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This document provides a summary of a chapter that discusses how organizations can adapt to continuous change by emphasizing innovation, creativity, agility, and learning. It uses Hyundai as a case study example of a company that has successfully transformed itself from a low-quality, "me-too" automaker to a major global competitor through leadership focus, a dynamic culture, competitive strategies, high-quality products, innovative design, and an empowered workforce. The chapter introduction examines the need for organizations to sustain not only strategic and structural changes but also cultural changes to motivate employees. It also briefly discusses Motorola's successful restructuring as an example of continuous innovation and creativity.
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5 Adapt and Rejuvenate Agile and Learning Organizationsi.docx
5 Adapt and Rejuvenate: Agile and Learning Organizations
iStock/Rawpixel Ltd/Thinkstock
Learning Objectives
After reading this chapter, you should be able to do the following:
1. Analyze key traits of successful change leaders.
2. Describe how agile organizations approach change compared to traditional ones.
3. Examine the characteristics, levels, and principles of learning organizations.
4. Explain the relationship between learning and change in organizations, the process a company goes
through to become a learning organization, and the importance of leadership.
5. Summarize the mind-set that both agile and learning organizations must have in the 21st century.
wei82650_05_c05_207-248.indd 207 12/15/15 9:46 AM
© 2015 Bridgepoint Education, Inc. All rights reserved. Not for resale or redistribution.
Introduction
Change is the status quo. Companies the world
over realize that success depends on their ability
to respond to new opportunities and threats as
they emerge, and to keep rethinking their
strategies, structures, and tactics to gain
ephemeral competitive advantages.
—Perry Keenan, Stephanie Mingardon, Harold Sirkin,
and Jennifer Tankersley
Pretest Questions
1. True/False: The traditional leadership traits of decisiveness and composure con-
tinue to rank high in current change leadership models.
2. True/False: Agile organizations tend to have a high tolerance for failure.
3. True/False: A learning organization is holistic, which means it considers how the
entire industry and business market contribute to its specific goals.
4. True/False: Learning organizations respond well to market swings because they can
bring in outside marketing experts to advise them on how to react.
5. True/False: In the 21st century, both agile and learning organizations must accept
that change demands doing things differently.
6. True/False: Tension can actually be a source of energy and renewal for a learning
organization.
Hyundai’s current successes may be surprising to those who know its past. The Korean
automotive company has shed its former image of producing low-quality, “me-too” vehicles—
and the experience of suffering a near collapse in sales in 1998—and replaced it with that of a
$66 billion company that controls 5% of the market today (Holstein, 2013). The company’s cars
have vastly improved and are moving to the top of the list in quality: J. D. Power and Associates
ranked Kia (owned by Hyundai) as number two, behind Porsche, and Hyundai as number four,
behind Jaguar (Levin, 2015).
This change happened by design, not by chance. Hyundai’s skills in design, product launch, and
consumer awareness are credited to its recently implemented product management model. The
company’s overall success is attributed to the fact that it has focused leadership; a dynamic
culture; competitive strategies; high-quality products; innovative design; operational excellence;
shrewd marketing; and an empowere.
How operational innovation can transform your company.
To meet these challenges, the integration of innovation management with operations strategy is fundamental.Definition of innovation: The process of translating an idea or invention into a good or service that creates value or for which customers will pay.
Introduction
The Payoffs
Organizational Barriers
Making It Work
Getting Implementation Right
Is It Sustainable
Strategic-Management-June-22-1.docx
Mail us at: help.mbaassignments@gmail.com
Call us at: 08263069601
Entrepreneurship MishapsFor an e.docx
Entrepreneurship Mishaps
For an entrepreneurial idea to remain relevant in society, and maintain market value, constant innovation to improve and enhance the idea is a must. Innovation involves adding some new features to the already existing business model. Change is inevitable, therefore, entrepreneurs have to adjust to the changes that occur in markets, and plan in anticipation of changes to come in the near future. Failure to adjust to the changes in the markets could be detrimental to the success of any brand or entrepreneurial venture. Many business organizations have crashed out of the market due to their failure to constantly innovate and add new features to match the new market demands. Also, technology has advanced so much in the current world. Any organization that forfeits an opportunity to embrace technology will probably fade out of business in the near future. Some of the great entrepreneurial giants that have failed due to lack of innovation include; Polaroid, Blackberry, Nokia, Blockbusters, and Kodak.
Kodak, a giant in the photography industry, and was established in the 1880s. Kodak was the leading company in photography for many decades with its sales records surpassing ten billion dollars in 1981. However, the name has faded away from the industry with the company filing for bankruptcy in 2012. The failure of this giant can be attributed to a lack of innovation that matches the digital world demands. Despite Kodak’s management being aware of the need to embrace digital photography, they failed to capitalize on the opportunity. Fuji, a Japanese firm, introduced a colored camera which was cheaper than Kodak's cameras. Fuji also incorporated digital features in its devices hence attracting more customers. Kodak’s sales started dropping gradually as the market shifted from analog to digital. Due to the slow initiative to embrace digital photography Kodak finally went out of business, (Yuzawa, 2018).
Blockbuster was a leading movie and film store, a giant in the entertainment industry. The company had successfully survived the shift from VHS to DVD. That was one good strategy that kept the company ahead in the film entertainment industry. More innovations such as the introduction of internet services provided an avenue through which film entertainment could be scaled up to a notch higher. Blockbuster was, however, not much embracing of internet innovation. The company turned down a partnership deal with Netflix, in which Blockbusters would promote Netflix in its stores and Netflix would air Blockbuster’s content on the internet platforms, (Ciccone, 2017). Currently, Netflix is the leading film entertainment organization on Livestream media via the internet while Blockbusters is history.
Both Kodak and Blockbusters were the leading organizations in the film photography and entertainment industries respectively. The two giants failed to capitalize on the opportunity available to advance their market leadership. Kodak was not s ...
4 Shaping and Sustaining Change Ryan McVayPhotodiscThink.docx
4 Shaping and Sustaining Change
Ryan McVay/Photodisc/Thinkstock
Learning Objectives
After reading this chapter, you should be able to do the following:
1. Describe the major reasons why organizational change programs fail and succeed.
2. Evaluate how to recruit and empower employees.
3. Analyze the five pillars of successful, sustainable change.
4. Explain the characteristics of built-to-change organizations that position themselves to successfully sustain
change.
5. Examine useful principles and practices in sustaining change.
wei82650_04_c04_155-206.indd 155 12/15/15 9:44 AM
© 2015 Bridgepoint Education, Inc. All rights reserved. Not for resale or redistribution.
Introduction
Nothing is easier than saying words. Nothing is
harder than living them day after day.
—Arthur Gordon
Pretest Questions
1. True/False: Because speed and efficiency are hallmarks of the American business
system, a short–term fix approach to organizational change is often successful.
2. True/False: Recruiting experienced individuals to a company that is planning trans-
formational change is risky because such people tend to resist change.
3. True/False: Knowledge management is a system in which organizations sustain
change by making intellectual capital available to employees so they can continu-
ously learn.
4. True/False: Built-to-change organizations prioritize temporary competitive advan-
tage over long-term stability by continuously implementing important changes.
5. True/False: A self-designed organization is one in which stakeholders choose the
direction of the company.
6. True/False: A common mistake in implementing change strategy is to reject a
“blockbuster” innovation in favor of small, unexciting changes.
In Chapter 3 we discussed three companies that underwent significant planned organizational
changes. They are summarized here to illustrate two successful overall outcomes (Ford and
AlliedSignal/Honeywell) and one unsuccessful change (Avon).
Ford
After working at Ford for 25 years, Alan Mulally retired as CEO on July 1, 2014—8 years after
leading Ford’s transformation. Chair Bill Ford said, “Alan deservedly will be long remembered for
engineering one of the most successful business turnarounds in history. Under Alan’s leadership,
Ford not only survived the global economic crisis, it emerged as one of the world’s strongest auto
companies” (as cited in Media.Ford.com, 2014, para. 4).
