Code of Conduct for? Our Code of Conduct is for everyone
working for and with us: employees, contractors, Government, joint
ventures and suppliers. Weexpect our suppliers and business partners
to uphold the samestandards and to abide by our Code of Ethical
Purchasing.
⢠What are the consequences of not complying? There are very serious
consequences for not complying with our Code of Conduct. We may take
disciplinary action and even dismiss people where necessary.
⢠We will create Compliance officerâs teamâto reportany breach for our
ethical conductthatmight seems illegal or unethicalâ.
⢠An Ethical training will be provided to all the employees, ethical quizzes
with situations, and after finishing the training, each employee should
sign a statement that they attended that training, and that they will
adhere to it.
Mainpillars of our code of ethics:
1. Gifts or hospitality âFinancialintegrity â.
2. Charitable donations âFinancialintegrity â.
3. Bribes andimproper payments âFinancialintegrity â.
4. Informationsecurity andloss of a device âmobile phones, laptops,
complexpasswords, clear desk â.
5. Conflict of interest âoutside relationships/investments, political
involvements, Relatives and friendsas coworkersâ.
6. Meeting competition.
6. 6
7. Healthand safety concerns âsafety of work place, safety during travel,
etc.â
8. Social environment consideration âsustainability of the natural
resources, supporting localcommunities, charitable supportâ.
9. Communication ânot to speak on behalf of the organization on the
media or social media â.
10. Confidentiality of the Customerâs Dataâ Data protection actâ.
11. Compliance withthe law âas we work internationally we willmake sure
that we will apply the hardeston our entire forging subsidiary â.
12. Drugs and alcohols âWe will not tolerate anyone being âunder the
influence of alcohol or illegal drugs in the workplaceâ.
7. 7
Corporate Social Responsibility:
Our mission is to be admired as a diverseethical company operating
responsibly and providing products and services that enable a more
sustainablesociety for our customers.
We will demonstrateresponsible, ethical and honest behavior, promoting a
greener environmentandeco-efficiency, contributing to our community
development with a focus on childrenâs well-being, youthdevelopment, and
developing sustainableproducts and services for customers withspecial
needs.
We will create a foundation that will focus on:
⢠Charitable support.
⢠Schooling campaigns.
⢠We are committedtoprotecting the environment.
1. We will adherer to relevant environmental laws, regulations and
policies.
2. Reduce your waste wherever possible. âE.g. paperlessenvironmentâ.
3. Use recycling facilities wherever possible.
4. Avoid unnecessary travelâuse conference callfacilities or video-
conferencing where possibleâ.
5. Walk or use public transportwherewe can.
6. Always consider the environmentwhen making any decisions.
7. Use less energy.
8. 8
International direction:
To deliver a very strong messageabout the superiority of our products we will
acquire ISO 9001 Certification, which shalldeliver a very good messageto our
customers, and employees.
The benefits of this international standard will be Cost Saving:
ďˇ Enhance customer satisfaction.
ďˇ Access new markets.
ďˇ Increasethe marketshare.
ďˇ Reduction of the negative impact on environment.
ď The Market entry
⢠We are planning to grow out of Egypt, as we want to exploit the
opportunity of operating globally as we will have an access to different
markets.
⢠We are paling to startoperating in the Arabic peninsula area, and as we
are aiming to achieve the highest profitability, we will establish foreign
Retail subsidiaries in this area.
⢠The direct investment also will allow us a higher level of ownership, and
control of the foreign operations.
⢠Our company is a geocentric cultural company âasitâs more productive,
and intelligent âwhich means that our culture, values, and beliefs are the
same no matter wherewe operate.
⢠Staffing, and promoting in our company depends on the competency,
and the inclusiveness to different genders, cultures, and ethnicity.
ď The international manager has to havea very good knowledgeof the
country wherehe operates in terms of the following:
1. The Culture context.
2. Space.
3. Time orientation.
4. Hofstedeâs Dimensions of national culture.
9. 9
5. Accepting diversity âGender, age, nationality, religion, etc. â
6. Awareof regional and international developments.
7. Prepared to be mobile.
10. 10
The business plan:
As we are trying to change the traditional useless way that we used to work
with, wehave decided to define our new objectives.
Some of these objectives we defined based on our previous history in sales
,and production "sales revenue of the High tier productsâ , the other new
objectives were planned based on a qualitative and quantitative forecast
âSales revenue for the low tier ,and custom products â ,and lastly the NPS was
based on Benchmarking with âIstekbal Furniture â.
Our organizationalobjectives are covering several areas:
ďˇ Produce50 new designs along this year.
ďˇ Entering new market segment by providing new low tier products , and
the mass customizedfurniture for corporates
ďˇ Achieve $ 5m Revenue from high tier products this year.
ďˇ Achieve $ 2m Revenue from low tier products this year.
ďˇ Achieve $ 2m Revenue from costumed furniture this year.
ďˇ Achieve 65+NPS scorethis year.
Each Department Should drive its own Goals from the organizationalGoals,
and all the members of the organization should understand that each action
they do can be a step forward or backward toward theoverall goals.
