Running head: UNIT VI RESEARCH PROJECT 1
UNIT VI RESEARCH PROJECT 3
Unit VI Research Project
Georgia M. Mowatt
Columbia Southern University
Unit VII Research Project
Marketing Plan
This week you will continue your comprehensive marketing plan researching the SAME company that you researched in previous units. Again, utilizing the CSU Online Library, you will research the various elements of the marketing plan as it relates to this company. In Unit VII you will provide a comprehensive discussion of the pricing strategies of your company.
Pricing
This section will provide a comprehensive look at the pricing strategies of your organization. Begin with a look at the overall pricing objectives used by your company. This might include profit orientation, sales orientation, or status quo orientation. From there, review the pricing policies and include a look at the flexibility of the pricing structure, prices over the product life cycle, and discounts or allowances. Review Chapter 16 in the textbook for a complete understanding of how companies utilize pricing strategies.
Competitive Advantage
Does your company has a competitive advantage WITH RESPECT TO PRICING? The idea is to discuss whether your company has a competitive advantage with respect to how they price their products? Again, this section should only discuss whether your company has a competitive advantage with respect to price (product, promotion and place are discussed in other sections). Once you have stated your position, remember to include your rationale.
Your submission should be a minimum of two pages in length, double-spaced with a reference page and title page. References should include at least one additional, credible reference beyond the textbook. All sources used must be referenced; paraphrased and quoted material must have accompanying citations and cited per APA guidelines. Include the use of subheadings (this week consider Pricing and Competitive Advantage in Pricing).
References
Running head: UNIT VI
RESEARCH
P
ROJECT
1
Unit
V
I
Research Project
Georgia M. Mowatt
Columbia Southern University
Running head: UNIT VI RESEARCH
PROJECT 1
Unit VI Research Project
Georgia M. Mowatt
Columbia Southern University
THE KING COMPANY BACKGROUND The King Company experiences many of the difficulties common in today’s business climate. In response to declining sales, the company must transform itself from a strategy of expansion and high profit to one of cost containment and staff reductions.The case discusses the organization and provides details of the human resource department. Also presented are e-mails from various staff members. The e-mails identify specific problems that need to be addressed by the HR department and provides a look at King’s overall culture. You may find the tone of some e-mails to be unprofessional. This is a good lesson for us all--As much as we en.
THE KING COMPANY BACKGROUND The King Company experiences man.docxjmindy
THE KING COMPANY BACKGROUND The King Company experiences many of the difficulties common in today’s business climate. In response to declining sales, the company must transform itself from a strategy of expansion and high profit to one of cost containment and staff reductions.The case discusses the organization and provides details of the human resource department. Also presented are e-mails from various staff members. The e-mails identify specific problems that need to be addressed by the HR department and provides a look at King’s overall culture. You may find the tone of some e-mails to be unprofessional. This is a good lesson for us all--As much as we enjoy informality in the workplace, all documents and correspondence— including e-mails—can be retained and are discoverable in litigation. Managers must be cautious in their writing because inappropriate language may be impossible to defend in court.
Employees In the Case:
Amera, Argonta---Accounting employee
Andreas, Gary---employee on workers’ comp
Call, Jake---Compensation & Benefits Manager
Dean, Don---C.E.O.
Dugas, Karla---Benefits Coordinator
Folkner, Meg---Supervisor, CAD Design
Grant, Alan---Current HR Director
Honduras, Margo---Previous HR Director
Jones, Lyle---Production Employee
Madison, Charles---Senior V.P.
Petersen, Matt---Production Supervisor, Team 3
Planky, Burt---fishing buddy
Putt, Tonia---CAD Designer
Rey, Dave---Production Foreman
Sanders, Tomas---Design Manager
Scholl, Karmen---HRD Manager
Simms, Bertie---Designer
Smith, Mike---V.P.
Songun, Amy---Accounting Supervisor
Stone, Guy---Production Supervisor
Tu, Kevin---Staffing Manager
Varn, Juan---Safety & Security Manager
Warner, Salty---union promoter
White, Shaun---Employee Relations Manager
COMPANY BACKGROUND:
The King Company is a small manufacturing company located in a mid-sized city in the upper Midwest. King manufactures high-quality specialty components for the computer industry. The company was founded in 1994 by current CEO, Don Dean. Dean was a talented young engineer in Silicon Valley. When the industry hit the skids in the early 1990s, he found himself out the door with little more than an entrepreneurial spirit and a small severance. Dean left California, moved back to his home state and used his severance to finance The King Company, starting the company in small rented quarters in a nearly vacant strip mall. He brought in Cliff Madison early on as chief financial officer. Dean was smart enough to know that he had no head for figures, but Madison did. Madison was an old college buddy, a super accounting wiz, and somebody Dean could trust to squeeze as much mileage as possible out of his severance money. It was a good match. Madison managed the business, and Dean was the idea man and designer of the specialty components, patents of which were the backbone of King’s success. Today, the low-rent strip mall is a part of company history, and King employs 835 full-time workers.
THE KING COMPANY BACKGROUND The King Company experiences man.docxarnoldmeredith47041
THE KING COMPANY BACKGROUND The King Company experiences many of the difficulties common in today’s business climate. In response to declining sales, the company must transform itself from a strategy of expansion and high profit to one of cost containment and staff reductions.The case discusses the organization and provides details of the human resource department. Also presented are e-mails from various staff members. The e-mails identify specific problems that need to be addressed by the HR department and provides a look at King’s overall culture. You may find the tone of some e-mails to be unprofessional. This is a good lesson for us all--As much as we enjoy informality in the workplace, all documents and correspondence— including e-mails—can be retained and are discoverable in litigation. Managers must be cautious in their writing because inappropriate language may be impossible to defend in court.
Employees In the Case:
Amera, Argonta---Accounting employee
Andreas, Gary---employee on workers’ comp
Call, Jake---Compensation & Benefits Manager
Dean, Don---C.E.O.
Dugas, Karla---Benefits Coordinator
Folkner, Meg---Supervisor, CAD Design
Grant, Alan---Current HR Director
Honduras, Margo---Previous HR Director
Jones, Lyle---Production Employee
Madison, Charles---Senior V.P.
Petersen, Matt---Production Supervisor, Team 3
Planky, Burt---fishing buddy
Putt, Tonia---CAD Designer
Rey, Dave---Production Foreman
Sanders, Tomas---Design Manager
Scholl, Karmen---HRD Manager
Simms, Bertie---Designer
Smith, Mike---V.P.
Songun, Amy---Accounting Supervisor
Stone, Guy---Production Supervisor
Tu, Kevin---Staffing Manager
Varn, Juan---Safety & Security Manager
Warner, Salty---union promoter
White, Shaun---Employee Relations Manager
COMPANY BACKGROUND:
The King Company is a small manufacturing company located in a mid-sized city in the upper Midwest. King manufactures high-quality specialty components for the computer industry. The company was founded in 1994 by current CEO, Don Dean. Dean was a talented young engineer in Silicon Valley. When the industry hit the skids in the early 1990s, he found himself out the door with little more than an entrepreneurial spirit and a small severance. Dean left California, moved back to his home state and used his severance to finance The King Company, starting the company in small rented quarters in a nearly vacant strip mall. He brought in Cliff Madison early on as chief financial officer. Dean was smart enough to know that he had no head for figures, but Madison did. Madison was an old college buddy, a super accounting wiz, and somebody Dean could trust to squeeze as much mileage as possible out of his severance money. It was a good match. Madison managed the business, and Dean was the idea man and designer of the specialty components, patents of which were the backbone of King’s success. Today, the low-rent strip mall is a part of company history, and King employs 835 full-time workers.
THE KING COMPANY BACKGROUND The King Company experiences man.docxcherry686017
THE KING COMPANY BACKGROUND The King Company experiences many of the difficulties common in today’s business climate. In response to declining sales, the company must transform itself from a strategy of expansion and high profit to one of cost containment and staff reductions.The case discusses the organization and provides details of the human resource department. Also presented are e-mails from various staff members. The e-mails identify specific problems that need to be addressed by the HR department and provides a look at King’s overall culture. You may find the tone of some e-mails to be unprofessional. This is a good lesson for us all--As much as we enjoy informality in the workplace, all documents and correspondence— including e-mails—can be retained and are discoverable in litigation. Managers must be cautious in their writing because inappropriate language may be impossible to defend in court.
Employees In the Case:
Amera, Argonta---Accounting employee
Andreas, Gary---employee on workers’ comp
Call, Jake---Compensation & Benefits Manager
Dean, Don---C.E.O.
Dugas, Karla---Benefits Coordinator
Folkner, Meg---Supervisor, CAD Design
Grant, Alan---Current HR Director
Honduras, Margo---Previous HR Director
Jones, Lyle---Production Employee
Madison, Charles---Senior V.P.
Petersen, Matt---Production Supervisor, Team 3
Planky, Burt---fishing buddy
Putt, Tonia---CAD Designer
Rey, Dave---Production Foreman
Sanders, Tomas---Design Manager
Scholl, Karmen---HRD Manager
Simms, Bertie---Designer
Smith, Mike---V.P.
Songun, Amy---Accounting Supervisor
Stone, Guy---Production Supervisor
Tu, Kevin---Staffing Manager
Varn, Juan---Safety & Security Manager
Warner, Salty---union promoter
White, Shaun---Employee Relations Manager
COMPANY BACKGROUND:
The King Company is a small manufacturing company located in a mid-sized city in the upper Midwest. King manufactures high-quality specialty components for the computer industry. The company was founded in 1994 by current CEO, Don Dean. Dean was a talented young engineer in Silicon Valley. When the industry hit the skids in the early 1990s, he found himself out the door with little more than an entrepreneurial spirit and a small severance. Dean left California, moved back to his home state and used his severance to finance The King Company, starting the company in small rented quarters in a nearly vacant strip mall. He brought in Cliff Madison early on as chief financial officer. Dean was smart enough to know that he had no head for figures, but Madison did. Madison was an old college buddy, a super accounting wiz, and somebody Dean could trust to squeeze as much mileage as possible out of his severance money. It was a good match. Madison managed the business, and Dean was the idea man and designer of the specialty components, patents of which were the backbone of King’s success. Today, the low-rent strip mall is a part of company history, and King employs 835 full-time workers ...
Address the following questions in an essay format which include.docxAMMY30
Address the following questions in an essay format which includes an introduction and conclusion (not a Q & A format):
How can The King Company reduce labor costs and still save as many jobs as possible?
How might up-to-date job analysis information aid King in determining how to reduce labor costs?
Discuss the short-term and long-term implications of downsizing. Be sure to also discuss possible EEO issues that may occur in downsizing.
Introduce information from
at least 2 sources
from the Trident Online Library to help strengthen and validate your discussion.
When possible, provide private-sector employer examples of HRM programs, systems, processes, and/or procedures as you address the assignment requirements. Provide names of the employers. Use different employer examples in this course than what has been used previously in your other papers and courses.
Paper length:
3–4 pages
(not counting the cover and reference pages).
Assignment Expectations
Your paper will be evaluated using the criteria as stated in the Case rubric. The following is a review of the rubric criteria:
Assignment-Driven:
Does the paper fully address all aspects of the assignment? Is the assignment addressed accurately and precisely using sound logic? Does the paper meet minimum length requirements?
Critical Thinking:
Does the paper demonstrate graduate-level analysis, in which information derived from multiple sources, expert opinions, and assumptions has been critically evaluated and synthesized in the formulation of a logical set of conclusions? Does the paper address the topic with sufficient depth of discussion and analysis?
Business Writing:
Is the essay logical, well organized and well written? Are the grammar, spelling, and vocabulary appropriate for graduate-level work? Are section headings included? Are paraphrasing and synthesis of concepts the primary means of responding, or is justification/support instead conveyed through excessive use of direct quotations?
Effective Use of Information:
Does the submission demonstrate that the student has read, understood, and can apply the background materials for the module? If required, has the student demonstrated effective research, as evidenced by student’s use of relevant and quality sources? Do additional sources used provide strong support for conclusions drawn, and do they help in shaping the overall paper?
Citing Sources:
Does the student demonstrate understanding of APA Style of referencing, by inclusion of proper citations (for paraphrased text and direct quotations) as appropriate? Have all sources (e.g., references used from the Background page, the assignment readings, and outside research) been included, and are these properly cited? Have all sources cited in the paper been included on the References page?
Staffing at The King Company
Kevin Tu has managed staffing at King since the early years when the company had less than 100 employees. Tu runs a tight ship and manages th.
Case Study Report Rubric CriterionWeakAverageStrongIdent.docxdrennanmicah
Case Study Report Rubric
Criterion
Weak
Average
Strong
Identification of Main Issues/Problems
Identifies and demonstrates acceptable understanding of some of the issues/problems in the case study.
Identifies and demonstrates an accomplished understanding of most of the issues/problems.
Identifies and demonstrates a sophisticated understanding of the main issues/problems in the case study.
Analysis and Evaluation of Issues/Problems
Presents a superficial or incomplete analysis of some of the identified issues; omits necessary calculations.
Presents a thorough analysis of most of the issues identified; missing some necessary calculations.
Presents an insightful and thorough analysis of all identified issues/problems; includes all necessary calculations.
Recommendations on Effective
Solution
s/Strategies
Little or no action suggested and/or inappropriate solutions proposed to the issues in the case study.
Supports diagnosis and opinions with limited reasoning and evidence; presents a somewhat one-sided argument; demonstrates little engagement with ideas presented.
Supports diagnosis and opinions with strong arguments and well-documented evidence; presents a balanced and critical view; interpretation is both reasonable and objective.
Links to Course Readings and Additional Research
Makes inappropriate or little connection between issues identified and the concepts studied in the readings; supplements case study, if at all, with incomplete research and documentation.
Makes appropriate but somewhat vague connections between identified issues/problems and concepts studied in readings and lectures; demonstrates limited command of the analytical tools studied; supplements case study with limited research.
Makes appropriate and powerful connections between identified issues/ problems and the strategic concepts studied in the course readings and lectures; supplements case study with relevant and thoughtful research and documents all sources of information.
Writing Mechanics and Formatting Guidelines
Writing is unfocused, rambling, or contains serious errors; poorly organized and does not follow specified guidelines.
Occasional grammar or spelling errors, but still a clear presentation of ideas; lacks organization.
Demonstrates clarity, conciseness and correctness; formatting is appropriate and writing is free of grammar and spelling errors.
Staffing at The King Company
Kevin Tu has managed staffing at King since the early years when the company had less than 100 employees. Tu runs a tight ship and manages the department with only one other recruiter and an administrative assistant, who maintains all job postings, including a telephone employment hotline and the company’s job line web site. Tu is well-respected across the organization for his strict adherence to ensuring equity in hiring and job placement that goes well beyond equal opportunity requirements.
Tu recently completed an aggressive hiring drive at major universities, hiring several new en.
THE KING COMPANY BACKGROUND The King Company experiences man.docxjmindy
THE KING COMPANY BACKGROUND The King Company experiences many of the difficulties common in today’s business climate. In response to declining sales, the company must transform itself from a strategy of expansion and high profit to one of cost containment and staff reductions.The case discusses the organization and provides details of the human resource department. Also presented are e-mails from various staff members. The e-mails identify specific problems that need to be addressed by the HR department and provides a look at King’s overall culture. You may find the tone of some e-mails to be unprofessional. This is a good lesson for us all--As much as we enjoy informality in the workplace, all documents and correspondence— including e-mails—can be retained and are discoverable in litigation. Managers must be cautious in their writing because inappropriate language may be impossible to defend in court.
Employees In the Case:
Amera, Argonta---Accounting employee
Andreas, Gary---employee on workers’ comp
Call, Jake---Compensation & Benefits Manager
Dean, Don---C.E.O.
Dugas, Karla---Benefits Coordinator
Folkner, Meg---Supervisor, CAD Design
Grant, Alan---Current HR Director
Honduras, Margo---Previous HR Director
Jones, Lyle---Production Employee
Madison, Charles---Senior V.P.
Petersen, Matt---Production Supervisor, Team 3
Planky, Burt---fishing buddy
Putt, Tonia---CAD Designer
Rey, Dave---Production Foreman
Sanders, Tomas---Design Manager
Scholl, Karmen---HRD Manager
Simms, Bertie---Designer
Smith, Mike---V.P.