Mulally’s change strategy, “One Ford,” worked. In 2006 Ford lost $12.7 billion, its worst
performance ever. In 2010, however, the company had net income of $6.6 billion, its highest
profit in a decade. The stock price was $1.25 a share in 2006 when Mulally came on board;
it closed at $17.21 on the day he retired. In 2011 he was awarded stock bonuses worth
$56.5 million (Henry, 2011).
After careful research, Mulally targeted major problems at Ford as “inefficiencies in production,
bad relationships with suppliers, unrealist.
4 Shaping and Sustaining Change Ryan McVayPhotodiscThink.docx
4 Shaping and Sustaining Change
Ryan McVay/Photodisc/Thinkstock
Learning Objectives
After reading this chapter, you should be able to do the following:
1. Describe the major reasons why organizational change programs fail and succeed.
2. Evaluate how to recruit and empower employees.
3. Analyze the five pillars of successful, sustainable change.
4. Explain the characteristics of built-to-change organizations that position themselves to successfully sustain
change.
5. Examine useful principles and practices in sustaining change.
wei82650_04_c04_155-206.indd 155 12/15/15 9:44 AM
© 2015 Bridgepoint Education, Inc. All rights reserved. Not for resale or redistribution.
Introduction
Nothing is easier than saying words. Nothing is
harder than living them day after day.
—Arthur Gordon
Pretest Questions
1. True/False: Because speed and efficiency are hallmarks of the American business
system, a short–term fix approach to organizational change is often successful.
2. True/False: Recruiting experienced individuals to a company that is planning trans-
formational change is risky because such people tend to resist change.
3. True/False: Knowledge management is a system in which organizations sustain
change by making intellectual capital available to employees so they can continu-
ously learn.
4. True/False: Built-to-change organizations prioritize temporary competitive advan-
tage over long-term stability by continuously implementing important changes.
5. True/False: A self-designed organization is one in which stakeholders choose the
direction of the company.
6. True/False: A common mistake in implementing change strategy is to reject a
“blockbuster” innovation in favor of small, unexciting changes.
In Chapter 3 we discussed three companies that underwent significant planned organizational
changes. They are summarized here to illustrate two successful overall outcomes (Ford and
AlliedSignal/Honeywell) and one unsuccessful change (Avon).
Ford
After working at Ford for 25 years, Alan Mulally retired as CEO on July 1, 2014—8 years after
leading Ford’s transformation. Chair Bill Ford said, “Alan deservedly will be long remembered for
engineering one of the most successful business turnarounds in history. Under Alan’s leadership,
Ford not only survived the global economic crisis, it emerged as one of the world’s strongest auto
companies” (as cited in Media.Ford.com, 2014, para. 4).
Mulally’s change strategy, “One Ford,” worked. In 2006 Ford lost $12.7 billion, its worst
performance ever. In 2010, however, the company had net income of $6.6 billion, its highest
profit in a decade. The stock price was $1.25 a share in 2006 when Mulally came on board;
it closed at $17.21 on the day he retired. In 2011 he was awarded stock bonuses worth
$56.5 million (Henry, 2011).
After careful research, Mulally targeted major problems at Ford as “inefficiencies in production,
bad relationships with suppliers, unrealist.
4 Shaping and Sustaining Change Ryan McVayPhotodiscThink.docx
4 Shaping and Sustaining Change
Ryan McVay/Photodisc/Thinkstock
Learning Objectives
After reading this chapter, you should be able to do the following:
1. Describe the major reasons why organizational change programs fail and succeed.
2. Evaluate how to recruit and empower employees.
3. Analyze the five pillars of successful, sustainable change.
4. Explain the characteristics of built-to-change organizations that position themselves to successfully sustain
change.
5. Examine useful principles and practices in sustaining change.
wei82650_04_c04_155-206.indd 155 12/15/15 9:44 AM
© 2015 Bridgepoint Education, Inc. All rights reserved. Not for resale or redistribution.
Introduction
Nothing is easier than saying words. Nothing is
harder than living them day after day.
—Arthur Gordon
Pretest Questions
1. True/False: Because speed and efficiency are hallmarks of the American business
system, a short–term fix approach to organizational change is often successful.
2. True/False: Recruiting experienced individuals to a company that is planning trans-
formational change is risky because such people tend to resist change.
3. True/False: Knowledge management is a system in which organizations sustain
change by making intellectual capital available to employees so they can continu-
ously learn.
4. True/False: Built-to-change organizations prioritize temporary competitive advan-
tage over long-term stability by continuously implementing important changes.
5. True/False: A self-designed organization is one in which stakeholders choose the
direction of the company.
6. True/False: A common mistake in implementing change strategy is to reject a
“blockbuster” innovation in favor of small, unexciting changes.
In Chapter 3 we discussed three companies that underwent significant planned organizational
changes. They are summarized here to illustrate two successful overall outcomes (Ford and
AlliedSignal/Honeywell) and one unsuccessful change (Avon).
Ford
After working at Ford for 25 years, Alan Mulally retired as CEO on July 1, 2014—8 years after
leading Ford’s transformation. Chair Bill Ford said, “Alan deservedly will be long remembered for
engineering one of the most successful business turnarounds in history. Under Alan’s leadership,
Ford not only survived the global economic crisis, it emerged as one of the world’s strongest auto
companies” (as cited in Media.Ford.com, 2014, para. 4).
Mulally’s change strategy, “One Ford,” worked. In 2006 Ford lost $12.7 billion, its worst
performance ever. In 2010, however, the company had net income of $6.6 billion, its highest
profit in a decade. The stock price was $1.25 a share in 2006 when Mulally came on board;
it closed at $17.21 on the day he retired. In 2011 he was awarded stock bonuses worth
$56.5 million (Henry, 2011).
After careful research, Mulally targeted major problems at Ford as “inefficiencies in production,
bad relationships with suppliers, unrealist ...
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5 Adapt and Rejuvenate Agile and Learning Organizationsi.docx
5 Adapt and Rejuvenate: Agile and Learning Organizations
iStock/Rawpixel Ltd/Thinkstock
Learning Objectives
After reading this chapter, you should be able to do the following:
1. Analyze key traits of successful change leaders.
2. Describe how agile organizations approach change compared to traditional ones.
3. Examine the characteristics, levels, and principles of learning organizations.
4. Explain the relationship between learning and change in organizations, the process a company goes
through to become a learning organization, and the importance of leadership.
5. Summarize the mind-set that both agile and learning organizations must have in the 21st century.
wei82650_05_c05_207-248.indd 207 12/15/15 9:46 AM
© 2015 Bridgepoint Education, Inc. All rights reserved. Not for resale or redistribution.
Introduction
Change is the status quo. Companies the world
over realize that success depends on their ability
to respond to new opportunities and threats as
they emerge, and to keep rethinking their
strategies, structures, and tactics to gain
ephemeral competitive advantages.
—Perry Keenan, Stephanie Mingardon, Harold Sirkin,
and Jennifer Tankersley
Pretest Questions
1. True/False: The traditional leadership traits of decisiveness and composure con-
tinue to rank high in current change leadership models.
2. True/False: Agile organizations tend to have a high tolerance for failure.
3. True/False: A learning organization is holistic, which means it considers how the
entire industry and business market contribute to its specific goals.
4. True/False: Learning organizations respond well to market swings because they can
bring in outside marketing experts to advise them on how to react.
5. True/False: In the 21st century, both agile and learning organizations must accept
that change demands doing things differently.
6. True/False: Tension can actually be a source of energy and renewal for a learning
organization.
Hyundai’s current successes may be surprising to those who know its past. The Korean
automotive company has shed its former image of producing low-quality, “me-too” vehicles—
and the experience of suffering a near collapse in sales in 1998—and replaced it with that of a
$66 billion company that controls 5% of the market today (Holstein, 2013). The company’s cars
have vastly improved and are moving to the top of the list in quality: J. D. Power and Associates
ranked Kia (owned by Hyundai) as number two, behind Porsche, and Hyundai as number four,
behind Jaguar (Levin, 2015).