Working withthe team:
ďˇ My company used to operate in unstructured way before, the
employees used to work for the sakeof work with no clear goals, or
understanding for the organizational strategy.
ďˇ The first thing that I will do is to make surethat each member of my
team is aware of the corporatestrategy, and objectives.
ďˇ Then I will driveour department objectives that will contribute to
achieve the organizationalgoals.
ďˇ I have to make surethat each team member understand the department
objectives âKey performance indicatorsâKPIs.
ďˇ The Objectives/KPIs has to be very clear and understandable.
11. 11
ďˇ We will develop a scorecard for each department and consequently
individuals, to measure their monthly progress toward achieving the
department goals.
ďˇ The scorecard will show, and indicate with colors whatgood, moderate
is or bad performanceare.
ďˇ The KPIs will representthe Objective part of the appraisal, which will be
60%, the other 40% will be on how you achieved the objectives through
the organizational culture.
ďˇ By a way we will make surethat the employees performs, and live by the
culture, which will havea great effect on the overall organization.
ďˇ Train all the staff on how to usepriority matrix for more efficient time
management.
The Customer Experience:
ďˇ As the company did not recorded what a good performancewas, so we
startto chooseanother marketleader and useit as benchmark âIstekbal
furniture â.
ďˇ To measurethe satisfaction of our customer , we will usemeasures like
âCustomer Satisfaction , Case Resolutions âin case if the customer is
complaining aboutsomething â, Net promoter Score â as these
measures will provideus with a good image about how the extent to
which the customer is satisfied and willing to recommend us to his
connections.
ďˇ These figures will be partof the employee KPIs, and it will measure if
there is any improvementis the way that the employees treats the
customer.
ďˇ We will provideregular training and quizzes for our employees its main
aim is to makethem understand the importance and the power of the
positive attitude, and how to retain our existing customers.
ďˇ Mystery shopping willbe part of the quality control process, as it will
measurehow the employees will treat our customers.
ďˇ We will makesure that we hire, and retail only the employees with
positive attitude toward our customers.
12. 12
ďˇ We will review these figures, compareit to our benchmark, and work on
the deviations Positive, or negative it was.
ďˇ The Benchmark can raise, if we managed to achieve it successfully.
The Product:
⢠We will need to provide new products by introducing new designs, and
depending on other raw material âe.g. using MDF wood, Plastic, Metal,
recycled wood ârather than depending entirely on the Wood only.
⢠Other products also including providing furniturenot justfor households
but also for Offices, clinics, etc.
⢠We will offer variety of products âdifferentdesignsModern/classic, High
Tier, and Low Tier productsâ.
⢠There is a demand also on the Smart furnitureâone piece that fits in
small places and has differentfunctionse.g. a bed that can turn to Sofa
â.
⢠We will useour good credit history to take a loan from the bank to buy
new production lines to provide the new non-wood, and the recycled
material.
The Service:
⢠We will startinstallment options so we can encourage morecustomer to
buy fromus.
⢠We will providefree shipping for the furniture.
⢠We will providea warranty for our high tier products âwhich covers the
manufacturing issues â.
⢠We will hire internal decorators in our showrooms so they can help our
hesitant customer to makethe best choice.
⢠We can offer custom furniture on demand, depends of the required
space, or colors.
⢠We will build a new online catalog, which contains our designs, and all
the relevant information.
13. 13
The Organization:
⢠We will locate our retail store in popular places with higher walk-in
probabilities âBig Malls â.
⢠Providemore retail stores.
⢠We will renovateour showrooms, and divideit into sections depends on
the furnishing styles.
⢠We will train our retail staff providethem with a very good
product/systemknowledge, and train them on the importantto havea
customer focus attitude.
⢠We will startto digitalize our organization, by installing CRM, ERP
solutions which will help us to providethe required products, maintain a
great customer experience, and offer related products. âE.g. newly
married might need to buy a baby room later â.
⢠We will build a strong organizationalculture, and a Code of Ethics to
make surethat there is a consistency on the behavior, and attitude of
our employee toward each other and toward the customers.
⢠We will build a strong ITinfrastructurethatconnects all members,
branches, manufacturing units, and HQ together.
⢠We will usea short-rangeplan (1 year) to make it achievable and easy to
get useto the new organizationâs cultureand the system.
⢠Each department will haveits own tactical plan in order to keep them
focused and determined through the new policies and SOPs.
⢠We will usethe âstaff plannersâ technique as we can implement it
through delegation and MBO to make surethat the plan is going as
planned and to make our staff ambitious for their futurein our company
and its new culture.
14. 14
Scenarioand contingency plan:
ďˇ Each department, and sub unit will haveto develop a business continuity
plan in case of any emergency.
ďˇ Working with minimum work force.
ďˇ Work fromhome âfor non-retailemployeesâ.
ďˇ How to operate in case of unstable Security situation.
ďˇ Impacton Business in case of absenceof a certain Service, ITsystem,
Product, or process âbusiness impactanalysisâ.