Songun, Amy---Accounting Supervisor
Stone, Guy---Production Supervisor
Tu, Kevin---Staffing Manager
Varn, Juan---Safety & Security Manager
Warner, Salty---union promoter
White, Shaun---Employee Relations Manager
COMPANY BACKGROUND:
The King Company is a small manufacturing company located in a mid-sized city in the upper Midwest. King manufactures high-quality specialty components for the computer industry. The company was founded in 1994 by current CEO, Don Dean. Dean was a talented young engineer in Silicon Valley. When the industry hit the skids in the early 1990s, he found himself out the door with little more than an entrepreneurial spirit and a small severance. Dean left California, moved back to his home state and used his severance to finance The King Company, starting the company in small rented quarters in a nearly vacant strip mall. He brought in Cliff Madison early on as chief financial officer. Dean was smart enough to know that he had no head for figures, but Madison did. Madison was an old college buddy, a super accounting wiz, and somebody Dean could trust to squeeze as much mileage as possible out of his severance money. It was a good match. Madison managed the business, and Dean was the idea man and designer of the specialty components, patents of which were the backbone of King’s success. Today, the low-rent strip mall is a part of company history, and King employs 835 full-time workers.
THE KING COMPANY BACKGROUND The King Company experiences man.docxarnoldmeredith47041
THE KING COMPANY BACKGROUND The King Company experiences many of the difficulties common in today’s business climate. In response to declining sales, the company must transform itself from a strategy of expansion and high profit to one of cost containment and staff reductions.The case discusses the organization and provides details of the human resource department. Also presented are e-mails from various staff members. The e-mails identify specific problems that need to be addressed by the HR department and provides a look at King’s overall culture. You may find the tone of some e-mails to be unprofessional. This is a good lesson for us all--As much as we enjoy informality in the workplace, all documents and correspondence— including e-mails—can be retained and are discoverable in litigation. Managers must be cautious in their writing because inappropriate language may be impossible to defend in court.
Employees In the Case:
Amera, Argonta---Accounting employee
Andreas, Gary---employee on workers’ comp
Call, Jake---Compensation & Benefits Manager
Dean, Don---C.E.O.
Dugas, Karla---Benefits Coordinator
Folkner, Meg---Supervisor, CAD Design
Grant, Alan---Current HR Director
Honduras, Margo---Previous HR Director
Jones, Lyle---Production Employee
Madison, Charles---Senior V.P.
Petersen, Matt---Production Supervisor, Team 3
Planky, Burt---fishing buddy
Putt, Tonia---CAD Designer
Rey, Dave---Production Foreman
Sanders, Tomas---Design Manager
Scholl, Karmen---HRD Manager
Simms, Bertie---Designer
Smith, Mike---V.P.
Songun, Amy---Accounting Supervisor
Stone, Guy---Production Supervisor
Tu, Kevin---Staffing Manager
Varn, Juan---Safety & Security Manager
Warner, Salty---union promoter
White, Shaun---Employee Relations Manager
COMPANY BACKGROUND:
The King Company is a small manufacturing company located in a mid-sized city in the upper Midwest. King manufactures high-quality specialty components for the computer industry. The company was founded in 1994 by current CEO, Don Dean. Dean was a talented young engineer in Silicon Valley. When the industry hit the skids in the early 1990s, he found himself out the door with little more than an entrepreneurial spirit and a small severance. Dean left California, moved back to his home state and used his severance to finance The King Company, starting the company in small rented quarters in a nearly vacant strip mall. He brought in Cliff Madison early on as chief financial officer. Dean was smart enough to know that he had no head for figures, but Madison did. Madison was an old college buddy, a super accounting wiz, and somebody Dean could trust to squeeze as much mileage as possible out of his severance money. It was a good match. Madison managed the business, and Dean was the idea man and designer of the specialty components, patents of which were the backbone of King’s success. Today, the low-rent strip mall is a part of company history, and King employs 835 full-time workers.
THE KING COMPANY BACKGROUND The King Company experiences man.docxcherry686017
THE KING COMPANY BACKGROUND The King Company experiences many of the difficulties common in today’s business climate. In response to declining sales, the company must transform itself from a strategy of expansion and high profit to one of cost containment and staff reductions.The case discusses the organization and provides details of the human resource department. Also presented are e-mails from various staff members. The e-mails identify specific problems that need to be addressed by the HR department and provides a look at King’s overall culture. You may find the tone of some e-mails to be unprofessional. This is a good lesson for us all--As much as we enjoy informality in the workplace, all documents and correspondence— including e-mails—can be retained and are discoverable in litigation. Managers must be cautious in their writing because inappropriate language may be impossible to defend in court.
Employees In the Case:
Amera, Argonta---Accounting employee
Andreas, Gary---employee on workers’ comp
Call, Jake---Compensation & Benefits Manager
Dean, Don---C.E.O.
Dugas, Karla---Benefits Coordinator
Folkner, Meg---Supervisor, CAD Design
Grant, Alan---Current HR Director
Honduras, Margo---Previous HR Director
Jones, Lyle---Production Employee
Madison, Charles---Senior V.P.
Petersen, Matt---Production Supervisor, Team 3
Planky, Burt---fishing buddy
Putt, Tonia---CAD Designer
Rey, Dave---Production Foreman
Sanders, Tomas---Design Manager
Scholl, Karmen---HRD Manager
Simms, Bertie---Designer
Smith, Mike---V.P.
Songun, Amy---Accounting Supervisor
Stone, Guy---Production Supervisor
Tu, Kevin---Staffing Manager
Varn, Juan---Safety & Security Manager
Warner, Salty---union promoter
White, Shaun---Employee Relations Manager
COMPANY BACKGROUND:
The King Company is a small manufacturing company located in a mid-sized city in the upper Midwest. King manufactures high-quality specialty components for the computer industry. The company was founded in 1994 by current CEO, Don Dean. Dean was a talented young engineer in Silicon Valley. When the industry hit the skids in the early 1990s, he found himself out the door with little more than an entrepreneurial spirit and a small severance. Dean left California, moved back to his home state and used his severance to finance The King Company, starting the company in small rented quarters in a nearly vacant strip mall. He brought in Cliff Madison early on as chief financial officer. Dean was smart enough to know that he had no head for figures, but Madison did. Madison was an old college buddy, a super accounting wiz, and somebody Dean could trust to squeeze as much mileage as possible out of his severance money. It was a good match. Madison managed the business, and Dean was the idea man and designer of the specialty components, patents of which were the backbone of King’s success. Today, the low-rent strip mall is a part of company history, and King employs 835 full-time workers ...
Address the following questions in an essay format which include.docxAMMY30
Address the following questions in an essay format which includes an introduction and conclusion (not a Q & A format):
How can The King Company reduce labor costs and still save as many jobs as possible?
How might up-to-date job analysis information aid King in determining how to reduce labor costs?
Discuss the short-term and long-term implications of downsizing. Be sure to also discuss possible EEO issues that may occur in downsizing.
Introduce information from
at least 2 sources
from the Trident Online Library to help strengthen and validate your discussion.
When possible, provide private-sector employer examples of HRM programs, systems, processes, and/or procedures as you address the assignment requirements. Provide names of the employers. Use different employer examples in this course than what has been used previously in your other papers and courses.
Paper length:
3–4 pages
(not counting the cover and reference pages).
Assignment Expectations
Your paper will be evaluated using the criteria as stated in the Case rubric. The following is a review of the rubric criteria:
Assignment-Driven:
Does the paper fully address all aspects of the assignment? Is the assignment addressed accurately and precisely using sound logic? Does the paper meet minimum length requirements?
Critical Thinking:
Does the paper demonstrate graduate-level analysis, in which information derived from multiple sources, expert opinions, and assumptions has been critically evaluated and synthesized in the formulation of a logical set of conclusions? Does the paper address the topic with sufficient depth of discussion and analysis?
Business Writing:
Is the essay logical, well organized and well written? Are the grammar, spelling, and vocabulary appropriate for graduate-level work? Are section headings included? Are paraphrasing and synthesis of concepts the primary means of responding, or is justification/support instead conveyed through excessive use of direct quotations?
Effective Use of Information:
Does the submission demonstrate that the student has read, understood, and can apply the background materials for the module? If required, has the student demonstrated effective research, as evidenced by student’s use of relevant and quality sources? Do additional sources used provide strong support for conclusions drawn, and do they help in shaping the overall paper?
Citing Sources:
Does the student demonstrate understanding of APA Style of referencing, by inclusion of proper citations (for paraphrased text and direct quotations) as appropriate? Have all sources (e.g., references used from the Background page, the assignment readings, and outside research) been included, and are these properly cited? Have all sources cited in the paper been included on the References page?
Staffing at The King Company
Kevin Tu has managed staffing at King since the early years when the company had less than 100 employees. Tu runs a tight ship and manages th.
Case Study Report Rubric CriterionWeakAverageStrongIdent.docxdrennanmicah
Case Study Report Rubric
Criterion
Weak
Average
Strong
Identification of Main Issues/Problems
Identifies and demonstrates acceptable understanding of some of the issues/problems in the case study.
Identifies and demonstrates an accomplished understanding of most of the issues/problems.
Identifies and demonstrates a sophisticated understanding of the main issues/problems in the case study.
Analysis and Evaluation of Issues/Problems
Presents a superficial or incomplete analysis of some of the identified issues; omits necessary calculations.
Presents a thorough analysis of most of the issues identified; missing some necessary calculations.
Presents an insightful and thorough analysis of all identified issues/problems; includes all necessary calculations.
Recommendations on Effective
Solution
s/Strategies
Little or no action suggested and/or inappropriate solutions proposed to the issues in the case study.
Supports diagnosis and opinions with limited reasoning and evidence; presents a somewhat one-sided argument; demonstrates little engagement with ideas presented.
Supports diagnosis and opinions with strong arguments and well-documented evidence; presents a balanced and critical view; interpretation is both reasonable and objective.
Links to Course Readings and Additional Research
Makes inappropriate or little connection between issues identified and the concepts studied in the readings; supplements case study, if at all, with incomplete research and documentation.
Makes appropriate but somewhat vague connections between identified issues/problems and concepts studied in readings and lectures; demonstrates limited command of the analytical tools studied; supplements case study with limited research.
Makes appropriate and powerful connections between identified issues/ problems and the strategic concepts studied in the course readings and lectures; supplements case study with relevant and thoughtful research and documents all sources of information.
Writing Mechanics and Formatting Guidelines
Writing is unfocused, rambling, or contains serious errors; poorly organized and does not follow specified guidelines.
Occasional grammar or spelling errors, but still a clear presentation of ideas; lacks organization.
Demonstrates clarity, conciseness and correctness; formatting is appropriate and writing is free of grammar and spelling errors.
Staffing at The King Company
Kevin Tu has managed staffing at King since the early years when the company had less than 100 employees. Tu runs a tight ship and manages the department with only one other recruiter and an administrative assistant, who maintains all job postings, including a telephone employment hotline and the company’s job line web site. Tu is well-respected across the organization for his strict adherence to ensuring equity in hiring and job placement that goes well beyond equal opportunity requirements.
Tu recently completed an aggressive hiring drive at major universities, hiring several new en.
This article is based on Booz & Company's long-standing work on organizational DNA. It describes how to select the right mix of organizational design elements--both formal structures and informal aspects of organizational culture--to advance your company's strategy.
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Is Your Sales Hiring Process a Competitive Advantage?James Yeagle
Technology, tools and equal access to data has truly put every service company on a level playing field as they try to win customers. Who and how a company hires sales people is as critical as ever. Sometimes it is the only competitive advantage when the top two industry leaders are competing head to head.
Building a sales hiring process that is a true competitive advantage is must for any sales or company leader.
Project ScheduleUse Goods Company Inc. HRM Standardization Project.pdfalsofshionchennai
Project Schedule
Use Goods Company Inc. HRM Standardization Project. This WBS will serve as your starting
point. Further, we will use this WBS to understand how the primary project constraints (scope,
schedule and cost) are linked together and help us establish the baselines for our project. With
the scope baseline already created, the objective of this task is to create the schedule baseline.
Were determining how long it will take to deliver this projects scope. In other words, were
building the projects schedule.
Here's the summary of the steps required:
1. Create the structure of your schedule
2. Estimate the durations of the work
3. Sequence the work
4. Add milestones
5. Assign human resources
6. Identify the projects critical path Detailed instructions:
1. Create the structure of your schedule Use WBS to create the structure of your schedule in MS
Project.
2. Estimate the duration of the work Recall the estimating techniques in use today. We
commonly look for similar projects that were conducted in the past and adjust the durations for
the circumstances of our current project.
Since you dont have the ability to rely on past projects, I will not be critiquing the individual
estimates you make. However, your schedule must have a total project duration of 120 days (this
is 6 months assuming there are 4 weeks in a month and 5 working days in a week). This duration
applies to all 3 projects in our Case Study.
3. Sequence the work Some of the deliverables cant be started until others are finished. We refer
to this as dependency relationships. As you build your schedule, consider the nature of the work
being performed. Also, recall that project management work occurs throughout the project so be
sure to sequence this work appropriately. Create at least 5 logical dependencies in the MS
Projects predecessor column.
4. Add milestones
Milestones are markers that help us determine if were on track. They signify the completion of a
major deliverable.
In determining your milestones, think about the work you would want to celebrate with your
team and the communications you would have with stakeholders about major accomplishments.
Recall that the milestones you add are included in the requirement to have at least 50 lines in
your schedule.
5. Assign human resources We want clear roles and responsibilities on our project. This is
critical in getting work done.
Assume you have a team of at least 10 people.
Create a resource sheet using role names like Senior Analyst, Junior Analyst, Project Manager,
Project Coordinator and Trainer. Ill leave it to you to research 5 more common role title in
project delivery
. Identify the capacity they will have to work on the project and assign a reasonable hourly rate
. Ensure all the tasks in your schedule have a resource assigned.
6. Identify the projects critical path The critical path is the series of activities that drive the
projects completion date. They allow us to effectively manage our newly created schedule. .
The knock on most business leaders is that they don’t take the.docxoreo10
The knock on most business leaders is that they don’t take the
long view—that they’re fixated on achieving short-term goals
to lift their pay. So which global CEOs actually delivered solid
results over the long run? The 2013 version of the CEO Scorecard
provides an objective answer.
by Morten T. Hansen, Herminia Ibarra, and Urs Peyer
100
The Best-Performing
CEOs in the World
hBr.Org
January–February 2013 harvard Business review 81
The BesT-Performing Ceos in The World
I
t’s no accident that chief executives so
often focus on short-term financial re-
sults at the expense of longer-term per-
formance. They have every incentive to
do so. If they don’t make their quarterly
or annual numbers, their compensa-
tion drops and their jobs are in jeopardy.
Stock analysts, shareholders, and often
their own boards judge them harshly if
they miss near-term goals. And without
equally strong pressure to manage for a future that
stretches beyond 90 or 180 days, CEOs’ behavior is
unlikely to change. Developing a simple yet rigorous
way to gauge long-term performance is crucial; after
all, in business, leaders default to managing what’s
measured.
Five years ago we launched a global project to ad-
dress that challenge. But we wanted to do more than
just devise the right metrics. Our goal was to imple-
ment a scorecard that would not only get people
talking about long-term performance but also alter
the way that boards, executives, consultants, and
management scholars thought about and assessed
CEOs. We wanted this innovation to shine a spotlight
on the CEOs worldwide who had created long-term
value for their companies, and we wanted to give ex-
ecutives around the world critical benchmarks they
could aim for.
Three years ago, in the January–February 2010 is-
sue of HBR, we introduced such a scorecard. It evalu-
ated chief executives on their entire tenure in office.
We used it to rank the performance of nearly 2,000
CEOs. This month we are publishing a new version of
that analysis. We have expanded it along two impor-
tant new dimensions—making the group of CEOs we
studied truly global, and examining which CEOs and
companies were able to do well not only financially
but also in terms of corporate social performance.