This change happened by design, not by chance. Hyundai’s skills in design, product launch, and
consumer awareness are credited to its recently implemented product management model. The
company’s overall success is attributed to the fact that it has focused leadership; a dynamic
culture; competitive strategies; high-quality products; innovative design; operational excellence;
shrewd marketing; and an empowere.
How operational innovation can transform your company.
To meet these challenges, the integration of innovation management with operations strategy is fundamental.Definition of innovation: The process of translating an idea or invention into a good or service that creates value or for which customers will pay.
Introduction
The Payoffs
Organizational Barriers
Making It Work
Getting Implementation Right
Is It Sustainable
Strategic-Management-June-22-1.docx
Mail us at: help.mbaassignments@gmail.com
Call us at: 08263069601
Entrepreneurship MishapsFor an e.docx
Entrepreneurship Mishaps
For an entrepreneurial idea to remain relevant in society, and maintain market value, constant innovation to improve and enhance the idea is a must. Innovation involves adding some new features to the already existing business model. Change is inevitable, therefore, entrepreneurs have to adjust to the changes that occur in markets, and plan in anticipation of changes to come in the near future. Failure to adjust to the changes in the markets could be detrimental to the success of any brand or entrepreneurial venture. Many business organizations have crashed out of the market due to their failure to constantly innovate and add new features to match the new market demands. Also, technology has advanced so much in the current world. Any organization that forfeits an opportunity to embrace technology will probably fade out of business in the near future. Some of the great entrepreneurial giants that have failed due to lack of innovation include; Polaroid, Blackberry, Nokia, Blockbusters, and Kodak.
Kodak, a giant in the photography industry, and was established in the 1880s. Kodak was the leading company in photography for many decades with its sales records surpassing ten billion dollars in 1981. However, the name has faded away from the industry with the company filing for bankruptcy in 2012. The failure of this giant can be attributed to a lack of innovation that matches the digital world demands. Despite Kodak’s management being aware of the need to embrace digital photography, they failed to capitalize on the opportunity. Fuji, a Japanese firm, introduced a colored camera which was cheaper than Kodak's cameras. Fuji also incorporated digital features in its devices hence attracting more customers. Kodak’s sales started dropping gradually as the market shifted from analog to digital. Due to the slow initiative to embrace digital photography Kodak finally went out of business, (Yuzawa, 2018).
Blockbuster was a leading movie and film store, a giant in the entertainment industry. The company had successfully survived the shift from VHS to DVD. That was one good strategy that kept the company ahead in the film entertainment industry. More innovations such as the introduction of internet services provided an avenue through which film entertainment could be scaled up to a notch higher. Blockbuster was, however, not much embracing of internet innovation. The company turned down a partnership deal with Netflix, in which Blockbusters would promote Netflix in its stores and Netflix would air Blockbuster’s content on the internet platforms, (Ciccone, 2017). Currently, Netflix is the leading film entertainment organization on Livestream media via the internet while Blockbusters is history.
Both Kodak and Blockbusters were the leading organizations in the film photography and entertainment industries respectively. The two giants failed to capitalize on the opportunity available to advance their market leadership. Kodak was not s ...
4 Shaping and Sustaining Change Ryan McVayPhotodiscThink.docx
4 Shaping and Sustaining Change
Ryan McVay/Photodisc/Thinkstock
Learning Objectives
After reading this chapter, you should be able to do the following:
1. Describe the major reasons why organizational change programs fail and succeed.
2. Evaluate how to recruit and empower employees.
3. Analyze the five pillars of successful, sustainable change.
4. Explain the characteristics of built-to-change organizations that position themselves to successfully sustain
change.
5. Examine useful principles and practices in sustaining change.
wei82650_04_c04_155-206.indd 155 12/15/15 9:44 AM
© 2015 Bridgepoint Education, Inc. All rights reserved. Not for resale or redistribution.
Introduction
Nothing is easier than saying words. Nothing is
harder than living them day after day.
—Arthur Gordon
Pretest Questions
1. True/False: Because speed and efficiency are hallmarks of the American business
system, a short–term fix approach to organizational change is often successful.
2. True/False: Recruiting experienced individuals to a company that is planning trans-
formational change is risky because such people tend to resist change.
3. True/False: Knowledge management is a system in which organizations sustain
change by making intellectual capital available to employees so they can continu-
ously learn.
4. True/False: Built-to-change organizations prioritize temporary competitive advan-
tage over long-term stability by continuously implementing important changes.
5. True/False: A self-designed organization is one in which stakeholders choose the
direction of the company.
6. True/False: A common mistake in implementing change strategy is to reject a
“blockbuster” innovation in favor of small, unexciting changes.
In Chapter 3 we discussed three companies that underwent significant planned organizational
changes. They are summarized here to illustrate two successful overall outcomes (Ford and
AlliedSignal/Honeywell) and one unsuccessful change (Avon).
Ford
After working at Ford for 25 years, Alan Mulally retired as CEO on July 1, 2014—8 years after
leading Ford’s transformation. Chair Bill Ford said, “Alan deservedly will be long remembered for
engineering one of the most successful business turnarounds in history. Under Alan’s leadership,
Ford not only survived the global economic crisis, it emerged as one of the world’s strongest auto
companies” (as cited in Media.Ford.com, 2014, para. 4).
Mulally’s change strategy, “One Ford,” worked. In 2006 Ford lost $12.7 billion, its worst
performance ever. In 2010, however, the company had net income of $6.6 billion, its highest
profit in a decade. The stock price was $1.25 a share in 2006 when Mulally came on board;
it closed at $17.21 on the day he retired. In 2011 he was awarded stock bonuses worth
$56.5 million (Henry, 2011).
After careful research, Mulally targeted major problems at Ford as “inefficiencies in production,
bad relationships with suppliers, unrealist.
4 Shaping and Sustaining Change Ryan McVayPhotodiscThink.docx
4 Shaping and Sustaining Change
Ryan McVay/Photodisc/Thinkstock
Learning Objectives
After reading this chapter, you should be able to do the following:
1. Describe the major reasons why organizational change programs fail and succeed.
2. Evaluate how to recruit and empower employees.
3. Analyze the five pillars of successful, sustainable change.
4. Explain the characteristics of built-to-change organizations that position themselves to successfully sustain
change.
5. Examine useful principles and practices in sustaining change.
wei82650_04_c04_155-206.indd 155 12/15/15 9:44 AM
© 2015 Bridgepoint Education, Inc. All rights reserved. Not for resale or redistribution.
Introduction
Nothing is easier than saying words. Nothing is
harder than living them day after day.
—Arthur Gordon
Pretest Questions
1. True/False: Because speed and efficiency are hallmarks of the American business
system, a short–term fix approach to organizational change is often successful.
2. True/False: Recruiting experienced individuals to a company that is planning trans-
formational change is risky because such people tend to resist change.
3. True/False: Knowledge management is a system in which organizations sustain
change by making intellectual capital available to employees so they can continu-
ously learn.
4. True/False: Built-to-change organizations prioritize temporary competitive advan-
tage over long-term stability by continuously implementing important changes.
5. True/False: A self-designed organization is one in which stakeholders choose the
direction of the company.
6. True/False: A common mistake in implementing change strategy is to reject a
“blockbuster” innovation in favor of small, unexciting changes.
In Chapter 3 we discussed three companies that underwent significant planned organizational
changes. They are summarized here to illustrate two successful overall outcomes (Ford and
AlliedSignal/Honeywell) and one unsuccessful change (Avon).
Ford
After working at Ford for 25 years, Alan Mulally retired as CEO on July 1, 2014—8 years after
leading Ford’s transformation. Chair Bill Ford said, “Alan deservedly will be long remembered for
engineering one of the most successful business turnarounds in history. Under Alan’s leadership,
Ford not only survived the global economic crisis, it emerged as one of the world’s strongest auto
companies” (as cited in Media.Ford.com, 2014, para. 4).