ďˇ Backup systems in caseof any failure to the operating one
ďˇ Availability to operate from a different facility.
ďˇ Identifying the Dependents department âsending, and receiving âto
complete any process.
ďˇ 30% or our staff is trained on first Aid and firefighting.
15. 15
The organization structure:
The structurebased on the Functional structuredue to its advantages that
will help the company gain experience and training.
The three departments (IT, Legal and design) will be outsourced to reduce
the overhead costs and increase operating efficiency but there will be a
Vice President with small team for each department.
To overcome its disadvantages of the functional structurewe will launch a
programcalled Bank of ideas, which will is created on cross-functional
teams to reshapethe structureto be Matrix structurewhile minimizing the
disadvantages of the Matrix structureinside the program.
The programwill give our staff the chanceto develop new ideas, products
and plans that can improveour company.
Each team consisted of a member of each department that they will haveto
collaborate through the program and choosean idea to develop it.
Benefits of this program:
ďˇ Better senseof cooperation and common purpose.
ďˇ High quality problem solving.
ďˇ Expertise focused on the idea (productor customer).
ďˇ Keeps the staff motivated and positive to adjustment.
ďˇ No two bosses system, which willreduce the pressureon the staff.
17. 17
The leadership system:
⢠as a newly hired manager it will be very crucial to understand my team ,
so a welcome meeting should be prepared in the beginning to I can
introduce myself to the team ,and get to know each other.
⢠I have to understand the competent of each team member as this
should help me to get the best outcome out of them, we can use Belbin
8 roles exam to identify these roles.
⢠Explaining our organizationalstrategy is very vital, as this is what we
want to achieve in order to be a successfulorganization, and then I will
explain how we will contribute to the organizationalgoals through our
department goals.
⢠I will let everyone know that I am accessibleanytime if they need my
consultant.
⢠I can go 30 minutes earlier so socializes with my team and check if they
have any issues.
⢠On the personallevel, I will be committed to supportmy team, and
empower them by information, responsibility,authority, and trust.
⢠A One to One meeting has to be done with each team members
individually to discuss his own performanceand how we can improve it.
⢠I have to tell each member that I am here to develop him, and to help
him to take the next step in his career in the shortestpossibletime.
⢠My leadership style is changeable depends on the subordinate, and the
nature of the task "Hersey BlanchardModel â.
⢠As a manager I have to determine all of my tasks and to categorize, it
depends on how urgent, and important they are. Then I should mainly
focus on the important but not urgent tasks, and some of the urgent,
and important ones.
⢠As for the rest of the urgent and importanttasks, the Urgent, and
unimportantones, I will delegate it to my subordinates.
⢠Before delegating the tasks to any of my subordinates, I willhave to
determine the readiness of each one of them in terms of the Ability,
willingness, and confidence.
18. 18
⢠I need to make surethat the Storming phaseis very short, so we can
transcend, and perform.
⢠I will be organizing someteam building activities, as it will help me to
spotany issue, collect and analyzedata, plan and implement actions,
and evaluate the situation.
⢠Because of these teambuilding activities, it will help me to increasethe
operating effectiveness.
⢠Any successfulleader at any level should have great Interpersonalskills,
and usethe emotional intelligence to manage himself, and the
relationships effectively.
⢠I had a situation whereone of my subordinates âa store manager âwho
has a great potentials failed to achieve his designated sales target for
severalmonths.
⢠I have discussed his performanceon the Oneto Onemeeting ,and he
informed me that the main reasons behind the drawback in the sales is
the lack of sufficient work force,and that his store is small ,and needs
expansion .
I have decided to create an MBO for this casefor the next 3 months that he
will need to achieve his sales target progressively e.g. To be on the first month
$ 45,000 sales,$47,000 for the second month and $50,000for the third month.
⢠In addition, frommy end I will providehim with supportin hiring new
employees in his store, and try to expand his storeby buying the next-
door warehouse.
⢠After the MBO cycle ends, we will meet again to discuss theoutcome.
19. 19
The control system and process:
Based on our proposed plan, the new objectives and standards areset and
each department has its tactical plan.
Measuring the actual performance:
ďˇ Key performanceindicators KPI willrepresent the objectives (60%)
and the organization culture (40%) which will measurethe
performanceof each one of our staff.
ďˇ Net promoter scoreNPS and mystery shopping will measurethe
satisfaction of our customers.
ďˇ Employee net promoter scoreENPS will measureour corporate
culture and how our organization act with it.
ďˇ The MBO cycle with any employee will end by comparing the
result of the employeeâs performance with the agreed adjectives
standard.
ďˇ retail operation will develop its own scorecard for every
employee will be able to check his own contribution by the end of
each month ,and the scorecard is updated on daily basis the
direct manager can interfere in case if the employee isnât
achieving the agreed numbers .âFeedback, and Feedforward
controlâ.
After comparing the actual performancewith the standards somedecisions
can be taken e.g. Employeeâs appraisal, Employee training, firing employees
with continuous poor performance.