Judging Ceo Performance
For the most part, we used the same methodology
that we did three years ago. (See the sidebar “How
We Created the Scorecard,” page 92.) We wanted to
accomplish three things:
Assess the long-term performance of each
CEO, from the first day on the job to the last.
(Or for CEOs still in office, until August 31, 2012, our
last day of data collection.) To do this, we looked at
how much total shareholder returns had changed
over that time period (adjusting for country and in-
dustry effects), plus the overall increase in market
capitalization.
Reflect the global nature of business. In 2010
we drew candidates from the S&P Global 1200 and
BRIC 40 lists; this year we worked wi ...
The knock on most business leaders is that they don’t take the.docxcherry686017
The knock on most business leaders is that they don’t take the
long view—that they’re fixated on achieving short-term goals
to lift their pay. So which global CEOs actually delivered solid
results over the long run? The 2013 version of the CEO Scorecard
provides an objective answer.
by Morten T. Hansen, Herminia Ibarra, and Urs Peyer
100
The Best-Performing
CEOs in the World
hBr.Org
January–February 2013 harvard Business review 81
The BesT-Performing Ceos in The World
I
t’s no accident that chief executives so
often focus on short-term financial re-
sults at the expense of longer-term per-
formance. They have every incentive to
do so. If they don’t make their quarterly
or annual numbers, their compensa-
tion drops and their jobs are in jeopardy.
Stock analysts, shareholders, and often
their own boards judge them harshly if
they miss near-term goals. And without
equally strong pressure to manage for a future that
stretches beyond 90 or 180 days, CEOs’ behavior is
unlikely to change. Developing a simple yet rigorous
way to gauge long-term performance is crucial; after
all, in business, leaders default to managing what’s
measured.
Five years ago we launched a global project to ad-
dress that challenge. But we wanted to do more than
just devise the right metrics. Our goal was to imple-
ment a scorecard that would not only get people
talking about long-term performance but also alter
the way that boards, executives, consultants, and
management scholars thought about and assessed
CEOs. We wanted this innovation to shine a spotlight
on the CEOs worldwide who had created long-term
value for their companies, and we wanted to give ex-
ecutives around the world critical benchmarks they
could aim for.
Three years ago, in the January–February 2010 is-
sue of HBR, we introduced such a scorecard. It evalu-
ated chief executives on their entire tenure in office.
We used it to rank the performance of nearly 2,000
CEOs. This month we are publishing a new version of
that analysis. We have expanded it along two impor-
tant new dimensions—making the group of CEOs we
studied truly global, and examining which CEOs and
companies were able to do well not only financially
but also in terms of corporate social performance.
Judging Ceo Performance
For the most part, we used the same methodology
that we did three years ago. (See the sidebar “How
We Created the Scorecard,” page 92.) We wanted to
accomplish three things:
Assess the long-term performance of each
CEO, from the first day on the job to the last.
(Or for CEOs still in office, until August 31, 2012, our
last day of data collection.) To do this, we looked at
how much total shareholder returns had changed
over that time period (adjusting for country and in-
dustry effects), plus the overall increase in market
capitalization.
Reflect the global nature of business. In 2010
we drew candidates from the S&P Global 1200 and
BRIC 40 lists; this year we worked wi ...
Transcript: Alternatives for a Distressed Company in Apparel and RetailExpert Webcast
The discussion includes the process of bidding for, financing and acquiring distressed companies in the Apparel and Retail space is competitive and complex. The panel addressed the strategies and tips for success from the perspectives of an investment banker, a deal and bankruptcy lawyer, a turnaround executive, a lender and a tax accountant.
Promotions-r-us
1 | P a g e
Prepared by Dawn Rovers
Adapted from OCMC 2011 Case Study
Revised Sept. 22, 2017
NOTE: All organizations and relationships are fiction for teaching purposes
Gerry Atwood, the CEO for Promotions-r-us was sitting at his desk one snowy day in January
2015. He was reviewing the latest report from his Sales Manager. He was at a loss as to how
to improve profitability when their product offering was so mature and competition so intense.
He could not explain why their sales and marketing efforts didn’t seem to be adding much more
value to the firm. He wondered if they needed to expand to new markets, consider moving into
the Business to Consumer market, or find a way to improve overall profitability within their
existing B2B market. He had to report to the Board of Directors the following week on how he
would improve profits for the promotions company that he founded 40 years ago.
Promotions-r-us:
Promotions-r-us was a family run Canadian company serving in the promotional product market
since 1975. They sold a range of products that could be customized with company logos or
slogans (e.g. bags, automotive products, lanyards, magnets, watches, drinkware, sports
products, awards, etc.). Promotions-r-us (PRU) was one of the top 25 promotional product
companies in Canada for the past twelve years. However, by 2015 Promotions-r-us faced a time
of intense competition in the industry, which had grown from a few hundred companies in 1975,
to well over 3000 companies. During that time, Promotions-r-us had evolved and grown with the
market, but by 2012 they had reached a plateau in sales. By 2014, margins had begun to slip
and overall profitability had been down for the past 2 years. At last year’s executive meeting,
the firm’s objective of putting North American made quality products into the hands of valued
partners was reaffirmed. However, a strong emphasis was put on maintaining profitability
through efficiencies in the light of competitive pricing and slipping product margins.
Products and Customers:
Promotions-r-us offered its comprehensive collection of promotional items to a vast portfolio of
clients, including multinational corporations and small to medium sized corporations. Some of
their best customers were multi-national firms with tremendous purchasing power. Further,
Promotions-r-us took pride in the strong relationships they developed over the past 40 years.
Some of their biggest clients had been with them since the company’s inception. However, in
each case, Promotions-r-us only provided for the needs of the North American operations, in
Promotions-r-us
2 | P a g e
some cases, only to the Canadian affiliates. With a relatively small sales force, it would be
difficult to tackle a more international client base in their Business to Business operations.
Further, Promotions-r-us differentiated itself in this.
What We Can Learn From Marketers Making A Difference, SMPS Marketer, December...Maribel Castillo
Feature article by Linda Mastaglio and Matt Handal about marketers "who are unleashing new ideas to elevate their firms' marketing programs and cultures." I'm honored to be included with this talented group of marketers.
Strategy, of course, has engaged the attention of business people ever since it was first spoken, and many great books have been written in an attempt to expound it.
In spite of all that has been written about business strategy and not wishing to add anything further to the subject in an exhaustive sense, my plan is to contend with something of the advantages that are to be gained by strategists taking a dynamic view of strategy.
This small book covers a range of subjects connected with strategy formulation and management. It should not be taken as the be all and end all of strategy nor should it be considered as an exhaustive piece on the subject. But the 12 items included herein offer the tools to craft superior strategies - without the verbiage!
Additional InformationThe discussion on stakeholders went better.docxdaniahendric
Additional Information
The discussion on stakeholders went better than expected. Everyone seems to be on the same page. But now, the team is unsure of who should be included as stakeholders in the communication management plan. The team realizes that there are a lot more stakeholders on the project than expected. In addition to the team itself, there are other internal and external stakeholders who must be considered.
Although all of your team members work in the sales and marketing function, they all bring unique skills and experiences to this project. Many have worked in other departments prior to their new role or have duel responsibilities in the company.
"This is a make-or-break project for us at this point," says Jim. "We have to get it right the first time. If we miss any stakeholders in our communication, it could be devastating to the success of the project."
Jim turns to you. "I need you to lead the team in conducting a stakeholder analysis. We need to make sure to include all of the stakeholders, their background, contribution to the project, and level of priority to the project communication. You will be working with your four teammates in performing the stakeholder analysis and transferring this information to the project charter for review."
"Okay," you say. "Can everyone give me a little bit of background about work experience and education?"
"Sure," says Jerry Lawson. "I have an MS in Business Management and several IT/PM certifications as well as 6 years with the company."
"I have a lot of procurement and acquisition experience, but have an engineering background," says Sara Jenkins. "I earned an MBA and a BS in electrical engineering. I have been with the company for 4 years."
"I have done business analysis, quality assurance, and risk management, but have a construction background," says Melissa Grant. "I have an MSM in project management and a BS in electrical engineering as well as 6 years with the company."
Mike Green, a technician who previously worked in the public relations and marketing department says, "I have done a lot of hands-on electrical work and testing. I earned my MBA in marketing and two undergraduate degrees in electrical engineering and IT management. I have been with the company for 5 years."
"Great, thanks," you say.
Jim hands you a document, saying, "Here is a project charter, a stakeholder register, and SOW templates for you to use as a guideline."
After Jim leaves, you and the rest of the team get busy discussing how to conduct a stakeholder analysis and how to justify stakeholders’ inclusion in the project communication. You also begin to review the project background information to develop your SOW.
Assignment
Back at your desk, you write the stakeholder analysis in an essay-style format using MS Word. Notes from your team discussion help you defend your position on the stakeholders' inclusion. If you use MS Word, your essay should outline who they are to the project, their roles, responsibilities ...
Sample Summaries of Emily Raine’s Why Should I Be Nice to You.docxagnesdcarey33086
Sample Summaries of Emily Raine’s “Why Should I Be Nice to You”
Sample Summary 1
Most people at some point in their life have worked in the service industry. This particular
industry can be quite satisfying whether it be working in fine dining, as a cocktail waitress, or at a local
diner, but for Emily Raine, who had done all of these things, the only place she ever felt “whipped” was
working as a barista at one of largest specialty coffee chains in the world (358). Raine is bothered by
how the café industry has set up the impersonal server/customer relationship and feels the best way to
solve the issue is be to “be rude” (365). In 2005, Raine expanded in an essay that appeared in the
online journal, Bad Subjects, on her frustration within the service industry and what good service really
means.
Good service in the coffee industry does not require much skill these days. Most people are
usually talking on their cell phone while ordering their daily coffee and pastry while also paying and then
out as fast as they walked into the café probably not even noticing or acknowledging any interaction
with the people serving. The coffee sector has recognized this and has set up the counters as linear
coffee bars that act the same as an assembly line. The workers are trained and assigned specific jobs in
the coffee preparing process, such as taking the order, handling the money, making the drink, to
delivery. This makes the interaction with the customer very limited, mostly just seconds. This is where
Raine feels some of the problem with the customer and server interaction. Although this is the most
effective and efficient way of working, Raine describes productive work as “dreary and repetitive” (359).
Since the 1960’s companies have been branding themselves with the quality of having “good
service” distinguishing them from the rest of the competition. Raines explains that in good service there
is an exchange between two parties: “the ‘we’ that gladly serves and the ‘you’ that happily receives,”
but also a third party, the boss, which is the ultimate decider on exactly what good service will be (360).
Companies in the service industry must market their products on servers’ friendliness; therefore
it is monitored and controlled from the people on top. Raine notes that cafés “layouts and management
styles” help create a cozy atmosphere that plays a factor in good service, but in a way that will not
disrupt the output (361). In Raine’s essay, she gives the example of an employee Starbucks has
branded; “The happy, wholesome perfume-free barista” (361). She points out that the company offers
workers stock options, health insurance, dental plans, as well as other perks of discounts and giveaways,
while also using moving personal accounts from workers who “never deemed corporate America could
care so much” (362). Raines also adds that the company does not give into unionization and although
the company pay.
SAMPLEExecutive Summary The following report is an evalua.docxagnesdcarey33086
SAMPLE:
Executive Summary
The following report is an evaluation of multiple facets of the Uruguayan economy, its overall investment attractiveness, and feasibility of doing business. After conducting research and analysis on the country in areas such as legal frameworks, fiscal policy, trade relations, infrastructure, housing, and monetary policy, Uruguay proves to be an economy of strong opportunity when evaluated against its regional/continental partners, but with significant and pressing challenges that would place the nation lower when considered at a global level. The national government and political system are proven to be stable, offering legal protections and investment frameworks that are comparable to developed economies. As a member of MERCOSUR and independently, Uruguay has ratified trade agreements, particularly with developed nations and Latin America, in a variety of structures, namely goods, services, investment promotion and protection, public procurement, and double taxation avoidance. The country offers valuable exports, and derives its imports significantly from MERCOSUR members in which people, goods, and currency are permitted to move freely. Uruguay has shown strong numbers in growth, particularly GDP and unemployment rate. Having reacted appropriately to an economic and banking crisis in the early 2000s, Uruguay was one of the few countries that was not significantly impacted by the 2008-09 economic crisis. The housing market has also seen considerable growth and looks to continue growing as the level of foreign direct investment in construction increases. Challenges that have limited the country and are foreseeable as continuing to limit Uruguay’s attractiveness include a public banking system that offers limited access to credit, undesired volatility in prime rate lending, seemingly unsustainable fiscal policy, and a lack of coordination in monetary and exchange rate policies. Given the widespread availability and transparency of information on the country and having taken all these factors into consideration, we determine Uruguay to be one of best investment opportunities in terms of a Latin American scope, but as still significantly behind developed economies. A total score of 30.5 points out of a possible 55 was assigned.
Description and Analysis of Each Measured Attribute
A.1 Government Expenditure, Tax System, Rule of Law, and Education System - 2/5; This ranking reflects Uruguay’s controlled government spending and competitive tax rate. The tax free zones are a great way to incentivize companies to operating in Uruguay. However, it does take into account the difficult experiences that corporations undergo in paying taxes. Uruguay benefits from a mature democracy with a stable political system and independent judiciary system. Uruguay has a well-established education system that provides free education and equal access to all students through the university level. However, the socioeconomic gap become.
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Use Goods Company Inc. HRM Standardization Project. This WBS will serve as your starting
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the scope baseline already created, the objective of this task is to create the schedule baseline.
Were determining how long it will take to deliver this projects scope. In other words, were
building the projects schedule.
Here's the summary of the steps required:
1. Create the structure of your schedule
2. Estimate the durations of the work
3. Sequence the work
4. Add milestones
5. Assign human resources
6. Identify the projects critical path Detailed instructions:
1. Create the structure of your schedule Use WBS to create the structure of your schedule in MS
Project.
2. Estimate the duration of the work Recall the estimating techniques in use today. We
commonly look for similar projects that were conducted in the past and adjust the durations for
the circumstances of our current project.
Since you dont have the ability to rely on past projects, I will not be critiquing the individual
estimates you make. However, your schedule must have a total project duration of 120 days (this
is 6 months assuming there are 4 weeks in a month and 5 working days in a week). This duration
applies to all 3 projects in our Case Study.
3. Sequence the work Some of the deliverables cant be started until others are finished. We refer
to this as dependency relationships. As you build your schedule, consider the nature of the work
being performed. Also, recall that project management work occurs throughout the project so be
sure to sequence this work appropriately. Create at least 5 logical dependencies in the MS
Projects predecessor column.
4. Add milestones
Milestones are markers that help us determine if were on track. They signify the completion of a
major deliverable.
In determining your milestones, think about the work you would want to celebrate with your
team and the communications you would have with stakeholders about major accomplishments.
Recall that the milestones you add are included in the requirement to have at least 50 lines in
your schedule.
5. Assign human resources We want clear roles and responsibilities on our project. This is
critical in getting work done.
Assume you have a team of at least 10 people.
Create a resource sheet using role names like Senior Analyst, Junior Analyst, Project Manager,
Project Coordinator and Trainer. Ill leave it to you to research 5 more common role title in
project delivery
. Identify the capacity they will have to work on the project and assign a reasonable hourly rate
. Ensure all the tasks in your schedule have a resource assigned.
6. Identify the projects critical path The critical path is the series of activities that drive the
projects completion date. They allow us to effectively manage our newly created schedule. .
The knock on most business leaders is that they don’t take the.docxoreo10
The knock on most business leaders is that they don’t take the
long view—that they’re fixated on achieving short-term goals
to lift their pay. So which global CEOs actually delivered solid
results over the long run? The 2013 version of the CEO Scorecard
provides an objective answer.
by Morten T. Hansen, Herminia Ibarra, and Urs Peyer
100
The Best-Performing
CEOs in the World
hBr.Org
January–February 2013 harvard Business review 81
The BesT-Performing Ceos in The World
I
t’s no accident that chief executives so
often focus on short-term financial re-
sults at the expense of longer-term per-
formance. They have every incentive to
do so. If they don’t make their quarterly
or annual numbers, their compensa-
tion drops and their jobs are in jeopardy.