Mulally’s change strategy, “One Ford,” worked. In 2006 Ford lost $12.7 billion, its worst
performance ever. In 2010, however, the company had net income of $6.6 billion, its highest
profit in a decade. The stock price was $1.25 a share in 2006 when Mulally came on board;
it closed at $17.21 on the day he retired. In 2011 he was awarded stock bonuses worth
$56.5 million (Henry, 2011).
After careful research, Mulally targeted major problems at Ford as “inefficiencies in production,
bad relationships with suppliers, unrealist.
4 Shaping and Sustaining Change Ryan McVayPhotodiscThink.docx
4 Shaping and Sustaining Change
Ryan McVay/Photodisc/Thinkstock
Learning Objectives
After reading this chapter, you should be able to do the following:
1. Describe the major reasons why organizational change programs fail and succeed.
2. Evaluate how to recruit and empower employees.
3. Analyze the five pillars of successful, sustainable change.
4. Explain the characteristics of built-to-change organizations that position themselves to successfully sustain
change.
5. Examine useful principles and practices in sustaining change.
wei82650_04_c04_155-206.indd 155 12/15/15 9:44 AM
© 2015 Bridgepoint Education, Inc. All rights reserved. Not for resale or redistribution.
Introduction
Nothing is easier than saying words. Nothing is
harder than living them day after day.
—Arthur Gordon
Pretest Questions
1. True/False: Because speed and efficiency are hallmarks of the American business
system, a short–term fix approach to organizational change is often successful.
2. True/False: Recruiting experienced individuals to a company that is planning trans-
formational change is risky because such people tend to resist change.
3. True/False: Knowledge management is a system in which organizations sustain
change by making intellectual capital available to employees so they can continu-
ously learn.
4. True/False: Built-to-change organizations prioritize temporary competitive advan-
tage over long-term stability by continuously implementing important changes.
5. True/False: A self-designed organization is one in which stakeholders choose the
direction of the company.
6. True/False: A common mistake in implementing change strategy is to reject a
“blockbuster” innovation in favor of small, unexciting changes.
In Chapter 3 we discussed three companies that underwent significant planned organizational
changes. They are summarized here to illustrate two successful overall outcomes (Ford and
AlliedSignal/Honeywell) and one unsuccessful change (Avon).
Ford
After working at Ford for 25 years, Alan Mulally retired as CEO on July 1, 2014—8 years after
leading Ford’s transformation. Chair Bill Ford said, “Alan deservedly will be long remembered for
engineering one of the most successful business turnarounds in history. Under Alan’s leadership,
Ford not only survived the global economic crisis, it emerged as one of the world’s strongest auto
companies” (as cited in Media.Ford.com, 2014, para. 4).
Mulally’s change strategy, “One Ford,” worked. In 2006 Ford lost $12.7 billion, its worst
performance ever. In 2010, however, the company had net income of $6.6 billion, its highest
profit in a decade. The stock price was $1.25 a share in 2006 when Mulally came on board;
it closed at $17.21 on the day he retired. In 2011 he was awarded stock bonuses worth
$56.5 million (Henry, 2011).
After careful research, Mulally targeted major problems at Ford as “inefficiencies in production,
bad relationships with suppliers, unrealist ...
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Innovation and the Market
Companies may start and seem to succeed but for the success to be sustained, innovation is necessary. This is because as time goes by things change and so does the market world people want new things that are more efficient (Frishammar, 2015). When this is not the case with a company, the CEO’s job is easy, but the company will be at the risk of failing because change and innovation are both inevitable.
One example of a company that failed to innovate and is at the verge of close down is the Kodak Film Company. There was a time that the Kodak film dominated the film industry but because it refused to innovate other companies came into the market and took over. The Kodak Film Company had the chance to be the leaders of the digital industry but was in denial that times had changed and the digital error was taking over (Frishammar, 2015). It is said that the Kodak Company is the one that invented the first digital camera, but the managers could not approve it because they were too focused on the success of the company that they missed the great digital revolution. Kodak problem was they did not move fast enough into the digital world, which caused them to be technological discontinued. This company was declared bankrupt in 2012. Kodak had been failing to keep up their business and profits even before the digital revolution when Fuji started doing a better job using the old technology, the roll-film business ("Barriers To Change: The Real Reason Behind The Kodak Downfall", 2012).
Another company that went through the same is the Nokia Company. It was among the most successful companies in the early 1990s for creating the first cellular phone. Nokia was a universal leader in the business of mobile phones. When the internet landed Nokia failed to understand that data was the future. That in the future people will prefer silent communication over voice in this case text messages and emails (Frishammar, 2015). Instead of developing software Nokia focused on the hardware side with the fear that if they changed a lot the current users will get affected. They dint want to risk and lead in the change. They believed in their brand so much that they thought even if they came after others, they would take over but by the time they decided to compete with the touch screen it was too late they could not come up with products that were competitive enough to compete with the iPhone that had been launched by Steve Jobs. Surowiecki (2013), Nokia was known as an engineering company, but needed more market savvy ideas, in order to keep up with its competition.
The other company that failed in the innovation part is Yahoo. Around 2005 Yahoo was a big fish in the online advertising.
A Conceptual Framework for Digital Business Transformation
Digital Business Transformation : Why, What to Transform & How to Transform
Does your company have an innovation strategy?
Does Your Company Have an Innovation Strategy? What every Board Member should know.
In light of the changing competitive landscapes, the role of the Board in directing strategy and ensuring long term value growth and marketplace relevance has never been more important.
Urbanetectonics LLC 2022 Annual Letter to Membership
Urbanetectonics LLC 2022 Annual Letter to Membership
Company Website:
www.urbanetek2.com
Annual Letter - Recap and Quarterly Focus. Our first 100 days and annual outlook will be guided by our 2022 Quarterly Focus. The Quarterly Focus breaks our overall vision into an outline of short-term goals and key performance metrics for each industry- specific division.
Communication is key to our relationship. Stay on top of the latest developments at Urbanetectonics, LLC. How do you connect? Subscribe, Like, Follow, or Join one of our #powerofnext industry-specific social media handles. Get linked in to ask questions and/or to submit inquiries using the Urbanetectonics, LLC Linktree: https://linktr.ee/urbanetectonics You can also follow #powerofnext on any social media platform to connect on your interest in Urbanetectonics, LLC and/or one of its industry-specific divisions.
The burgeoning digital transformation and the challenges involved
Many organisations have started their ambitious journey in order to reshape their existing market and open the doors to the treasure trove. Enov8 brings down to you the key challenges faced by the organisations which need to be overcome in order to have a successful transition.
Business establishment assignment 21.07
Flawless assignments backed with plagiarism checker reports are available only here. We ensure projects delivered by us stand out unique and are written from the scratch. Moreover, a plagiarism-free document ensures high grades and a few words of appreciation.
Navigating digital transformation
Synopsis: “Digital transformation” often means di erent things to di erent people—even those within the same organization. To dig into what it means to digitally transform an organization—and determine the best practices for doing it—we interviewed seven C-Suite members at the forefront of digital transformation, and surveyed 50 other C-Suite members. This overview and analysis of their responses and survey data provides insights from multiple points-of-view across several verticals.
Organizational behaviour
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AND THESIS
ISBM / IIBMS / IIBM / ISMS / KSBM / NIPM
SMU / SYMBIOSIS / XAVIER / NIRM / IGNOU
MBA - EMBA - BMS - GDM - MIS - MIB
DMS - MMS - DBM - PGDBM - DBA
www.casestudies.co.in
aravind.banakar@gmail.com
ARAVIND 09901366442 – 09902787224
Competitive Price /
Super Fast Mail Services /
High Quality Standard.
Inside Out: 3 change capabilities for successfully executing strategic initia...
Multinational corporations (MNE) across all major industries are attempting to undertake significant technology-enabled transformation initiatives.
Strategically, they are becoming increasingly aware of the need to become more agile, and therefore more responsive to market demands, by utilising disruptive technologies as a means to accelerate growth. They understand that exploiting the full potential of such technology will ultimately yield the greatest competitive advantage by way of growth expedition and accelerated market acquisition.