Stock analysts, shareholders, and often
their own boards judge them harshly if
they miss near-term goals. And without
equally strong pressure to manage for a future that
stretches beyond 90 or 180 days, CEOs’ behavior is
unlikely to change. Developing a simple yet rigorous
way to gauge long-term performance is crucial; after
all, in business, leaders default to managing what’s
measured.
Five years ago we launched a global project to ad-
dress that challenge. But we wanted to do more than
just devise the right metrics. Our goal was to imple-
ment a scorecard that would not only get people
talking about long-term performance but also alter
the way that boards, executives, consultants, and
management scholars thought about and assessed
CEOs. We wanted this innovation to shine a spotlight
on the CEOs worldwide who had created long-term
value for their companies, and we wanted to give ex-
ecutives around the world critical benchmarks they
could aim for.
Three years ago, in the January–February 2010 is-
sue of HBR, we introduced such a scorecard. It evalu-
ated chief executives on their entire tenure in office.
We used it to rank the performance of nearly 2,000
CEOs. This month we are publishing a new version of
that analysis. We have expanded it along two impor-
tant new dimensions—making the group of CEOs we
studied truly global, and examining which CEOs and
companies were able to do well not only financially
but also in terms of corporate social performance.
Judging Ceo Performance
For the most part, we used the same methodology
that we did three years ago. (See the sidebar “How
We Created the Scorecard,” page 92.) We wanted to
accomplish three things:
Assess the long-term performance of each
CEO, from the first day on the job to the last.
(Or for CEOs still in office, until August 31, 2012, our
last day of data collection.) To do this, we looked at
how much total shareholder returns had changed
over that time period (adjusting for country and in-
dustry effects), plus the overall increase in market
capitalization.
Reflect the global nature of business. In 2010
we drew candidates from the S&P Global 1200 and
BRIC 40 lists; this year we worked wi ...
The knock on most business leaders is that they don’t take the.docxcherry686017
The knock on most business leaders is that they don’t take the
long view—that they’re fixated on achieving short-term goals
to lift their pay. So which global CEOs actually delivered solid
results over the long run? The 2013 version of the CEO Scorecard
provides an objective answer.
by Morten T. Hansen, Herminia Ibarra, and Urs Peyer
100
The Best-Performing
CEOs in the World
hBr.Org
January–February 2013 harvard Business review 81
The BesT-Performing Ceos in The World
I
t’s no accident that chief executives so
often focus on short-term financial re-
sults at the expense of longer-term per-
formance. They have every incentive to
do so. If they don’t make their quarterly
or annual numbers, their compensa-
tion drops and their jobs are in jeopardy.
Stock analysts, shareholders, and often
their own boards judge them harshly if
they miss near-term goals. And without
equally strong pressure to manage for a future that
stretches beyond 90 or 180 days, CEOs’ behavior is
unlikely to change. Developing a simple yet rigorous
way to gauge long-term performance is crucial; after
all, in business, leaders default to managing what’s
measured.
Five years ago we launched a global project to ad-
dress that challenge. But we wanted to do more than
just devise the right metrics. Our goal was to imple-
ment a scorecard that would not only get people
talking about long-term performance but also alter
the way that boards, executives, consultants, and
management scholars thought about and assessed
CEOs. We wanted this innovation to shine a spotlight
on the CEOs worldwide who had created long-term
value for their companies, and we wanted to give ex-
ecutives around the world critical benchmarks they
could aim for.
Three years ago, in the January–February 2010 is-
sue of HBR, we introduced such a scorecard. It evalu-
ated chief executives on their entire tenure in office.
We used it to rank the performance of nearly 2,000
CEOs. This month we are publishing a new version of
that analysis. We have expanded it along two impor-
tant new dimensions—making the group of CEOs we
studied truly global, and examining which CEOs and
companies were able to do well not only financially
but also in terms of corporate social performance.
Judging Ceo Performance
For the most part, we used the same methodology
that we did three years ago. (See the sidebar “How
We Created the Scorecard,” page 92.) We wanted to
accomplish three things:
Assess the long-term performance of each
CEO, from the first day on the job to the last.
(Or for CEOs still in office, until August 31, 2012, our
last day of data collection.) To do this, we looked at
how much total shareholder returns had changed
over that time period (adjusting for country and in-
dustry effects), plus the overall increase in market
capitalization.
Reflect the global nature of business. In 2010
we drew candidates from the S&P Global 1200 and
BRIC 40 lists; this year we worked wi ...
Transcript: Alternatives for a Distressed Company in Apparel and RetailExpert Webcast
The discussion includes the process of bidding for, financing and acquiring distressed companies in the Apparel and Retail space is competitive and complex. The panel addressed the strategies and tips for success from the perspectives of an investment banker, a deal and bankruptcy lawyer, a turnaround executive, a lender and a tax accountant.
Promotions-r-us
1 | P a g e
Prepared by Dawn Rovers
Adapted from OCMC 2011 Case Study
Revised Sept. 22, 2017
NOTE: All organizations and relationships are fiction for teaching purposes
Gerry Atwood, the CEO for Promotions-r-us was sitting at his desk one snowy day in January
2015. He was reviewing the latest report from his Sales Manager. He was at a loss as to how
to improve profitability when their product offering was so mature and competition so intense.
He could not explain why their sales and marketing efforts didn’t seem to be adding much more
value to the firm. He wondered if they needed to expand to new markets, consider moving into
the Business to Consumer market, or find a way to improve overall profitability within their
existing B2B market. He had to report to the Board of Directors the following week on how he
would improve profits for the promotions company that he founded 40 years ago.
Promotions-r-us:
Promotions-r-us was a family run Canadian company serving in the promotional product market
since 1975. They sold a range of products that could be customized with company logos or
slogans (e.g. bags, automotive products, lanyards, magnets, watches, drinkware, sports
products, awards, etc.). Promotions-r-us (PRU) was one of the top 25 promotional product
companies in Canada for the past twelve years. However, by 2015 Promotions-r-us faced a time
of intense competition in the industry, which had grown from a few hundred companies in 1975,
to well over 3000 companies. During that time, Promotions-r-us had evolved and grown with the
market, but by 2012 they had reached a plateau in sales. By 2014, margins had begun to slip
and overall profitability had been down for the past 2 years. At last year’s executive meeting,
the firm’s objective of putting North American made quality products into the hands of valued
partners was reaffirmed. However, a strong emphasis was put on maintaining profitability
through efficiencies in the light of competitive pricing and slipping product margins.
Products and Customers:
Promotions-r-us offered its comprehensive collection of promotional items to a vast portfolio of
clients, including multinational corporations and small to medium sized corporations. Some of
their best customers were multi-national firms with tremendous purchasing power. Further,
Promotions-r-us took pride in the strong relationships they developed over the past 40 years.
Some of their biggest clients had been with them since the company’s inception. However, in
each case, Promotions-r-us only provided for the needs of the North American operations, in
Promotions-r-us
2 | P a g e
some cases, only to the Canadian affiliates. With a relatively small sales force, it would be
difficult to tackle a more international client base in their Business to Business operations.
Further, Promotions-r-us differentiated itself in this.
What We Can Learn From Marketers Making A Difference, SMPS Marketer, December...Maribel Castillo
Feature article by Linda Mastaglio and Matt Handal about marketers "who are unleashing new ideas to elevate their firms' marketing programs and cultures." I'm honored to be included with this talented group of marketers.
Strategy, of course, has engaged the attention of business people ever since it was first spoken, and many great books have been written in an attempt to expound it.
In spite of all that has been written about business strategy and not wishing to add anything further to the subject in an exhaustive sense, my plan is to contend with something of the advantages that are to be gained by strategists taking a dynamic view of strategy.
This small book covers a range of subjects connected with strategy formulation and management. It should not be taken as the be all and end all of strategy nor should it be considered as an exhaustive piece on the subject. But the 12 items included herein offer the tools to craft superior strategies - without the verbiage!
Additional InformationThe discussion on stakeholders went better.docxdaniahendric
Additional Information
The discussion on stakeholders went better than expected. Everyone seems to be on the same page. But now, the team is unsure of who should be included as stakeholders in the communication management plan. The team realizes that there are a lot more stakeholders on the project than expected. In addition to the team itself, there are other internal and external stakeholders who must be considered.
Although all of your team members work in the sales and marketing function, they all bring unique skills and experiences to this project. Many have worked in other departments prior to their new role or have duel responsibilities in the company.
"This is a make-or-break project for us at this point," says Jim. "We have to get it right the first time. If we miss any stakeholders in our communication, it could be devastating to the success of the project."
Jim turns to you. "I need you to lead the team in conducting a stakeholder analysis. We need to make sure to include all of the stakeholders, their background, contribution to the project, and level of priority to the project communication. You will be working with your four teammates in performing the stakeholder analysis and transferring this information to the project charter for review."
"Okay," you say. "Can everyone give me a little bit of background about work experience and education?"
"Sure," says Jerry Lawson. "I have an MS in Business Management and several IT/PM certifications as well as 6 years with the company."
"I have a lot of procurement and acquisition experience, but have an engineering background," says Sara Jenkins. "I earned an MBA and a BS in electrical engineering. I have been with the company for 4 years."
"I have done business analysis, quality assurance, and risk management, but have a construction background," says Melissa Grant. "I have an MSM in project management and a BS in electrical engineering as well as 6 years with the company."
Mike Green, a technician who previously worked in the public relations and marketing department says, "I have done a lot of hands-on electrical work and testing. I earned my MBA in marketing and two undergraduate degrees in electrical engineering and IT management. I have been with the company for 5 years."
"Great, thanks," you say.
Jim hands you a document, saying, "Here is a project charter, a stakeholder register, and SOW templates for you to use as a guideline."
After Jim leaves, you and the rest of the team get busy discussing how to conduct a stakeholder analysis and how to justify stakeholders’ inclusion in the project communication. You also begin to review the project background information to develop your SOW.
Assignment
Back at your desk, you write the stakeholder analysis in an essay-style format using MS Word. Notes from your team discussion help you defend your position on the stakeholders' inclusion. If you use MS Word, your essay should outline who they are to the project, their roles, responsibilities ...
Sample Summaries of Emily Raine’s Why Should I Be Nice to You.docxagnesdcarey33086
Sample Summaries of Emily Raine’s “Why Should I Be Nice to You”
Sample Summary 1
Most people at some point in their life have worked in the service industry. This particular
industry can be quite satisfying whether it be working in fine dining, as a cocktail waitress, or at a local
diner, but for Emily Raine, who had done all of these things, the only place she ever felt “whipped” was
working as a barista at one of largest specialty coffee chains in the world (358). Raine is bothered by
how the café industry has set up the impersonal server/customer relationship and feels the best way to
solve the issue is be to “be rude” (365). In 2005, Raine expanded in an essay that appeared in the
online journal, Bad Subjects, on her frustration within the service industry and what good service really
means.
Good service in the coffee industry does not require much skill these days. Most people are
usually talking on their cell phone while ordering their daily coffee and pastry while also paying and then
out as fast as they walked into the café probably not even noticing or acknowledging any interaction
with the people serving. The coffee sector has recognized this and has set up the counters as linear
coffee bars that act the same as an assembly line. The workers are trained and assigned specific jobs in
the coffee preparing process, such as taking the order, handling the money, making the drink, to
delivery. This makes the interaction with the customer very limited, mostly just seconds. This is where
Raine feels some of the problem with the customer and server interaction. Although this is the most
effective and efficient way of working, Raine describes productive work as “dreary and repetitive” (359).
Since the 1960’s companies have been branding themselves with the quality of having “good
service” distinguishing them from the rest of the competition. Raines explains that in good service there
is an exchange between two parties: “the ‘we’ that gladly serves and the ‘you’ that happily receives,”
but also a third party, the boss, which is the ultimate decider on exactly what good service will be (360).
Companies in the service industry must market their products on servers’ friendliness; therefore
it is monitored and controlled from the people on top. Raine notes that cafés “layouts and management
styles” help create a cozy atmosphere that plays a factor in good service, but in a way that will not
disrupt the output (361). In Raine’s essay, she gives the example of an employee Starbucks has
branded; “The happy, wholesome perfume-free barista” (361). She points out that the company offers
workers stock options, health insurance, dental plans, as well as other perks of discounts and giveaways,
while also using moving personal accounts from workers who “never deemed corporate America could
care so much” (362). Raines also adds that the company does not give into unionization and although
the company pay.
SAMPLEExecutive Summary The following report is an evalua.docxagnesdcarey33086
SAMPLE:
Executive Summary
The following report is an evaluation of multiple facets of the Uruguayan economy, its overall investment attractiveness, and feasibility of doing business. After conducting research and analysis on the country in areas such as legal frameworks, fiscal policy, trade relations, infrastructure, housing, and monetary policy, Uruguay proves to be an economy of strong opportunity when evaluated against its regional/continental partners, but with significant and pressing challenges that would place the nation lower when considered at a global level. The national government and political system are proven to be stable, offering legal protections and investment frameworks that are comparable to developed economies. As a member of MERCOSUR and independently, Uruguay has ratified trade agreements, particularly with developed nations and Latin America, in a variety of structures, namely goods, services, investment promotion and protection, public procurement, and double taxation avoidance. The country offers valuable exports, and derives its imports significantly from MERCOSUR members in which people, goods, and currency are permitted to move freely. Uruguay has shown strong numbers in growth, particularly GDP and unemployment rate. Having reacted appropriately to an economic and banking crisis in the early 2000s, Uruguay was one of the few countries that was not significantly impacted by the 2008-09 economic crisis. The housing market has also seen considerable growth and looks to continue growing as the level of foreign direct investment in construction increases. Challenges that have limited the country and are foreseeable as continuing to limit Uruguay’s attractiveness include a public banking system that offers limited access to credit, undesired volatility in prime rate lending, seemingly unsustainable fiscal policy, and a lack of coordination in monetary and exchange rate policies. Given the widespread availability and transparency of information on the country and having taken all these factors into consideration, we determine Uruguay to be one of best investment opportunities in terms of a Latin American scope, but as still significantly behind developed economies. A total score of 30.5 points out of a possible 55 was assigned.
Description and Analysis of Each Measured Attribute
A.1 Government Expenditure, Tax System, Rule of Law, and Education System - 2/5; This ranking reflects Uruguay’s controlled government spending and competitive tax rate. The tax free zones are a great way to incentivize companies to operating in Uruguay. However, it does take into account the difficult experiences that corporations undergo in paying taxes. Uruguay benefits from a mature democracy with a stable political system and independent judiciary system. Uruguay has a well-established education system that provides free education and equal access to all students through the university level. However, the socioeconomic gap become.
Sample Student Industry AnalysisExecutive SummaryCom.docxagnesdcarey33086
Sample Student Industry Analysis
Executive Summary
Company Description
Seg and Cycle the City is a Koblenz, Germany based company specializing in offering rentals for recreational vehicles (Segways, bikes, tandems and inline skates), guiding and informational services to mainly tourists, locals and their visitors, students or for event entertainment purposes. The company will begin operations in April, 2010, as a Limited Liability Company (Unternehmensgesellschaft). The company will take advantage of the increasing popularity of Segway scooters: two-wheeled, self-balancing electric vehicles invented by Dean Kamen in 2001, as a new, more exiting and relaxing alternative to walking tours for tourists to enjoy the sights and atmosphere of the city. Also, the company will provide high quality MP3 Audio-City Guides to capture the large number of visitors who are more independent-minded, not willing to participate in guiding services offered by the tourism board of Koblenz and thereby gain significant market share.
Mission Statement
“Seg and Cycle the City is a speciality tour operator committed to providing a unique, entertaining, memorable and educational experience of the city that meets the needs of both kinds of tourists: those who seek a guided experience and those who are more independent minded.
We will take pride in doing our best to present our city tour in a memorable way and leave our customers with the image that Koblenz is a place to go back to. We will achieve this by building strong personal relationships with our customers during our guided tours and by suggesting journeys for the individual exploration.
As an advocate for sustainability, we want to promote the use of environmentally friendly transportation devices and, thereby, improve the image of our beloved city. We will also fulfil this mission of sustainability by providing an affordable opportunity for college students to rent a bike.”
Industry Analysis & Trends
The services provided by Seg and Cycle the City as a player in the service industry are affected by the developments in the recreational and sports equipment rental trade and by developments in the city and bike tourism industry in Germany, Rhineland Palatinate and, specifically, Koblenz.
Size and Growth
The personal service industry in Germany generally shows a stable performance with relatively stable revenue regardless of the difficult economic situation. A high employment rate, increased wages, and a decreasing inflation rate have increased disposable income, which especially benefits the leisure industry (German Chamber of Commerce e.V).The following graph shows that the service industry (blue line), as the leading sector concerning economic added value in the Koblenz (including surrounding communities) underwent major growth compared to other main sectors from 1992 to 2005. Since 2004, growth rate appears to be stable and rather low, but remains in a leading position.
Travel Germany, Rhineland-Pa.
SAMPLING MEAN DEFINITION The term sampling mean is.docxagnesdcarey33086
SAMPLING MEAN:
DEFINITION:
The term sampling mean is a statistical term used to describe the properties of statistical
distributions. In statistical terms, the sample mean from a group of observations is an
estimate of the population mean . Given a sample of size n, consider n independent random
variables X1, X2... Xn, each corresponding to one randomly selected observation. Each of these
variables has the distribution of the population, with mean and standard deviation . The
sample mean is defined to be
WHAT IT IS USED FOR:
It is also used to measure central tendency of the numbers in a database. It can also be said that
it is nothing more than a balance point between the number and the low numbers.
HOW TO CALCULATE IT:
To calculate this, just add up all the numbers, then divide by how many numbers there are.
Example: what is the mean of 2, 7, and 9?
Add the numbers: 2 + 7 + 9 = 18
Divide by how many numbers (i.e., we added 3 numbers): 18 ÷ 3 = 6
So the Mean is 6
SAMPLE VARIANCE:
DEFINITION:
The sample variance, s2, is used to calculate how varied a sample is. A sample is a select number
of items taken from a population. For example, if you are measuring American people’s weights,
it wouldn’t be feasible (from either a time or a monetary standpoint) for you to measure the
weights of every person in the population. The solution is to take a sample of the population, say
1000 people, and use that sample size to estimate the actual weights of the whole population.
WHAT IT IS USED FOR:
The sample variance helps you to figure out the spread out in the data you have collected or are
going to analyze. In statistical terminology, it can be defined as the average of the squared
differences from the mean.
HOW TO CALCULATE IT:
Given below are steps of how a sample variance is calculated:
• Determine the mean
• Then for each number: subtract the Mean and square the result
• Then work out the mean of those squared differences.
To work out the mean, add up all the values then divide by the number of data points.
First add up all the values from the previous step.
But how do we say "add them all up" in mathematics? We use the Roman letter Sigma: Σ
The handy Sigma Notation says to sum up as many terms as we want.
• Next we need to divide by the number of data points, which is simply done by
multiplying by "1/N":
Statistically it can be stated by the following:
•
• This value is the variance
EXAMPLE:
Sam has 20 Rose Bushes.
The number of flowers on each bush is
9, 2, 5, 4, 12, 7, 8, 11, 9, 3, 7, 4, 12, 5, 4, 10, 9, 6, 9, 4
Work out the sample variance
Step 1. Work out the mean
In the formula above, µ (the Greek letter "mu") is the mean of all our values.
For this example, the data points are: 9, 2, 5, 4, 12, 7, 8, 11, 9, 3, 7, 4, 12, 5, 4, 10, 9, 6, 9, 4
The mean is:
(9+2+5+4+12+7+8+11+9+3+7+4+12+5+4+10+9+6+9+4) / 20 = 140/20 = 7
So:
µ.
SAMPLING MEANDEFINITIONThe term sampling mean is a stati.docxagnesdcarey33086
SAMPLING MEAN:
DEFINITION:
The term sampling mean is a statistical term used to describe the properties of statistical distributions. In statistical terms, the sample meanfrom a group of observations is an estimate of the population mean. Given a sample of size n, consider n independent random variables X1, X2... Xn, each corresponding to one randomly selected observation. Each of these variables has the distribution of the population, with mean and standard deviation. The sample mean is defined to be
WHAT IT IS USED FOR:
It is also used to measure central tendency of the numbers in a database. It can also be said that it is nothing more than a balance point between the number and the low numbers.
HOW TO CALCULATE IT:
To calculate this, just add up all the numbers, then divide by how many numbers there are.
Example: what is the mean of 2, 7, and 9?
Add the numbers: 2 + 7 + 9 = 18
Divide by how many numbers (i.e., we added 3 numbers): 18 ÷ 3 = 6
So the Mean is 6
SAMPLE VARIANCE:
DEFINITION:
The sample variance, s2, is used to calculate how varied a sample is. A sample is a select number of items taken from a population. For example, if you are measuring American people’s weights, it wouldn’t be feasible (from either a time or a monetary standpoint) for you to measure the weights of every person in the population. The solution is to take a sample of the population, say 1000 people, and use that sample size to estimate the actual weights of the whole population.
WHAT IT IS USED FOR:
The sample variance helps you to figure out the spread out in the data you have collected or are going to analyze. In statistical terminology, it can be defined as the average of the squared differences from the mean.
HOW TO CALCULATE IT:
Given below are steps of how a sample variance is calculated:
· Determine the mean
· Then for each number: subtract the Mean and square the result
· Then work out the mean of those squared differences.
To work out the mean, add up all the values then divide by the number of data points.
First add up all the values from the previous step.
But how do we say "add them all up" in mathematics? We use the Roman letter Sigma: Σ
The handy Sigma Notation says to sum up as many terms as we want.
· Next we need to divide by the number of data points, which is simply done by multiplying by "1/N":
Statistically it can be stated by the following:
·
· This value is the variance
EXAMPLE:
Sam has 20 Rose Bushes.
The number of flowers on each bush is
9, 2, 5, 4, 12, 7, 8, 11, 9, 3, 7, 4, 12, 5, 4, 10, 9, 6, 9, 4
Work out the sample variance
Step 1. Work out the mean
In the formula above, μ (the Greek letter "mu") is the mean of all our values.
For this example, the data points are: 9, 2, 5, 4, 12, 7, 8, 11, 9, 3, 7, 4, 12, 5, 4, 10, 9, 6, 9, 4
The mean is:
(9+2+5+4+12+7+8+11+9+3+7+4+12+5+4+10+9+6+9+4) / 20 = 140/20 = 7
So:
μ = 7
Step 2. Then for each number: subtract the Mean and square the result
This is t.
sampleReportt.docx
Power Electronics
Contents Comment by adtaylor: This table of contents is clear and precise: I can see the flow of ideas and were the report will go
1.1 Introduction 2
1.2 Aim 2
1.3 Objectives 2
2.1 Diode Origins 3
2.1.1 Early Diodes 3
2.1.2 Thermionic Diodes 3-4
2.1.3 Crystal Diodes 4
2.2 Diode Fundamentals 5
2.2.1 Semiconductors 5
2.2.2 Doping 5-6
2.2.3 PN Junctions 6
2.2.4 Forward and Reverse Bias 7
2.3 Diode Operation 8
2.3.1 PN Junction Diode 8
2.3.2 Diode DC Operation 9
2.3.3 Diode AC Operation 10
2.4 Full Wave Bridge Rectification 11
2.4.1 Bridge Configuration 11
2.4.2 Diode Conduction Pairing 11
2.5 Three Phase Full Wave Bridge Rectification 12
2.5.1 Bridge Configuration 12
2.5.2 Diode Conduction Sequence 12-14
2.5.3 Output Voltage and current characteristics 14-15
3 Lab Report 16
3.1 Lab Report Objectives 16
3.2 Lab Report important notes 16
3.3 Output Signal 17
3.4 Output Signal (D1 removed) 18
3.5 Output Signal (D5 removed) 19
3.6 Output Signal (D6 removed) 20
4 Results, Comparisons and Discussions 21-22
5 Conclusions 23
6 References 24
1.1 Introduction
1. Rectifiers are electrical devices that convert an AC supply into a DC output through a process known as rectification. The theory of rectification has been around for over one hundred years, when early discoveries uncovered the unidirectional current flow (polarity dependent) in vacuum valves and crystal (solid state) devices. These devices were known as rectifiers; however the naming convention was changed in 1919 to diode. The name diode was derived from the Greek words ‘dia’ (through) and ‘ode’ (path). Comment by adtaylor: I don’t really think this sort of thing is necessary: the project report is supposed to be on investigating these devices or technology, not its 100 year old history.
When the marker sees this sort of thing, the first thing that springs to mind is that the student is padding out their report. It is very clear when this happens
2. Diodes are commonly known as switching devices; however due to there complex non-linear voltage and current characteristics, there applications have become numerous depending on the PN junction construction. Some special diode applications are as follows: Comment by adtaylor: This is good in an introduction, giving the reader some background on the device and what it does: this is the objective of this report after all
a. Voltage regulator (Zener diodes),
b. Tuners (Varactor diodes),
c. RF oscillators (Tunnel diodes), and
d. Light emitters (LED’s).
1.2 Aim
1. To observe the operation of a three phase uncontrolled rectifier circuit with a purely resistive load. Comment by adtaylor: This aim i.
SAMPLE Project (Answers and explanations are in red)I opened t.docxagnesdcarey33086
SAMPLE Project (Answers and explanations are in red)
I opened the Week 1 Project from Doc Sharing.
Projects
Project 1: Working With the Data Editor.
Downloading Statdisk
1) First go to the website at www.statdisk.org and then scroll down to the bottom of the page to download
the Statdisk program version 11.1.0. by clicking on the windows or the MAC version.
I went to www.statdisk.org and downloaded the statdisk 11.1.0 windows version.
Download Statdisk Version 11.1.0
Statdisk 11.1.0 Windows 2K, XP, Vista
Statdisk 11.1.0 OSX
See the included ReadMe.txt file for details.
Open A Saved Data File
2) After you have opened the Statdisk program, go to Datasets and then Elementary Stats, 9th Edition.
Open the file named SUGAR. The data will appear in column 1 in the Sample Editor.
I opened the statdisk program, went to Datasets, then Elementary Stats, 9th edition and opened the Sugar file.
Copy and Paste a Data File
3) Make a copy of the data values listed in column 1. Paste the data files into column 2. Re-name the title
of column 2 to COPY.
I went to Copy and then selected column 1. I then selected copy. Then I clicked on Paste and chose column 2. I then had 2 identical columns of the Sugar data.
Sorting Data Values
4) Make another copy of the data values listed in column 1 and paste those into column 3. Then sort only
the data values in column 3. Label the column SORT.
I selected Copy and clicked on column 1 and then pasted them into column 3. I clicked on Sort and then selected column 3.
Entering a Set of Data Values
5) Manually enter all of the data values listed below into column 4 in the Statdisk editor. Type all of the data values into the one column in vertical fashion like the other data values are listed in the other columns. It does not matter what order you input the data values. Label the data values with the name of IQ.
I typed the following data into column 4.
83
56
43
65
74
28
88
77
74
51
65
46
55
66
35
75
54
63
74
48
37
57
37
62
32
48
43
52
52
61
80
75
54
45
44
60
65
44
33
32
41
52
38
62
74
74
46
37
37
39
6) What are some of the problems that could occur when entering data values into a statistics technology
editor?
Problems that could occur when entering data values into a statistics technology editor include ………………………………………………………………………..
Sample Transformation
7) Go to the Data menu then select Sample Transformations to add 100 to all of the data values in column 4 and then paste them into column 5.
I went to the Data menu and ……………………………………………………………………………..
Classifying Variables
8) Would the grams of sugar data in column 1 be considered a sample or a population?
The grams of sugar data in column 1 would be considered a ……………..
9) State whether the sugar variable is qualitative or quantitative?
The sugar variable is ……………………………..
10) State whether the sugar variable is discrete, continuous or neither?.
Sample Questions to Ask During an Informational Interview .docxagnesdcarey33086
Sample Questions to Ask During an Informational Interview
You will not have time to ask all of the questions that you will want to ask the interviewee. Remember to
focus on the ones you feel will be most useful to you personally. Pick10-15 to use as a guideline but leave
room for the possibility that other questions will develop from your conversation.
x What is your job like?
o A typical day?
o What do you do? What are the duties/functions/responsibilities of your job?
o What kind of problems do you deal with?
o What kinds of decisions do you make?
o What percentage of your time is spent doing what?
o How does the time use vary? Are there busy and slow times or is the work activity fairly
constant?
x Why did this type of work interest you and how did you get started?
x How did you get your job? What jobs and experiences have led you to your present position?
x Can you suggest some ways a student could obtain this necessary experience?
x What are the most important personal satisfactions and dissatisfactions connected with your
occupation? What part of this job do you personally find most satisfying? Most challenging?
What do you like and not like about working in this industry?
x What things did you do before you entered this occupation?
o Which have been most helpful?
o What other jobs can you get with the same background?
x What are the various jobs in this field or organization?
x Why did you decide to work for this company?
x What do you like most about this company?
x How does your company differ from its competitors?
x Are you optimistic about the company’s future and your future with the company?
x What does the company do to contribute to its employees’ professional development?
x How does the company make use of technology for internal communication and outside
marketing?
x What sorts of changes are occurring in your occupation?
x How does a person progress in your field? What is a typical career path in this field or
organization?
o What is the best way to enter this occupation?
o What are the advancement opportunities?
o What are the major qualifications for success in this occupation?
x What are the skills that are most important for a position in this field?
x What particular skills or talents are most essential to be effective in your job? How did you learn
these skills? Did you enter this position through a formal training program? How can I evaluate
whether or not I have the necessary skills for a position such as yours?
x How would you describe the working atmosphere and the people with whom you work?
x What can you tell me about the corporate culture?
x Is there flexibility related to dress, work hours, vacation schedule, place of residence, etc.?
x What work-related values are strongest in this type of work (security, high income, variety,
independence)?
x If you job progresses as you like, what would be the next step in your career?
Kori Ryerson
Though these a.
Sample Table.pdfTopic RatingPatients Goal Able to walk .docxagnesdcarey33086
Sample Table.pdf
Topic Rating
Patient's Goal Able to walk to work instead of drive -
Gender M -
Age 24 -
height (in) 72 -
weight (lbs) 200 -
Circumference waist (in) 45 high
Table 1 Health Assessment
Value
exercise physiol.docx
I have to complete a lab in exercise physiology course..
Learning Objectives
· Health Related Physical Fitness Testing and Interpretation
· Exercise Assessment
· Anthropometric Data - height, weight, BMI, body composition
· Cardiorespiratory Fitness
I have lab report for this course, I only need you to take care of THE RESULTS SECTION.
-------------
Results – 25% – (approximately 1-2 pages)
Present in a clear, concise, logical manner the results of the data you are given and must calculate, compared to
norms listed in the texts and other resources you may select depending on which of the three lab reports you are
completing. Present the information in tables only.
----------------------
in the attachments you will see all info needed about the lab report and what you need to know about the results.
Lab Patients Fall 2014.xlsx
John JamesFALL 2014 BIO345OL.1 Patient Data SetJohn JamesTopicValueGoalExercise, lose weight, stop smokingHistory/personalsmokes socially 1/2 pk per week, does not exercise, works long hours as a produce managerHistory/familyfather died of MI age 60, he answered yes on the PAR-Q and complains of a sore right knee from a sports injury 10 yrs ago,Medicationatorvastatin, tylenol for knee painGenderMAge40height (in) 70weight (lbs)200Circumference waist (in)40Skinfolds (mm)ChestAbdomenThigh253215HR/resting80BP/resting138/84Cholesterol (mg·dL-1)242LDL Cholesterol162HDL Cholesterol58Triglycerides202*********************** EVERYTHING BELOW THIS IS FOR LAB 2 and 3 *************************
Sarah SmithFALL 2014 BIO345OL.1 Patient Data SetSarah SmithTopicValueGoalExercise to lose weight, get strongerHistory/personaldoes not exercise, teacherHistory/familyFather hypertension, obese; Mother overweightMedicationAviane, alprazolamGenderFAge30height (in) 64weight (lbs)147Circumference waist (in)34Skinfolds (mm)tricepssuprailiacthigh241820HR/resting72BP/resting124/80Cholesterol (mg·dL-1)198LDL Cholesterol132HDL Cholesterol39Triglycerides148*********************** EVERYTHING BELOW THIS IS FOR LAB 2 and 3 *************************
Larry LevineFALL 2014 BIO345OL.1 Patient Data SetLarry LevineTopicValueGoalrun a 10k without stoppingHistory/personalsoftware engineer, Gym exercise 3x/wk elliptical and weightsHistory/familyFather has Type II Diabetes Mellitus; Mother overweight mild hypertensionMedicationnoneGenderMAge30height (in) 69weight (lbs)172Circumference waist (in)39Skinfolds (mm)ChestAbdomenThigh183022HR/resting78BP/resting124/82Cholesterol (mg·dL-1)188LDL Cholesterol110HDL Cholesterol43Triglycerides152*********************** EVERYTHING BELOW THIS IS FOR LAB 2 and 3 *************************
Alice AmesFALL 2014 BIO345OL.1 Patient Data SetAlice AmesTopicValueGoalSet up a routine that she c.