Historically, attention has primarily been focussed on defining clear visions and the subsequent development of strategies needed to operationalise those visions.
In an accelerated business landscape, long term vision and strategy alone are no longer sufficient. With rapid technological advancements and newly emerging market incumbents, it is becoming increasingly difficult to anticipate global business trends in the long term, and thus, taking advantage of such trends can be unpredictable.
Shifting priorities and flexible strategies place executives and programme teams under extreme pressure to deliver strategic initiatives in a timely and effective manner, while becoming increasingly conscious that the useful lifetime value of an ongoing strategy is deteriorating at a faster rate than ever before.
This, inevitably, makes programme and project execution the primary focus of companies aiming to leverage technology in order to improve their response to market changes.
We assessed the 3 change capabilities necessary for organisational agility, as well as how each one represents a requisite condition for the successful implementation of any change initiative.
Etude PwC sur l'innovation du secteur Aéronautique, Défense & Sécurité (2014)
http://pwc.to/1owpVso
L’étude "The runway to growth : Using market understanding to drive efficient innovation in the aerospace, defence and security industry" est issue du rapport “Breakthrough innovation and growth”, réalisé auprès de 1757 dirigeants issus de 30 secteurs d’activité dans 25 pays. Ce focus Aéronautique et Défense est construit sur la base des réponses des 58 dirigeants du secteur, issus de 10 pays, ainsi que d’une vingtaine d’interviews et d’une recherche parallèle effectuée sur le marché américain.
Sheet1Rate your skills using the following scaleChapter 1 You Ma.docx
Sheet1Rate your skills using the following scale:Chapter 1: You Make A DifferenceChapter 2: Credibility is the Foundation of Leadership1= Strongly Disagree4= AgreeQuestionScoreQuestionScore2= Disagree5= Strongly Agree20403= Partly Agree20090230140Total0Total01. Balance focusing on the future with an understanding of the present and events from the past.Chapter 3: Values Drive CommitmentChapter 4: Focusing on the Future Sets Leaders Apart2. Maintain self-awareness in external challenges or unexpected events.QuestionScoreQuestionScore70103. Support others in achieving their objectives through regular one-on-one meetings.1101502601604. Take time regularly to get updated on current events.Total0Total05. In conversation, provide undivided attention, show interest, and suspend judgment.Chapter 5: You Can’t Do It AloneChapter 6: Trust RulesQuestionScore6. Forthright and candid in all situations with all people.30QuestionScore170607. Show respect when questioning the ideas and opinions of others.250210Total02708. Take actions that create forward momentum.Total09. Attend industry functions and trade shows on a regular basis.Chapter 7: Challenge is the Crucible for GreatnessChapter 8: You Either Lead by Example or Don’t Lead At AllQuestionScoreQuestionScore10. Explore, identify, and define the nature, cause, and implications of problems.8013010018011. Demonstrate consistency between expressed beliefs, values, and actions.280240Total0Total012. Continuously give and receive feedback on results of learning efforts.13. Assess which role is most appropriate for the person and situation.Chapter 9: The Best Leaders Are The Best LearnersChapter 10: Leadership is an Affair of the HeartQuestionScoreQuestionScore14. Possess an understanding of business operations (budgeting, marketing, sales, etc.).1205019022030029015. Manage time in a way that balances personal and professional objectives.Total0Total016. Focus on actual results of a process or plan.17. Build relationships and ask questions to support a variety of initiatives.The totals from each chapter will show you your score.Refer to the range of scores to identify what type of further action you should take.18. Demonstrate an understanding of living and leading by example.3-6: Taking immediate action to improve your results is suggested.7-12: Develop action plans to be implemented over the next month.19. Identify and develop skills and effective behavior in others.13-15: You are performing well as a leader. Pinpoint areas to optimize your performance.20. Possess technical competencies to achieve relevant goals and objectives.21. Consistently and clearly communicates the desired results of a process or plan.22. Align people’s visions, values, goals, and action plans with bigger picture.23. Possess an understanding of industry trends.24. Identify and change self-defeating behaviors.25. Explore readiness to change and move ahead by knowing the stages of group development.26. Know what I value an.
Sheet1Quarter Sales PersonRegionQuarterly Sales31-MarSmithEast$750.docx
Sheet1Quarter Sales PersonRegionQuarterly Sales31-MarSmithEast$75031-MarWilliamsEast$80031-MarJonesSouth$76531-MarWhiteWest$45631-MarJohnsonNorth$98731-MarTaylorWest$44331-MarYoungSouth$36831-MarHallEast$15930-JunSmithEast$1,20030-JunWilliamsEast$36930-JunJonesSouth$98030-JunWhiteWest$65030-JunJohnsonNorth$76030-JunTaylorWest$27830-JunYoungSouth$78030-JunHallEast$54730-SepSmithEast$69830-SepWilliamsEast$46730-SepJonesSouth$98330-SepWhiteWest$23730-SepJohnsonNorth$46930-SepTaylorWest$74030-SepYoungSouth$74930-SepHallEast$345
Rubric Detail
Select Grid View or List View to change the rubric's layout.
Content
Name: NURS_6501_Week4_Discussion_Rubric
· Grid View
· List View
Outstanding Performance
Excellent Performance
Competent Performance
Proficient Performance
Room for Improvement
Main Posting:
Response to the discussion question is reflective with critical analysis and synthesis representative of knowledge gained from the course readings for the module and current credible sources.
Points:
Points Range: 44 (44%) - 44 (44%)
Thoroughly responds to the discussion question(s)
is reflective with critical analysis and synthesis representative of knowledge gained from the course readings for the module and current credible sources.
supported by at least 3 current, credible sources
Feedback:
Points:
Points Range: 40 (40%) - 43 (43%)
Responds to the discussion question(s)
is reflective with critical analysis and synthesis representative of knowledge gained from the course readings for the module.
75% of post has exceptional depth and breadth
supported by at least 3 credible references
Feedback:
Points:
Points Range: 35 (35%) - 39 (39%)
Responds to most of the discussion question(s)
is somewhat reflective with critical analysis and synthesis representative of knowledge gained from the course readings for the module.
50% of post has exceptional depth and breadth
supported by at least 3 credible references
Feedback:
Points:
Points Range: 31 (31%) - 34 (34%)
Responds to some of the discussion question(s)
one to two criteria are not addressed or are superficially addressed
is somewhat lacking reflection and critical analysis and synthesis
somewhat represents knowledge gained from the course readings for the module.
post is cited with fewer than 2 credible references
Feedback:
Points:
Points Range: 0 (0%) - 30 (30%)
Does not respond to the discussion question(s)
lacks depth or superficially addresses criteria
lacks reflection and critical analysis and synthesis
does not represent knowledge gained from the course readings for the module.
contains only 1 or no credible references
Feedback:
Main Posting:
Writing
Points:
Points Range: 6 (6%) - 6 (6%)
Written clearly and concisely
Contains no grammatical or spelling errors
Fully adheres to current APA manual writing rules and style
Feedback:
Points:
Points Range: 5.5 (5.5%) - 5.5 (5.5%)
Written clearly and concisely
May contain one or no .
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Louie Borrayo
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Innovation and the Market
Companies may start and seem to succeed but for the success to be sustained, innovation is necessary. This is because as time goes by things change and so does the market world people want new things that are more efficient (Frishammar, 2015). When this is not the case with a company, the CEO’s job is easy, but the company will be at the risk of failing because change and innovation are both inevitable.
One example of a company that failed to innovate and is at the verge of close down is the Kodak Film Company. There was a time that the Kodak film dominated the film industry but because it refused to innovate other companies came into the market and took over. The Kodak Film Company had the chance to be the leaders of the digital industry but was in denial that times had changed and the digital error was taking over (Frishammar, 2015). It is said that the Kodak Company is the one that invented the first digital camera, but the managers could not approve it because they were too focused on the success of the company that they missed the great digital revolution. Kodak problem was they did not move fast enough into the digital world, which caused them to be technological discontinued. This company was declared bankrupt in 2012. Kodak had been failing to keep up their business and profits even before the digital revolution when Fuji started doing a better job using the old technology, the roll-film business ("Barriers To Change: The Real Reason Behind The Kodak Downfall", 2012).