SAMPLE QUESTIONExercise 1 Consider the functionf (x,C).docxagnesdcarey33086
SAMPLE QUESTION:
Exercise 1: Consider the function
f (x,C)=
sin(C x)
Cx
(a) Create a vector x with 100 elements from -3*pi to 3*pi. Write f as an inline or anonymous function
and generate the vectors y1 = f(x,C1), y2 = f(x,C2) and y3 = f(x,C3), where C1 = 1, C2 = 2 and
C3 = 3. Make sure you suppress the output of x and y's vectors. Plot the function f (for the three
C's above), name the axis, give a title to the plot and include a legend to identify the plots. Add a
grid to the plot.
(b) Without using inline or anonymous functions write a function+function structure m-file that does
the same job as in part (a)
SAMPLE LAB WRITEUP:
MAT 275 MATLAB LAB 1 NAME: __________________________
LAB DAY and TIME:______________
Instructor: _______________________
Exercise 1
(a)
x = linspace(-3*pi,3*pi); % generating x vector - default value for number
% of pts linspace is 100
f= @(x,C) sin(C*x)./(C*x) % C will be just a constant, no need for ".*"
C1 = 1, C2 = 2, C3 = 3 % Using commans to separate commands
y1 = f(x,C1); y2 = f(x,C2); y3 = f(x,C3); % supressing the y's
plot(x,y1,'b.-', x,y2,'ro-', x,y3,'ks-') % using different markers for
% black and white plots
xlabel('x'), ylabel('y') % labeling the axis
title('f(x,C) = sin(Cx)/(Cx)') % adding a title
legend('C = 1','C = 2','C = 3') % adding a legend
grid on
Command window output:
f =
@(x,C)sin(C*x)./(C*x)
C1 =
1
C2 =
2
C3 =
3
(b)
M-file of structure function+function
function ex1
x = linspace(-3*pi,3*pi); % generating x vector - default value for number
% of pts linspace is 100
C1 = 1, C2 = 2, C3 = 3 % Using commans to separate commands
y1 = f(x,C1); y2 = f(x,C2); y3 = f(x,C3); % function f is defined below
plot(x,y1,'b.-', x,y2,'ro-', x,y3,'ks-') % using different markers for
% black and white plots
xlabel('x'), ylabel('y') % labeling the axis
title('f(x,C) = sin(Cx)/(Cx)') % adding a title
legend('C = 1','C = 2','C = 3') % adding a legend
grid on
end
function y = f(x,C)
y = sin(C*x)./(C*x);
end
Command window output:
C1 =
1
C2 =
2
C3 =
3
Joe Bob
Mon lab: 4:30-6:50
Lab 3
Exercise 1
(a) Create function M-file for banded LU factorization
function [L,U] = luband(A,p)
% LUBAND Banded LU factorization
% Adaptation to LUFACT
% Input:
% A diagonally dominant square matrix
% Output:
% L,U unit lower triangular and upper triangular such that LU=A
n = length(A);
L = eye(n); % ones on diagonal
% Gaussian Elimination
for j = 1:n-1
a = min(j+p.
Sample PowerPoint Flow Week 5Select a current product with which.docxagnesdcarey33086
Sample PowerPoint Flow Week 5
Select a current product with which you are familiar, and pitch a new Integrated Marketing Communication plan (IMC) to your client.
Create a Microsoft PowerPoint presentation of 8-10 slides that includes the following components:
· Identify any considerations you will need to employ to build and maintain the brand and customer loyalty.
· Make a recommendation for an integrated marketing communications program. Include at least three of the five communication channels (Advertising, Sales Promotion, Personal Selling, Direct Marketing, Public Relations).
· First state who the target market is that you are communicating with
· Next discuss each channel of communication individually that you have selected and explain your rationale. State what the purpose of the channel is, give your objectives, and explain the strategy or how you will use this to accomplish the objectives.
-PowerPoint Outline-
Integrated Marketing Communication plan (IMC)
· Background on the product
· Target Market (describe)
· Choose at least 3 Marketing Communications to fit best with your product (most important component is that you can distinguish between the three)
1. Advertising (the purpose of advertising, explain that you know what it is)
· Purpose
· Objectives
· Strategy (How will you do this? TV, Radio, Mag, Internet)
2. Sales Promotion
· Purpose
· Objectives
· (
Only choose 3 of these Marketing Communications
)Strategy
3. Personal Selling
· Purpose
· Objectives
· Strategy
4. Direct Marketing
· Purpose
· Objectives
· Strategy
5. Public Relations
· Purpose
· Objectives
· Strategy
Please remember to include: Identify any considerations you will need to employ to build and maintain the brand and customer loyalty. (Beginning on the Background slide)
(
Remember: Identify any considerations you will need to employ to build and maintain the brand and customer loyalty.
)
Integrated Marketing Communicaitons Plan (title slide)
Background
Background of the product
Communication 3
Target Market
Communication 1
Communication 2
Purpose
Objective
Strategy
Purpose
Objective
Strategy
Purpose
Objective
Strategy
Introduction
.
Sample Of assignmentIntroductionComment by Jane Summers Introd.docxagnesdcarey33086
Sample Of assignment
Introduction Comment by Jane Summers: Introduction – The first part of your essay should describe what happened, what did you do, what was your role and what was the role of others involved? In this section you also need to make clear what the ethical issue was and why it was an issue. This section should be short, concise and factual. There is no need for emotion or feelings at this point.
The purpose of this paper is to reflect upon an ethical issue that arose in my law firm. The paper discusses what happened, what the ethical issues were, how I felt at the time, how I went about dealing with these ethical issues including what ethical approach I subconsciously took, what caused me to take that approach and what ethical approach I would take if I was in the position again. I conclude with what I learnt from the reflective process.
In 2009 a lady, Fiona, and her grandfather, Paul, attended my law firm. Fiona said Paul and her grandmother, Mary, owned a house. They were worried that Fiona’s mother, Christine, (an apparent drug user) was going to try and force the grandparents into signing the house over to her and then evict the grandparents out of the house.
Fiona indicated they had mutually agreed that to protect the grandparents from the anticipated actions of Christine, the grandparents would gift the house to Fiona. Fiona, as owner of the house and presumably someone, whom Christine couldn’t stand over, would then let them stay in the house until they died.
Fiona told me that Mary was in hospital, very ill and slowly losing her mental capacity. They wanted the transfer of house to take place urgently. Based on what Fiona and Paul said, I drafted the necessary documents and the house was transferred into Fiona’s name.
There were three ethical issues. Firstly, should I accept the word of Fiona that Christine would try to force the grandparents out of the house; after all it could be Fiona herself who was out to deceive her grandparents.
Secondly, should I make enquiries about Mary’s mental capacity, perhaps even attend the hospital? However, as I was told this was an urgent matter, I prepared the documents immediately to be taken to Mary for signing.
Finally, should I have persuaded Fiona to get her own lawyer to avoid any conflict, after all I was there to look after the interests of the grandparents? Comment by Jane Summers: This introduction is concise, explains the scenario, identifies the ethical issues that were present and does not attach a value judgement or emotion to the information.
Feelings and Emotions Comment by Jane Summers: This next section is where you describe how you felt about the issue. You should discuss what were you thinking at the time, and perhaps the emotional state you were in when taking the actions you took or after the event occurred.
I had various feelings and thoughts about this issue at the time. Initially, I was sceptical of what I was being told by Fiona. It was hard for me.
Sample Access Control Policy1.Purpose2.Scope3.Pol.docxagnesdcarey33086
Sample Access Control Policy
1. Purpose
2. Scope
3. Policy
Access control policy
Who and how is authorisation for access to systems and business applications granted?User access
How is access to information systems to be granted (eg passwords etc)?
Who is responsible for monitoring and reviewing access rights?
Who is responsible for removing and notifying of redundant User IDs and accounts and what is the process?
Who is responsible for granting access to systems utilities and privilege management?
How is access and use of systems utilities monitored?User responsibilities
How are users to be educated and made aware of access responsibilities?
What are users’ responsibilities for access and passwords?Network access
Who is responsible for authorising network access (both internally and external connections)?
What is the process for enforced network paths, user authentication for external connection, Node authentication, use of remote diagnostic ports?
How will network domains and groups be segregated?
What network connection controls will be in place – eg. times, type and size of file transfers to external source?Operating system access
How is automatic terminal identification used to authenticate connections to specific locations and portable equipment?
What is the secure logon and logoff process for access?
Are there restrictions on connection times in place?
How will passwords be issued and managed – what are the rules for passwords?
How will systems utilities’ use be controlled? Application access
Who authorises application access eg read, write?
What is the process for authorising access to information when systems share resources, eg. two separate systems are integrated to form a third application or system?Monitoring system access
What system events will be logged, eg. date, IP address, User-IDs, unsuccessful logins, alerts from intrusion detection systems (firewall)?
When and who will review and monitor system logs? And where are they stored?Mobile computing and telecommuting
Outline Agency policy for each type of mobile device – eg. physical storage, personal usage, protection of information held on the device, access mechanisms (eg password), virus protection, backup.
Policy on use of computer equipment for telecommuting, eg. authorisation process, system access, physical security, etc.
Template - Access Control Policy Page 1 of 2 June 06
.
SAMPLE GED 501 RESEARCH PAPERTechnology Based Education How.docxagnesdcarey33086
SAMPLE GED 501 RESEARCH PAPER
Technology Based Education: How can theories of learning and/or development be used to guide the use of technology in schools?
Introduction
Twenty first century learning environment is no longer a goal, but an educational reality. We are deep into the midst of a paradigm shift that spans across our entire globe. The technology we live with as a society has exponentially grown at an increasingly rapid rate. This is illustrated from the integration of computers in every facet of our lives. This includes televisions, phones, cars, and even coffee makers which all contain a microprocessor, they all think. Even more startling is how connected we all are. Access to information is available at a finger’s touch. We can connect to people, we can shop, and ask for directions from anywhere at any time. We are tethered to the world by social media such as Facebook. Google has mapped out the entire earth. We can send a text message from the middle of Antarctica. Even more startling is how corporations and the government collects data as they track our ever movement as we go online. All this is reflected upon education, which mirrors this new 21st century society. No longer is the classroom isolated from the world, but it too is connected. Learning technology is critical more than ever because it impacts skills and productivity (Hall, 2011) for both the student and the teacher.
Background
Incorporating technology into the classroom has been around since computers were invented, but it has been only recently been the norm in the last few years. This revolution no more pointedly reflected in our education system, than it is today. Johri (2011) states that although digital information technologies in education has become commonplace, there are few guiding frameworks or theories that explains the relationship between technology and learning practices. Bennett and Oliver (2011) share that view. Research has focused on practical implementation versus the theory and application of the technology. They explained once theories are developed, a better understanding of effective technology based pedagogy would occur.
Technology in Education
I believe however, all the theorists play well with technology. Technology is merely a tool. Its strength is the ability to facilitate. John Dewey is a prime example. He believed in “learning by doing”. With an iPad there is an App where by students are able to see the stars and the constellation. With the use of satellites and GPS held within the piece of technology, students are able to view exact locations of stars. Where the iPad is directed in the sky, the stars would be in that location on the handheld screen, no telescope necessary. The students interact with the material to gain knowledge.
This is further illustrated by this second example. The best way to learn about Mayan pyramids is to actually visit one in Central America. With the use of laptops, students can connect to the Discove.
Sample Action Research Report 1 Effect of Technol.docxagnesdcarey33086
Sample Action Research Report 1
Effect of Technology on Enthusiasm for Learning Science
Jane L. Hollis
Lake City Middle School
Lake City, Florida
ABSTRACT
The effect of technology on students’ enthusiasm for learning science (both at school and
away from school) was investigated. Pre- and post-student and parent surveys, student and
parent written comments, and teacher observations were used to record changes in enthusi-
asm for learning science during a six-week study period.
In this study, I investigated how the integration of technology into my middle school
science curriculum would impact my students’ enthusiasm for learning science. Enthusiasm
for learning science can be defined as the students’ eagerness to participate in science activi-
ties in the classroom, as well as away from school. My motivation for focusing on technol-
ogy was twofold. First, I have had an interest in integrating technology into my students’
studies of science for some time. Secondly, the funding for technological equipment and
software recently became available. During the 1993–1994 school year, my school was
awarded a $115,000 incentive grant to purchase equipment and software and to train
teachers in the use of this software and technological equipment. One of the stipulations of
the grant was that the equipment and software must be for student use.
According to Calvert (1994), American education is a system searching for solutions.
Our children drop out, fail to sustain interest in learning, and perform below capacity. Some
have argued that television is the culprit. Others have argued that computers may be the
answer.
Today’s middle school students have grown up in a technological world with television,
electronic toys, video games, VCRs, cellular phones, and more. They are accustomed to
receiving and processing information through multi-sensory sources.
I wanted to bring technology into my classroom and incorporate it into my science
curriculum using multimedia computer presentations. Barbara ten Brink (1993) noted, “. . .
students look to us [teachers] to prepare them for an increasingly technological world.
Fortunately, with videodiscs, we are meeting the challenge by delivering curriculums in
ways that engage, motivate, and thrill our students.” In this study my students had an
opportunity to use assorted multimedia technology as they explored a segment of a middle
school science curriculum.
THEORETICAL FRAMEWORKS
Learning is an extremely complex human process. During my twenty-four years of teaching
I have used many strategies to enhance student learning and to teach new concepts. I am still
not convinced that I thoroughly understand how children learn. Yet, at this point, I do
believe children learn through experiences. They build on past experiences and previous
knowledge to process new concepts. As children redefine old understandings of concepts
and integrate new experiences into thei.
Sample Case with a report Dawit Zerom, Instructor Cas.docxagnesdcarey33086
Sample Case with a report
Dawit Zerom, Instructor
Case Study: Ft. Myers Home Sales
Due to a crisis in subprime lending, obtaining a mortgage has become difficult even for
people with solid credit. In a report by the Associated Press (August 25, 2007), sales of
existing homes fell for a 5th consecutive month, while home prices dropped for a record
12th month in July 2007. Mayan Horowitz, a research analyst for QuantExperts, wishes to
study how the mortgage crunch has impacted the once booming market of Florida. He
collects data on the sale price (in $1, 000s) of 25 single-family homes in Fort Myers,
Florida, in January 2007 and collects another sample in July 2007. For a valid
comparison, he samples only three bedroom homes, each with 1,500 square feet or less of
space on a lot size of 10, 000 square feet or less.
Excel data are available in Titanium page.
Use the sample information (appropriate descriptive statistics) to address the following
aspects. Your report should not exceed one page.
1. Compare the mean and median in each of the two sample periods.
2. Compare the standard deviation and coefficient of variation in each of the two sample
periods. Also incorporate quartiles.
3. Discuss significant changes in the housing market in Fort Myers over the 6-month
period.