Another company that went through the same is the Nokia Company. It was among the most successful companies in the early 1990s for creating the first cellular phone. Nokia was a universal leader in the business of mobile phones. When the internet landed Nokia failed to understand that data was the future. That in the future people will prefer silent communication over voice in this case text messages and emails (Frishammar, 2015). Instead of developing software Nokia focused on the hardware side with the fear that if they changed a lot the current users will get affected. They dint want to risk and lead in the change. They believed in their brand so much that they thought even if they came after others, they would take over but by the time they decided to compete with the touch screen it was too late they could not come up with products that were competitive enough to compete with the iPhone that had been launched by Steve Jobs. Surowiecki (2013), Nokia was known as an engineering company, but needed more market savvy ideas, in order to keep up with its competition.
The other company that failed in the innovation part is Yahoo. Around 2005 Yahoo was a big fish in the online advertising.
A Conceptual Framework for Digital Business Transformation
Digital Business Transformation : Why, What to Transform & How to Transform
Does your company have an innovation strategy?
Does Your Company Have an Innovation Strategy? What every Board Member should know.
In light of the changing competitive landscapes, the role of the Board in directing strategy and ensuring long term value growth and marketplace relevance has never been more important.
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www.urbanetek2.com
Annual Letter - Recap and Quarterly Focus. Our first 100 days and annual outlook will be guided by our 2022 Quarterly Focus. The Quarterly Focus breaks our overall vision into an outline of short-term goals and key performance metrics for each industry- specific division.
Communication is key to our relationship. Stay on top of the latest developments at Urbanetectonics, LLC. How do you connect? Subscribe, Like, Follow, or Join one of our #powerofnext industry-specific social media handles. Get linked in to ask questions and/or to submit inquiries using the Urbanetectonics, LLC Linktree: https://linktr.ee/urbanetectonics You can also follow #powerofnext on any social media platform to connect on your interest in Urbanetectonics, LLC and/or one of its industry-specific divisions.
The burgeoning digital transformation and the challenges involved
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Flawless assignments backed with plagiarism checker reports are available only here. We ensure projects delivered by us stand out unique and are written from the scratch. Moreover, a plagiarism-free document ensures high grades and a few words of appreciation.
Navigating digital transformation
Synopsis: “Digital transformation” often means di erent things to di erent people—even those within the same organization. To dig into what it means to digitally transform an organization—and determine the best practices for doing it—we interviewed seven C-Suite members at the forefront of digital transformation, and surveyed 50 other C-Suite members. This overview and analysis of their responses and survey data provides insights from multiple points-of-view across several verticals.
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WE ARE PROVIDING CASE STUDY ANSWERS
ASSIGNMENT SOLUTIONS, PROJECT REPORTS
AND THESIS
ISBM / IIBMS / IIBM / ISMS / KSBM / NIPM
SMU / SYMBIOSIS / XAVIER / NIRM / IGNOU
MBA - EMBA - BMS - GDM - MIS - MIB
DMS - MMS - DBM - PGDBM - DBA
www.casestudies.co.in
aravind.banakar@gmail.com
ARAVIND 09901366442 – 09902787224
Competitive Price /
Super Fast Mail Services /
High Quality Standard.
Inside Out: 3 change capabilities for successfully executing strategic initia...
Multinational corporations (MNE) across all major industries are attempting to undertake significant technology-enabled transformation initiatives.
Strategically, they are becoming increasingly aware of the need to become more agile, and therefore more responsive to market demands, by utilising disruptive technologies as a means to accelerate growth. They understand that exploiting the full potential of such technology will ultimately yield the greatest competitive advantage by way of growth expedition and accelerated market acquisition.
Historically, attention has primarily been focussed on defining clear visions and the subsequent development of strategies needed to operationalise those visions.
In an accelerated business landscape, long term vision and strategy alone are no longer sufficient. With rapid technological advancements and newly emerging market incumbents, it is becoming increasingly difficult to anticipate global business trends in the long term, and thus, taking advantage of such trends can be unpredictable.
Shifting priorities and flexible strategies place executives and programme teams under extreme pressure to deliver strategic initiatives in a timely and effective manner, while becoming increasingly conscious that the useful lifetime value of an ongoing strategy is deteriorating at a faster rate than ever before.
This, inevitably, makes programme and project execution the primary focus of companies aiming to leverage technology in order to improve their response to market changes.
We assessed the 3 change capabilities necessary for organisational agility, as well as how each one represents a requisite condition for the successful implementation of any change initiative.
Etude PwC sur l'innovation du secteur Aéronautique, Défense & Sécurité (2014)
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L’étude "The runway to growth : Using market understanding to drive efficient innovation in the aerospace, defence and security industry" est issue du rapport “Breakthrough innovation and growth”, réalisé auprès de 1757 dirigeants issus de 30 secteurs d’activité dans 25 pays. Ce focus Aéronautique et Défense est construit sur la base des réponses des 58 dirigeants du secteur, issus de 10 pays, ainsi que d’une vingtaine d’interviews et d’une recherche parallèle effectuée sur le marché américain.
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Sheet1Quarter Sales PersonRegionQuarterly Sales31-MarSmithEast$75031-MarWilliamsEast$80031-MarJonesSouth$76531-MarWhiteWest$45631-MarJohnsonNorth$98731-MarTaylorWest$44331-MarYoungSouth$36831-MarHallEast$15930-JunSmithEast$1,20030-JunWilliamsEast$36930-JunJonesSouth$98030-JunWhiteWest$65030-JunJohnsonNorth$76030-JunTaylorWest$27830-JunYoungSouth$78030-JunHallEast$54730-SepSmithEast$69830-SepWilliamsEast$46730-SepJonesSouth$98330-SepWhiteWest$23730-SepJohnsonNorth$46930-SepTaylorWest$74030-SepYoungSouth$74930-SepHallEast$345
Rubric Detail
Select Grid View or List View to change the rubric's layout.
Content
Name: NURS_6501_Week4_Discussion_Rubric
· Grid View
· List View
Outstanding Performance
Excellent Performance
Competent Performance
Proficient Performance
Room for Improvement
Main Posting:
Response to the discussion question is reflective with critical analysis and synthesis representative of knowledge gained from the course readings for the module and current credible sources.
Points:
Points Range: 44 (44%) - 44 (44%)
Thoroughly responds to the discussion question(s)
is reflective with critical analysis and synthesis representative of knowledge gained from the course readings for the module and current credible sources.
supported by at least 3 current, credible sources
Feedback:
Points:
Points Range: 40 (40%) - 43 (43%)
Responds to the discussion question(s)
is reflective with critical analysis and synthesis representative of knowledge gained from the course readings for the module.
75% of post has exceptional depth and breadth
supported by at least 3 credible references
Feedback:
Points:
Points Range: 35 (35%) - 39 (39%)
Responds to most of the discussion question(s)
is somewhat reflective with critical analysis and synthesis representative of knowledge gained from the course readings for the module.
50% of post has exceptional depth and breadth
supported by at least 3 credible references
Feedback:
Points:
Points Range: 31 (31%) - 34 (34%)
Responds to some of the discussion question(s)
one to two criteria are not addressed or are superficially addressed
is somewhat lacking reflection and critical analysis and synthesis
somewhat represents knowledge gained from the course readings for the module.
post is cited with fewer than 2 credible references
Feedback:
Points:
Points Range: 0 (0%) - 30 (30%)
Does not respond to the discussion question(s)
lacks depth or superficially addresses criteria
lacks reflection and critical analysis and synthesis
does not represent knowledge gained from the course readings for the module.
contains only 1 or no credible references
Feedback:
Main Posting:
Writing
Points:
Points Range: 6 (6%) - 6 (6%)
Written clearly and concisely
Contains no grammatical or spelling errors
Fully adheres to current APA manual writing rules and style
Feedback:
Points:
Points Range: 5.5 (5.5%) - 5.5 (5.5%)
Written clearly and concisely
May contain one or no .