Sample Case with a report
Dawit Zerom, Instructor
Sample Report
The steady stream of dismal housing market statistics lately is a clear indication that the national
real estate market is in a serious crisis. The uncertainty is also forcing lenders to slow down on
their lending, and as a result obtaining a mortgage is becoming increasingly difficult even for
people with solid credit. In light of this situation, Mayan Horowitz conducts a small study to
learn if the national trend also affects the once booming market of Florida by focusing on Fort
Myers, Florida. To see the trend of the housing market over a 6-month period, he obtains price of
25 single family homes in January 2007 and another comparable 25 single family homes in July
2007. Table 1 below shows the most relevant descriptive analysis.
The average home price in January of 2007 was $231, 080 versus $182, 720 in July of the same
year. That is about a 21% drop in the average home price. Also in January, half of the homes
sold for more than $205,000, versus only $180,000 in July (see the median). Since the mean is
more effected by outliers (in this case, a few relatively high prices), the median is an appropriate
measure of central location.
While measures of central location typically represent where the data clusters, these measures do
not relay information about the variability in the data. Both the standard deviation and the
coefficient of variation are higher in January indicating that home prices were more dispersed in
January. Further, while 25% of the houses were sold at the price of $158, 000 or less in Janua.
How to Build a Module in Odoo 17 Using the Scaffold MethodCeline George
Odoo provides an option for creating a module by using a single line command. By using this command the user can make a whole structure of a module. It is very easy for a beginner to make a module. There is no need to make each file manually. This slide will show how to create a module using the scaffold method.
Exploiting Artificial Intelligence for Empowering Researchers and Faculty, In...Dr. Vinod Kumar Kanvaria
Exploiting Artificial Intelligence for Empowering Researchers and Faculty,
International FDP on Fundamentals of Research in Social Sciences
at Integral University, Lucknow, 06.06.2024
By Dr. Vinod Kumar Kanvaria
A workshop hosted by the South African Journal of Science aimed at postgraduate students and early career researchers with little or no experience in writing and publishing journal articles.
How to Add Chatter in the odoo 17 ERP ModuleCeline George
In Odoo, the chatter is like a chat tool that helps you work together on records. You can leave notes and track things, making it easier to talk with your team and partners. Inside chatter, all communication history, activity, and changes will be displayed.
MATATAG CURRICULUM: ASSESSING THE READINESS OF ELEM. PUBLIC SCHOOL TEACHERS I...NelTorrente
In this research, it concludes that while the readiness of teachers in Caloocan City to implement the MATATAG Curriculum is generally positive, targeted efforts in professional development, resource distribution, support networks, and comprehensive preparation can address the existing gaps and ensure successful curriculum implementation.
A Strategic Approach: GenAI in EducationPeter Windle
Artificial Intelligence (AI) technologies such as Generative AI, Image Generators and Large Language Models have had a dramatic impact on teaching, learning and assessment over the past 18 months. The most immediate threat AI posed was to Academic Integrity with Higher Education Institutes (HEIs) focusing their efforts on combating the use of GenAI in assessment. Guidelines were developed for staff and students, policies put in place too. Innovative educators have forged paths in the use of Generative AI for teaching, learning and assessments leading to pockets of transformation springing up across HEIs, often with little or no top-down guidance, support or direction.
This Gasta posits a strategic approach to integrating AI into HEIs to prepare staff, students and the curriculum for an evolving world and workplace. We will highlight the advantages of working with these technologies beyond the realm of teaching, learning and assessment by considering prompt engineering skills, industry impact, curriculum changes, and the need for staff upskilling. In contrast, not engaging strategically with Generative AI poses risks, including falling behind peers, missed opportunities and failing to ensure our graduates remain employable. The rapid evolution of AI technologies necessitates a proactive and strategic approach if we are to remain relevant.
2024.06.01 Introducing a competency framework for languag learning materials ...Sandy Millin
http://sandymillin.wordpress.com/iateflwebinar2024
Published classroom materials form the basis of syllabuses, drive teacher professional development, and have a potentially huge influence on learners, teachers and education systems. All teachers also create their own materials, whether a few sentences on a blackboard, a highly-structured fully-realised online course, or anything in between. Despite this, the knowledge and skills needed to create effective language learning materials are rarely part of teacher training, and are mostly learnt by trial and error.
Knowledge and skills frameworks, generally called competency frameworks, for ELT teachers, trainers and managers have existed for a few years now. However, until I created one for my MA dissertation, there wasn’t one drawing together what we need to know and do to be able to effectively produce language learning materials.
This webinar will introduce you to my framework, highlighting the key competencies I identified from my research. It will also show how anybody involved in language teaching (any language, not just English!), teacher training, managing schools or developing language learning materials can benefit from using the framework.
Delivering Micro-Credentials in Technical and Vocational Education and TrainingAG2 Design
Explore how micro-credentials are transforming Technical and Vocational Education and Training (TVET) with this comprehensive slide deck. Discover what micro-credentials are, their importance in TVET, the advantages they offer, and the insights from industry experts. Additionally, learn about the top software applications available for creating and managing micro-credentials. This presentation also includes valuable resources and a discussion on the future of these specialised certifications.
For more detailed information on delivering micro-credentials in TVET, visit this https://tvettrainer.com/delivering-micro-credentials-in-tvet/
The simplified electron and muon model, Oscillating Spacetime: The Foundation...RitikBhardwaj56
Discover the Simplified Electron and Muon Model: A New Wave-Based Approach to Understanding Particles delves into a groundbreaking theory that presents electrons and muons as rotating soliton waves within oscillating spacetime. Geared towards students, researchers, and science buffs, this book breaks down complex ideas into simple explanations. It covers topics such as electron waves, temporal dynamics, and the implications of this model on particle physics. With clear illustrations and easy-to-follow explanations, readers will gain a new outlook on the universe's fundamental nature.
A review of the growth of the Israel Genealogy Research Association Database Collection for the last 12 months. Our collection is now passed the 3 million mark and still growing. See which archives have contributed the most. See the different types of records we have, and which years have had records added. You can also see what we have for the future.
Safalta Digital marketing institute in Noida, provide complete applications that encompass a huge range of virtual advertising and marketing additives, which includes search engine optimization, virtual communication advertising, pay-per-click on marketing, content material advertising, internet analytics, and greater. These university courses are designed for students who possess a comprehensive understanding of virtual marketing strategies and attributes.Safalta Digital Marketing Institute in Noida is a first choice for young individuals or students who are looking to start their careers in the field of digital advertising. The institute gives specialized courses designed and certification.
for beginners, providing thorough training in areas such as SEO, digital communication marketing, and PPC training in Noida. After finishing the program, students receive the certifications recognised by top different universitie, setting a strong foundation for a successful career in digital marketing.
Biological screening of herbal drugs: Introduction and Need for
Phyto-Pharmacological Screening, New Strategies for evaluating
Natural Products, In vitro evaluation techniques for Antioxidants, Antimicrobial and Anticancer drugs. In vivo evaluation techniques
for Anti-inflammatory, Antiulcer, Anticancer, Wound healing, Antidiabetic, Hepatoprotective, Cardio protective, Diuretics and
Antifertility, Toxicity studies as per OECD guidelines
Running head UNIT VI RESEARCH PROJECT1UNIT VI RESEARCH PROJEC.docx
1. Running head: UNIT VI RESEARCH PROJECT 1
UNIT VI RESEARCH PROJECT 3
Unit VI Research Project
Georgia M. Mowatt
Columbia Southern University
Unit VII Research Project
Marketing Plan
This week you will continue your comprehensive marketing
plan researching the SAME company that you researched in
previous units. Again, utilizing the CSU Online Library, you
will research the various elements of the marketing plan as it
2. relates to this company. In Unit VII you will provide a
comprehensive discussion of the pricing strategies of your
company.
Pricing
This section will provide a comprehensive look at the pricing
strategies of your organization. Begin with a look at the overall
pricing objectives used by your company. This might include
profit orientation, sales orientation, or status quo orientation.
From there, review the pricing policies and include a look at the
flexibility of the pricing structure, prices over the product life
cycle, and discounts or allowances. Review Chapter 16 in the
textbook for a complete understanding of how companies utilize
pricing strategies.
Competitive Advantage
Does your company has a competitive advantage WITH
RESPECT TO PRICING? The idea is to discuss whether your
company has a competitive advantage with respect to how they
price their products? Again, this section should only discuss
whether your company has a competitive advantage with respect
to price (product, promotion and place are discussed in other
sections). Once you have stated your position, remember to
include your rationale.
Your submission should be a minimum of two pages in length,
double-spaced with a reference page and title page. References
should include at least one additional, credible reference beyond
the textbook. All sources used must be referenced; paraphrased
and quoted material must have accompanying citations and cited
per APA guidelines. Include the use of subheadings (this week
consider Pricing and Competitive Advantage in Pricing).
3. References
Running head: UNIT VI
RESEARCH
P
ROJECT
1
Unit
V
I
Research Project
Georgia M. Mowatt
Columbia Southern University
4. Running head: UNIT VI RESEARCH
PROJECT 1
Unit VI Research Project
Georgia M. Mowatt
Columbia Southern University
5. THE KING COMPANY BACKGROUND The King
Company experiences many of the difficulties common in
today’s business climate. In response to declining sales, the
company must transform itself from a strategy of expansion and
high profit to one of cost containment and staff reductions.The
case discusses the organization and provides details of the
human resource department. Also presented are e-mails from
various staff members. The e-mails identify specific problems
that need to be addressed by the HR department and provides a
look at King’s overall culture. You may find the tone of some e-
mails to be unprofessional. This is a good lesson for us all--As
much as we enjoy informality in the workplace, all documents
and correspondence— including e-mails—can be retained and
are discoverable in litigation. Managers must be cautious in
their writing because inappropriate language may be impossible
to defend in court.
Employees In the Case:
Amera, Argonta---Accounting employee
Andreas, Gary---employee on workers’ comp
Call, Jake---Compensation & Benefits Manager
Dean, Don---C.E.O.
Dugas, Karla---Benefits Coordinator
Folkner, Meg---Supervisor, CAD Design
Grant, Alan---Current HR Director
Honduras, Margo---Previous HR Director
Jones, Lyle---Production Employee
Madison, Charles---Senior V.P.
Petersen, Matt---Production Supervisor, Team 3
Planky, Burt---fishing buddy
Putt, Tonia---CAD Designer
Rey, Dave---Production Foreman
Sanders, Tomas---Design Manager
Scholl, Karmen---HRD Manager
6. Simms, Bertie---Designer
Smith, Mike---V.P.
Songun, Amy---Accounting Supervisor
Stone, Guy---Production Supervisor
Tu, Kevin---Staffing Manager
Varn, Juan---Safety & Security Manager
Warner, Salty---union promoter
White, Shaun---Employee Relations Manager
COMPANY BACKGROUND:
The King Company is a small manufacturing company located
in a mid-sized city in the upper Midwest. King manufactures
high-quality specialty components for the computer industry.
The company was founded in 1994 by current CEO, Don Dean.
Dean was a talented young engineer in Silicon Valley. When
the industry hit the skids in the early 1990s, he found himself
out the door with little more than an entrepreneurial spirit and a
small severance. Dean left California, moved back to his home
state and used his severance to finance The King Company,
starting the company in small rented quarters in a nearly vacant
strip mall. He brought in Cliff Madison early on as chief
financial officer. Dean was smart enough to know that he had
no head for figures, but Madison did. Madison was an old
college buddy, a super accounting wiz, and somebody Dean
could trust to squeeze as much mileage as possible out of his
severance money. It was a good match. Madison managed the
business, and Dean was the idea man and designer of the
specialty components, patents of which were the backbone of
King’s success. Today, the low-rent strip mall is a part of
company history, and King employs 835 full-time workers in
its own contemporary facility built in 2002.
So far, King has not been significantly affected by the latest
downturn in the industry. Its market niche continues to be high-
quality, specialized equipment. The company is proud that its
products continue to be made in the United States and also
proud of its ISO quality certification granted by the
7. International Organization for Standardization. Dean believes
this is what has kept his company in business while others in
the industry shipped jobs offshore or went by the wayside.
King sells its own products and has a small customer base
scattered throughout the United States and Asia, but this
generates only a small percentage of King’s revenue. Eighty-
three percent of King’s sales come from building original
specialty components for one manufacturer. This has been a
steady income source for King, but heavy reliance on one
customer is a significant source of worry for King’s
management team, especially because sales of finished
products are down for this customer and cutbacks are expected.
If the rumor proves true, King will not escape unscathed.
Consequently, the push is on for belt-tightening in the
organization.
King instituted a hiring freeze, and marketing and sales budgets
were directed to increasing the company customer base.
Canadian and European markets are being explored, and while
there is some interest, there are no solid contracts. King
employees are understandably jittery.
Though King remains non-union, three years ago the
organization went through a difficult period of employee unrest.
There were complaints of poor management, inconsistently
enforced policies and unfair practices regarding job changes and
movement of employees within the organization. Because of the
company’s standing as a respected employer in the community,
it was a significant public relations black eye when an
anonymous employee wrote a scathing letter to the editor of the
local paper. This brought in union organizers who distributed
leaflets and circulated authorization cards. To address employee
concerns, The King Company responded with management
training and reorganization of lower-level supervisory positions.
A companywide “Talk-to-the-Boss” program was implemented,
allowing employees to bring issues to any level of management
without fear of reprisal. It seemed to help. The authorization
8. cards failed to generate enough interest for an election, and
things settled down. Unrest, though, never goes away entirely.
Employees became cynical about “Talk-to-the-Boss,” and “the
union buzzards,” as Dean calls them, never completely went
away.
Things have certainly changed for King from the old days of
the store-front location and a handful of employees. Dean
remains the CEO, but he no longer manages the day-to-day
operations, spending time instead at his family’s summer retreat
on the Maine coast or in the Caribbean during the winter
months. Decision-making is primarily in the hands of Madison,
who is now the organization’s senior vice president, and a
second vice president, Mike Smith. Smith came to King eight
years ago with an MBA/ HR concentration from TUI and a
successful military career.
With a history that has known only growth and strong revenue,
it will be a major culture change for King to respond to the
eroding economy and a possible decline in sales. In addition to
the hiring freeze, Madison directed managers to cut waste and
improve productivity across the board. Employees were
reminded that every department would be affected and that
nothing was sacred.
The Human Resources Department
Margo Honduras was HR director at King for eight years before
her departure in 2007. The official word was that she had taken
early retirement to spend more time with her family, but what
everyone really believed was that Smith finally got fed up and
gave her the boot. Of course, there was the official retirement
party where everyone said how much they would miss her, but
really, most employees in the department raised a toast to her
departure and gave a collective sigh of relief. Her management
style—when she managed at all—was divisive. She had her
favorites, especially Karla Dugas, King’s benefits coordinator,
for whom no perks were ever too many. Consequently, the
compensation and benefits staff fared well under Honduras
because it was Dugas’s area. Other employees in the HR
9. department found Honduras to be unfair and abrasive even on
the best of days.
With approval from Madison and Smith, Honduras and
compensation manager, Jake Call, had established a merit
bonus plan early in Honduras’s tenure at King. Though
Honduras continued to champion the bonus plan as a success in
accomplishing objectives and controlling costs, it has been a
bone of contention across the organization, particularly in the
HR department. The bonus plan required everyone to have
annual performance goals. Honduras allowed Call’s
compensation and benefits staff to set their own goals, but for
everyone else in the department, Honduras alone set the goals
with no input from those expected to carry out the activities.
The result was hard feelings and perceived inequity that
continues today. There is grumbling that even with Honduras’s
departure, things never changed. Dugas still offloads most of
her work on others and is never dependable for project
completion, yet she and her staff members receive top-tier
bonuses year after year. Even Call seems to look the other way.
Other HR department employees feel their work is not
supported by management and that there is little feedback on
progress toward goals. For them, bonuses, if paid at all, are
based on unknowns controlled arbitrarily by Call. As a result,
the HR department is rife with animosity and there is little
cooperation across functional areas. Certainly things couldn’t
get worse.
When Honduras retired, Smith promoted Alan Grant, manager
of safety and security, into the director’s position, even though
he had only been with King for a year before his promotion.
Though Grant had reported directly to Honduras, his good
track record at safety and security kept him below the radar of
many of the problems in the HR department. As manager of
safety and security, he focused primarily on increasing wellness
activities. Establishing an active wellness team across the
organization, he became the most visible member of the HR
10. department, and with his positive upbeat attitude, many
employees thought of him as the organization’s “cheerleader.”