Sheet1Quantity (miles of pipeline)Total CostTotal Fixed CostTotal .docx
Sheet1Quantity (miles of pipeline)Total CostTotal Fixed CostTotal Variable CostAverage Fixed CostAverage Variable CostMarginal Cost0$ 5,000$ 5,0001,000$ 11,5732,000$ 18,2083,000$ 29,2674,000$ 44,7505,000$ 64,6576,000$ 88,9877,000$ 117,7408,000$ 150,9189,000$ 188,51810,000$ 230,54311,000$ 276,99112,000$ 327,86313,000$ 383,15914,000$ 442,87815,000$ 507,02116,000$ 575,58717,000$ 648,57718,000$ 725,99119,000$ 807,82820,000$ 894,08921,000$ 984,77422,000$ 1,079,88223,000$ 1,179,41424,000$ 1,283,37025,000$ 1,391,74926,000$ 1,504,55227,000$ 1,621,77828,000$ 1,743,42929,000$ 1,869,50230,000$ 2,000,000
Week 4
Will Fence owns a 70-acre large timber and Christmas tree farm. The Christmas farm gets busy in August and September when Will identifies and flags the trees suitable for Christmas season. Starting in October, the flagged trees will be cut, baled, and trucked to the storage yard where they will stay until shipped. The storage yard is situated in an area that offers shade and protection from the wind to maintain the freshness of the tree. The trees are stacked with the tops locked together to keep the sun and wind away from them.
Will has just purchased an additional 40 acres and will need to expand his storage yard by 40,000 square feet. The budget for this expansion is $55,000. Will has hired your team to design a process to contract resources to expand the storage yard.
Cover the following as requested by Will:
· Description of the contract resource procurement process (from start to closure).
· Explanation of how the contract resources procurement process that was described will assist Will in negotiating the best purchase.
· Explanation to Will why the team believes the process is efficient and achieves the results desired.
· Identification of any risks associated with procuring these resources and explanation of the role of risk management in this process.
· Explanation of how the process may be improved upon.
· Other recommendations the team may have for Will to consider.
Graphing Supply and Demand
Supply and demand are so important for both consumers and producers
because both of these concepts work together to determine the overall price
of an item, as well as the total quantity sold in a market. To see how this
works, we can show both on a graph such as you see in the header image
above.
Remember that demand is a relationship between price and the quantity that
consumers are willing and able to pay. This is an inverse, or negative,
relationship, in which the variable's price and quantity move in opposite
directions. This would be depicted as a downward sloping curve on a graph.
Similarly, supply is a relationship between the price of an item and the
quantity that producers are willing to supply. This is a direct, or positive,
relationship, in which the variable's price and quantity move in the same
direction. This would be depicted as an u.
Sheet1Pro Forma Income StatementYear 1Year 2Year 3Year 4Year 5Visi.docx
Sheet1Pro Forma Income StatementYear 1Year 2Year 3Year 4Year 5Visits4,8825,1265,3825,6525,934Revenue Per Visit$450$450$450$450$450Gross RevenuePatient Reveue Gross Patient RevenueDeductions from Patient RevenueContractual Total Deductions from Revenue Net Patient Revenue$0$0$0$0$0Operating ExpensesSalaries and WagesEmployee BenefitsUtilitiesRepair/MaintenanceHousekeepingTelephone Service Depreciation MalpracticeMiscellaneous/OtherVariable Medical Supply CostsOther Non-Personnel Costs Total Operating ExpensesExcess of Rev over Exp. From Operations$0$0$0$0$0Cummulative Income$0$0$0$0$0Net Cash from Excess Rev (excl Depreciation)$0$0$0$0$0Cummulative Income Net Cash$0$0$0$0$0
Sheet2
Sheet3
Write an essay of about 750 to 1000 words, or 3 to 4 pages (double-
spaced), in response to the ALL the prompts below (4 Paragraphs) .
The relevant texts for Essay are the assigned:
* Sorensen, A Brief History of the Paradox, pp. 184- 185 on McTaggart
and pp. 173-176 on Augustine’s theory of time as subjective.
* David Lewis, “The Paradoxes of Time Travel”.
— Do not use any other outside sources! This is not a report on what
others have written about McTaggart or Lewis or time travel. This is
an exercise in thinking-by-writing!
Consider our discussions of, on one hand, McTaggart’s seemingly
paradoxical argument that time is “unreal” and, on the other hand,
Lewis’ account of the seemingly paradoxical possibility of time travel.
Write an essay in which you explore the potential “paradoxes” of time
we considered in McTaggart’s argument that “time is unreal” and in
Lewis’ account of time travel as “possible” in a “strange” possible world
(unlike our own).
Specifically, structure your narrative in response to the following
themes.
Paragraph 1: Explain the distinction between the “A series” and the “B
series” of time, as McTaggart introduced these terms. Why did
McTaggart think A time is more fundamental than B time? Why did he
think A time is impossible?
Paragraph 2: Explain Lewis’ distinction between “external time” and
“personal time”. How does Lewis’ distinction compare with
McTaggart’s distinction above?
Paragraph 3: Explain how, for Lewis, time travel is possible, even if
strange. What is a “person”, for Lewis? What then is “personal
identity”? How would the structure of a person over time, as Lewis
characterizes this form of personal identity, entail that a person could
travel either forward into the future or back into the past and encounter
“himself”/”herself”/”theirself” in a past or a future time?
Paragraph 4: Briefly: Do you find time travel, per Lewis, intuitively
possible? You may, if you like, consider the popular film “Back to the
Future” (1986), or you may consider how our imagination in science
fiction scenarios may address the possibility of time travel.
A U G U S T I N E ’S P R A G M A T I C P A R A D OX E S 173
became more alarming as philosophers became increasingly
persua.
Sheet1PMGT 576 Assignment Rubric – Unit 8 Assignment20Is the Lean .docx
Sheet1PMGT 576 Assignment Rubric – Unit 8 Assignment20Is the Lean Canvas complete? Do each of the canvas sections demonstrate a clear understanding of the question or item posed? 20Do each of the canvas sections provide a clear, concise, and reasonable approach or description in addressing each one?20Does the canvas demonstrate creativity and innovation in addressing each of the sections?25The text is grammatically correct and there are no spelling or punctuation errors. 15Total100
CBIO Lab: Mitosis and Meiosis p. 1/10
Name:_________________________
Instructor: ___________ Section: ___
MITOSIS AND MEIOSIS
One of the tenets of cell theory is that all cells come from pre-existing cells. All individual
organisms begins with one cell, and yet in multicellular organisms the number of cells in the
adult may be in the trillions. This requires cells to repeatedly divide during the life of an
organism.
The average adult human body is made up of about 37 trillion cells. Of these, approximately 50
billion are fat cells and 2 billion are heart muscle cells. By the time you finish reading this
sentence, 50 million of your cells will have died and been replaced by others. Human cells are
estimated to divide nearly 2 trillion times every day. Amazingly, humans contain at least 10
times as many bacteria cells as human cells. The 100 trillion bacterial cells are much smaller
than human cells and have a faster generation time.
Mitosis and meiosis are two processes that produce new cells through cell division, which occurs
as a part of the cell cycle. The new “daughter” cells produced by these processes are quite
different because they have different purposes. These differences occur because the processes
have several key differences as outlined in the video lecture. You will be doing several lab
activities examining mitosis and meiosis and what can happen if problems occur during these
cell division processes.
Why are we doing this lab?
1. To gain a better understanding of the mitotic and meiotic processes of cell division that
occur in humans and all other animals.
2. To examine how issues in mitosis and meiosis can lead to diseases and disorders in
humans.