Best of all, his management style was the polar opposite of
Honduras’s. Where she micromanaged and criticized, Grant
believed in encouragement and responsibility. Smith thought
Grant would bring a breath of fresh air to the HR department,
and he gave Grant free reign to make the changes necessary to
turn the department around.
When Grant moved into Honduras’s old office, he set a big jar
of candy on the desk and invited everyone to stop by and chat
with him whenever they wanted. Of course, Dugas was first in
the door.
The King Company, Inc.
CEO
Don Dean
Vice Pres. Mike Smith
Sr. Vice Pres. Cliff Madison
11. Operations
Human Resources Alan Grant
Finance
Sales and Marketing
Human Resource Development
Compensation and Benefits
Staffing
Safety and Security
Employee Relations
HR Director: Alan Grant
HRD Manager: Karmen Scholl
Compensation and Benefits Manager: Jake Call
Benefits Coordinator: Karla Dugas
Staffing Manager: Kevin Tu
Safety and Security Manager: Juan Varn
12. Employee Relations Manager: Shaun White
Current Situation
Three months ago, Alan Grant, director of HR, resigned
unexpectedly because of a family emergency. Despite the hiring
freeze, a quick but thorough selection process was conducted,
and you were hired as the new director of human resources.
You’ve come to King with an HR degree from a respected
university and with several years of experience as an HR
generalist in a large organization. This is an outstanding career
opportunity for you. You will be a member of the management
team, and this is a chance for you to make a real difference in
the organization. Congratulations on your new position and
welcome to The King Company.
It’s your first day on the job. You hang your diploma on the
wall, arrange a few personal mementos on your desk and settle
into Grant’s old chair. You notice his in-basket is overflowing.
You reach for the top file, open the bulging folder and start to
read the stack of e-mails Grant printed out before he left. You
notice that the emails are numbered, with the oldest one first.
Email 1:
To: Mike Smith, Vice President
Alan Grant, Director, HR
From: Charles Madison, Senior V. P.
It has come to my attention that our sales numbers were
misrepresented for the last two quarters. A number of
unconfirmed sales anticipated for January were pre-booked into
our accounting system between September and December of last
year. These sales were entered without signed purchase orders
or confirmed contracts. Most of them did not come to fruition,
and this significantly inflated our sales totals for the last fiscal
year. As you know, pre-booking of sales without confirmation
is a violation of company policy.
First, I want an immediate accounting of all bonuses paid to the
sales staff. Any bonuses paid on fictitious orders must be
returned to the company, and disciplinary action will follow for
13. those involved.
Second, because our staffing forecast is based on sales numbers,
this indicates that The King Company has a surplus of labor.
The hiring freeze may not be sufficient.
Email 2:
To: Alan Grant, Director, HR
From: Charles Madison, Senior V.P.
Alan,
I know you have already put in place a hiring freeze, but
considering the news that has come out of sales, we believe that
it will not be enough. You are directed to design a
comprehensive plan to reduce labor costs across the board. You
should plan for a 10% reduction in labor force by the end of this
fiscal year. We have scheduled a meeting with you in two
weeks to go over your plan and finalize decisions.
Email 3:
To: All staff
From: Charles Madison, Senior V.P.
Like all of you, I have watched the ups and downs in our
national economy, and I worry about reports of declining sales
in our industry. The business news is greeted with increasing
concern each time we hear of yet another company that moves
jobs off-shore and shuts down its U.S. facilities. Throughout it
all, King remains steadfast in our policy of American-made
products, and it is the quality of our workforce that has
garnered our success. Each of you is to be commended for the
good work that you do.
However, we must recognize that business cannot be sustained
today with policies of the past. We must be proactive and
anticipate change. Though the company remains healthy, our
revenue has been flat for the last two quarters, and sales
projections indicate a downturn going into next year. This
necessitates cost-saving measures throughout our organization.
Mike Smith (V.P.) and I will be meeting with all department
managers to determine specific goals and plans for the future.
14. All departments will be involved.
With falling sales, there will be significant cuts in staffing
expenses because our hiring freeze did not sufficiently reduce
labor costs. We cannot continue to build and stockpile
inventory without sales. Effective immediately, all areas of the
organization must plan for a 10% reduction in costs. I know
this will be a difficult time for all of you, but know that this is
for the health of the organization and not a reflection of the
quality of your work. As in the past, we will work together, and
the good work that you do will sustain us during these difficult
times.
Email 4:
To: Alan Grant, Director, HR
From: Jake Call, Compensation & Benefits Manager
Alan—
I am sending this on to you because I don’t know what to tell
her. Do we have a policy on this?
Jake
Forwarded message:
To: Jake Call, Compensation & Benefits Manager
From: Karla Dugas, Benefits Coordinator
Hey Jake—
I just got back from vacation today, and I wish I could say I had
a great time and was well-rested and ready to hit the ground
running. But, unfortunately, I was sick for 10 days of my two-
week vacation. What a bummer and a lousy way to burn up all
my vacation time! Since I have unused sick time available, can
I change the 10 days of vacation to 10 days of sick leave so I
can take a vacation when I’m not sick? Thanks in advance for
doing the paperwork for me!
Email 5:
15. To: Alan Grant, Director, HR
From: Shaun White, Employee Relations Manager
Hi Alan,
Hey, sorry to bring all these problems to you when I know you
have your hands full with the pending staff reduction, but we
had another issue with Guy Stone (Production Supervisor) on
the production floor this week. You know he’s hot under the
collar most of the time. He gets production out of his staff, but
he certainly has issues as a supervisor. I don’t think he’s
learned even one thing from all the management training
Karmen’s HRD group has provided. He had a run-in with Lyle
Jones (production employee) yesterday. I guess he and Lyle
really got into it—a real shouting match. In front of the whole
shop. Guy fired Lyle, marched him right over to his locker,
dragged out all his personal stuff and hauled it out the front
door. Granted, Lyle’s kind of a bad apple and having him gone
might be for the best, but I had a call this morning from some
junior lawyer at Ness, Terry and Smith saying he was
representing Lyle in his employment lawsuit. I thought you’d
want a heads up.
Hey, look at the bright side—one less person to downsize!
Email 6:
To: Karmen Scholl, HRD Manager
From: Alan Grant, Director, HR
Karmen,
As you know, upper management is looking for areas to cut
costs. In light of Shaun’s memo regarding the termination of
Lyle Jones, it looks like the supervisors aren’t getting much
benefit from your management training program. I hate to be
the bearer of bad news, but Charles Madison (Senior V.P.) has
management training on the chopping block. If you want to
save your training programs, you need to get a report to Charles
that demonstrates a clear ROI for training expenditures. Better
get to it ASAP before your whole department disappears.
16. Email 7:
To: Shaun White, Employee Relations Manager
From: Dave Rey, Production Foreman
Hey Shaun, I don’t know what’s the matter with people these
days. The rumor mill is crazy, and I know everybody’s nervous
about possible layoffs, but we’ve got some real problem
employees down here on the production floor. Salty Warner
and his gang are stirring things up with the unions again. He’s
getting quite a following, and there’s a group that meets in the
cafeteria at lunch and the talk is they are calling the union to
get out here again with the authorization cards. Attitudes are
terrible, production damage is up, and production’s hitting the
skids. I’m trying to put a stop to it. I changed everybody’s
lunch schedule to break up the group, and I transferred Salty to
a different shift. Frankly, I’m looking forward to some good
layoffs. You’d think they’d listen up and think about what’s
good for them.
Email 8:
To: Shaun White, Employee Relations Manager
From: Dave Rey, Production Foreman
Hey Shaun.
Some guy in a suit was here today, said he’s legal counsel for
the union. Gave me a bunch of lip service about switching
around employee lunches. Said it was an unfair labor practice.
I told him to get his fanny outta here. I’m the boss; I can make
lunch schedules any way I want, and besides, we aren’t even a
union shop. Can you believe the nerve of those guys? He also
said something about your employee involvement teams, but I
don’t know what he was talking about. He said he’ll be around
to see you later. I just thought I’d give you a heads up. When
do we start the layoffs?
Email 9:
To: Jake Call, Compensation & Benefits Manager
17. Alan Grant, Director, HR
From: Karla Dugas, Benefits Coordinator
Hi Jake and Alan,
I’m forwarding this on to you. I don’t know how this happened,
but it looks like we’ll have to do something about it. It must
have happened while I was on vacation. Thanks a bunch.
Karla Dugas
Forwarded message:
To: Karla Dugas, Benefits Coordinator
From: Meg Folkner, Supervisor, CAD Design
Karla--
As you must be aware, Tonia Putt in CAD design went on
approved family medical leave on the first of last month.
Somebody in your department messed up the paperwork and put
it through as a termination instead of FMLA leave. She should
have continued to get her regular salary because King policy
allows her to use sick leave and vacation pay under FMLA.
Because it was a termination, though, her salary was cut off.
She has direct deposit and didn’t even know it was cut off until
her checks started bouncing. Now she has overdraft fees, she
says her credit’s ruined, and her mortgage company is
threatening foreclosure. She is hopping mad, and I don’t blame
her. She wants the mix-up fixed right now. She wants all the
fees reimbursed, and you need to do something about her credit
score and her mortgage company. She says she’ll get an
attorney if need be. It’s crazy. Why would anybody think she
was terminated? She’s my best CAD designer!
Email 10:
To: Juan Varn, Manager, Safety and Security
Cc: Alan Grant, Director, HR
From: Matt Petersen, Production Supervisor, Team 3
Hey Juan—
You know we’ve got Gary Andreas out on workers’ comp for a
back injury, but the scuttlebutt is that it’s not a King Company
18. work injury. Burt Planky went fishing with Gary last
weekend, and after a few beers, Gary tells Burt he hurt his back
moving his sister’s refrigerator. The guys on the floor think it
is a big joke. Seems everybody but management knows that old
ankle injury that kept Gary off work a few years back was a
motorcycle accident and not a pallet that fell in the warehouse.
I suggest you cut off his workers’ comp and put him at the top
of the reduction list.
Email 11:
To: All Employees
From: Charles Madison, Senior V.P.
Mike Smith, V.P.
In light of the economic difficulties we are experiencing, the
following actions will become effective immediately. In
addition to the hiring freeze already in place, compensation paid
to all hourly and salaried employees will remain at the current
level until further notice. Accrual to the merit bonus system
will end at the close of this quarter, and the bonus system will
be eliminated at the end of this fiscal year. All travel
expenditures will be strictly scrutinized and must be approved
by Charles Madison (Senior V.P.). All equipment purchase
orders will be delayed by 90 days and must then be approved by
the Senior V.P.’s office. Tuition reimbursement is
discontinued, effective today.
In light of the importance of health care and retirement savings
to the well-being of employees, The King Company will, for the
present time, continue its current level of employee health
insurance coverage and King’s contributions to employee
retirement accounts. We are hoping these efficiencies will get
us through these difficult times and sincerely appreciate your
understanding and cooperation.
Email 12:
To: Karla Dugas, Benefits Coordinator
From: Amy Songun, Accounting Supervisor
19. Hi Karla,
You know Argonta Amera in accounting has been taking MBA
classes at the university using tuition reimbursement. She’s
already enrolled in a class for this term on a program we
approved last fall. We’ve paid her tuition reimbursement in the
past and she told me yesterday she would be turning in another
reimbursement form at the completion of this term, and she
expects to be paid because she was enrolled before the
cancellation of the policy. Her reimbursement is $1395. I’m
assuming it’s ok.
Email 13:
To: Amy Songun, Accounting Supervisor
From: Karla Dugas, Benefits Coordinator
Re: Tuition reimbursement for Argota Amera
Sorry Amy. No can do! I checked with Charles Madison
(Senior V.P.) and he said “No Way”! The reimbursement
benefit has been cancelled effective immediately.
Email 14:
To: Karla Dugas, Benefits Coordinator
From: Amy Songun, Accounting Supervisor
Karla—
I passed your message on to Argonta and she was pretty huffy
about it! She said Charles had approved Tomas Sanders’
reimbursement, and he’s in the same MBA class as she. You
know Tomas, he’s the manager over in Design. Argonta said
you couldn’t discriminate in benefits if one gets it, it has to be
available equally to all. I don’t know where that comes from,
but she acts like she knows everything since she’s been taking
those classes.
Email 15:
To: Amy Songun, Accounting Supervisor
From: Karla Dugas, Benefits Coordinator
Re: Tuition reimbursement for Argonta Amera
20. Wow! Now Charles is hopping mad! He said he didn’t have to
reimburse anybody after the policy had been cancelled. He said
he’d pay her $500 and that’s all she’s going to get. She can
take it or leave it. Besides, he said The King Company doesn’t
need an MBA at her level in the company.
Email 16:
To: Karla Dugas, Benefits Coordinator
From: Amy Songun, Accounting Supervisor
Re: Tuition reimbursement for Argonta Amera
Charles is not the only one that’s mad. You should have seen
Argonta! She said if her choice was to take it or leave it, she’d
leave it. But, I don’t think we’ve heard the end of this.
Email 17:
To: Alan Grant, Director, HR
Juan Varn, Manager Safety and Security
From: Mike Smith, Vice President
Re: Wellness Activities
I’ve gotten word from Charles Madison (Senior V.P.) that the
budget committee is about to ax our wellness program. I know
you both feel strongly about wellness, but it doesn’t seem
appropriate in this climate to pay people for fitness activities or
to stop smoking. You know Charles’ attitude has always been
that wellness is just a lot of expensive fluff anyway and not the
company’s responsibility. If you want to save the wellness
program, you’ve got a hard sell. You need to convince the
budget committee that there is a real return on investment for
wellness activities.
Charles is also looking at health insurance coverage for
nonsmokers only. Seems the company could save on premiums
if our entire workforce was nonsmokers. He is considering
giving our smokers 90 days to quit or lose their health
insurance. Can we do that here in Michigan?
21. Email 18:
To: Alan Grant, Director, Human Resources
From: Shaun White, Employee Relations Manager
Re: Pending Lawsuit
Hi, Alan. It looks like we’ve got a bad one here. I received a
letter from the law firm representing Bertie Simms. You
remember Bertie; she’s that girl who used to work in Design. I
thought she left The King Company to go back to school, but I
guess not. Looks like she’s got a chip on her shoulder. Her
attorney claims she reported sexual harassment twice, and
nothing was done about it. In fact, he says that somebody in
HR told her to stop complaining. I can’t imagine who would
say such a thing, but looks like we’ve got to answer for it. He
also claims when our HR people ignored her, she called our HR
Answers hotline, and all she got was somebody with a strong
accent she couldn’t understand and who didn’t help her at all.
I don’t expect this to amount to anything, but the attorney wants
to meet with us. I suspect they’re trying to strong-arm us for a
settlement. When are you available? We should keep this off
V.P. Mike Smith’s desk if possible. Agree?
In the HR’s Office:
You frown as you close the file and set it back on top of the in-
basket. There is a lot of work to be done here. There may be
more to The King Company than you thought.
As director, you must help resolve the organizational issues
confronting The King Company and develop solutions for the
issues facing the HR department.
Good Luck!
Source: The King Case is adapted from SHRM 2014 education
documents.
22. 1
Marketing discussion – Unit VII
Now that you have become somewhat of an expert on the
company you are researching for your assignments, please share
your findings with your fellow classmates. Explain how your
company applies the four Ps and whether they have a
competitive advantage in each area of the marketing mix. Was
there anything surprising within your research? What
recommendations do you have for your company?
Marketing discussion
–
Unit
V
I
I
Now that you have become somewhat of an expert on the
company you are researching for your assignments, please
share your findings with your fellow classmates. Explain how
your company app
lies the four Ps and whether they have a
competitive advantage in each area of the marketing mix. Was
there anything surprising within your research? What
recommendations do you have for your company
?
Marketing discussion – Unit VII
Now that you have become somewhat of an expert on the
23. company you are researching for your assignments, please
share your findings with your fellow classmates. Explain how
your company applies the four Ps and whether they have a
competitive advantage in each area of the marketing mix. Was
there anything surprising within your research? What
recommendations do you have for your company?