CBIO Lab: Mitosis and Meiosis p. 2/10
Background: Phases of mitosis
For each phase, draw and label:
a. Chromatin or chromosomes
b. Centrosomes
c. Microtubules/spindle
d. Cell membrane
CBIO Lab: Mitosis and Meiosis p. 3/10
Activity 1: Mitosis under the microscope
1. Use Google images of mitosis (Google “mitosis of onion root tip”) to identify cells in
interphase and all phases of mitosis.
Cells in…Interphase will have chromatin, not distinct chromosomes
Prophase will have distinctly visible chromosomes
Metaphase will have chromosomes lined up along the equator of the cell
Anaphase will have chromosomes separating at the centromeres
Telophase will have chromosomes decondensing into chromatin and a .
Sheet1Presentation by Tony StudentSlide NumberSlide TitleSlide Tex.docx
Sheet1Presentation by Tony StudentSlide NumberSlide TitleSlide TextNarrativeComments1Social Media in the WorkplaceTitle Slide2Introduction“Twitter is not a technology, it’s a conversation – and it’s happening with or without you.” – Charlene Li, author
Over 306 million active Twitter users send 500 million Tweets daily *Hello, my name it Tony Student, I currently work as an Information Security Manager at a financial services firm in the Washington DC Metro area and am responsible for securing a multi-trillion dollar financial platform. Part of my responsibilities is to provide training and awareness on topics that deal with Information Security including the use of Social Media in the Workplace.
Social media is a powerful platform which helps connect people. According to Charlene Li, author of Groundswell, “Twitter is not a technology, it’s a conversation – and it’s happening with or without you.”
Consider the fact that every minute of every day roughly 5,800 tweets are posted to the Twitterverse. This amounts to over 500 million tweets daily! That statistic definitely echoes the sentiment of Charlene Li and is an important thing to consider when it comes to business. Social media can become a positive part of promoting a company's brand and allows a business to provide supreme customer service.3AgendaSocial Media Primer
Five Leading Practices on Social Media
Best Buy Case Study
Closing Remarks
Questions and AnswersFor today's agenda we are going to cover the following topics:
Social Media Primer - Which will provide insight into what social media is and its purpose
Five Leading Practices on Social Media - Tips on the appropriate use of Social Media
Best Buy Case Study - An example of how one big box retailer sets the tone and expectation on social media for business use
Closing Remarks - Final thoughts one how transformative social media can be for business
Questions and Answers - To be able to provide some time to answer those burning questions that you didn't realize you had until you saw this material.4Social Media PrimerAn online medium for social collaboration *
It’s all about the content
Pictures
Videos
Music
Social Media can enable business
Platforms include LinkedIN, Twitter, Facebook, etc.
According to the English Oxford Living Dictionary, Social Media are "Websites and applications that enable users to create and share content or to participate in social networking."
In other words, social media in an online medium for social collaboration. All said and done, it's all about the content that people and companies produce and publish to the masses. The platform is an enabler for businesses to create accessibility for consumers to producers of a product or idea.
Examples of social media platforms that you may already be familiar with include, LinkedIN, a professional social networking site; Twitter, a microblogging site, and Facebook which originally started out as a place for college folks to collaborate and quickly turned .
Sheet1Pretax IncomeYang, Ziyun make sure to add back income t.docx
Sheet1Pretax Income
Yang, Ziyun: make sure to add back income tax paid through Nov. See account 999 Nov balance.
Subject to State Taxes- 0State Tax- 0Subject to Fed Taxes
Yang, Ziyun: State Taxes can be deducted from Fed taxable income
- 0Progressive ratefirst 50,000 @15%7,500next 25,000 @ 25%6,250remainder @ 34%(25,500)Fed Tax(11,750)Federal Surtax
Yang, Ziyun: 5% on income over $100,000, surtax not to exceed $11,750
- 0
Yang, Ziyun: Updated in V2
Total Fed Tax(11,750)Total Income Tax(11,750)Less: Income Taxes Paid
Yang, Ziyun: Paid taxes through Nov. See account 999 Nov balance.
72,000Tax accrual
Yang, Ziyun: debit exp, credit payable
(83,750)
Sheet2
Sheet3
Research question
Human factors for changes in natural geology
Ivan Tai
Humans as major geological and geomorphological agents in the Anthropocene: the significance of artificial ground in Great Britain
Since the first prehistoric people started to dig for stone to make implements, rather than pick up loose material, humans have modified the landscape through excavation of rock and soil, generation of waste and creation of artificial ground. In Great Britain over the past 200 years, people have excavated, moved and built up the equivalent of at least six times the volume of Ben Nevis.
Simon J. Price
, Jonathan R. Ford
, Anthony H. Cooper
and Catherine Neal
Published:13 March 2011
2
Why I choose this research question?
Because human The natural changes are very large, from climate change to changes in topographical attitudes.
InstructionNarrative and InstructionsRockford Corporation is a wholesale plumbing supply distributor. The corporation was organized in 1981, under the laws of the State of Illinois, with an authorized capitalization of 100,000 sharesof no-par common stock with a stated value of $16 per share. The common stock is sold over thethe counter in the local area. You have been hired as of Thursday, December 25, 2018, to replace thecontroller, who has resigned. As controller, you are responsible for the corporation's accountingrecrods, preparation of the financial statements, safeguarding the corporate assets, and providingmanagement with financial information to set prices and to monitor and control operations. Rockford Corporation closes its books annually on December 31 but prepares financial statementsquarterly. Adjusting entries are posted to the general ledger only at year-end; at the end of the first, second, and third quarter the adjustments are entered only on a work sheet, not in the generalledger. Therefore, the adjusting entries to be recorded on December 31 are annual adjustments that you must journalize and the post to the general ledger accounts before preparing the financial statements.Rockford Corporation maintains a perpetual inventory system and takes a physical count each yearto adjust the inventory carrying amount. Purchases are recorded at the gross amount (discountstaken are recognized at the date of payment) of.
Sheet1PMGT 576 Assignment Rubric – Unit 7 Assignment20Are all of t.docx
Sheet1PMGT 576 Assignment Rubric – Unit 7 Assignment20Are all of the 8 steps presented? Do the key elements of each step demonstrate a clear understanding of the concept? 25Is the importance of the step provided in a clear and concise manner? Is the approach to implementing each step reasonable and logical?20Do the strategies presented regarding staying on track, diagnosing the gaps, and managing resistance make sense and offer a good chance for success if implemented properly? 20The text is grammatically correct and there are no spelling or punctuation errors. 15Total100
Harrisburg TEXTILE CO.
(Kotter’s 8 stages Approach)
A Case Study Assignment
1
1
ORGANIZATIONAL CHANGE PROCESS
Harrisburg Textile Co.
In this assignment your team is the change management division at Harrisburg Textile.
Your leadership team has decided to use Kotter’s 8 step model to implement change and to transform the Harrisburg Textile into an Agile Lean organization.
Your team has been tasked with developing a plan to implement Kotter’s 8 step model and to provide the plan in a PowerPoint presentation to the company’s senior leaders within one week.
Using the information about the company and your knowledge of change management in general, and Kotter’s 8 step model in particular, your team is to design this presentation following the template provided. This presentation should be 8 to 12 slides in length with sufficient detail provided to allow for easy understanding by the senior leaders (i.e. your instructors!)
ORGANIZATIONAL CHANGE PROCESS
Harrisburg Textile Co.
Company Information: Harrisburg Textile is a family owned company in the fashion and textile industry. Harrisburg Textile manufactures its own designs, operates two small retail stores, offers wholesale products and does some exporting. The company has 50 employees and in its main manufacturing facility operates 39 pieces of machinery.
Short History:
Harrisburg Textile decided to increase the manufacture of certain products it previously outsourced and decided to add to the products they were buying from upscale fashion wholesale companies. This led to increased demands, and the company recognized it had to take steps to remain competitive not only through increasing capacity but through a complete organizational transformation. This rapid growth drove the company’s first step that being to change its business identity from LLC to corporation and Harrisburg Textile’s transformation journey started.
ORGANIZATIONAL CHANGE PROCESS
Harrisburg Textile Co.
The company is faced with a number of issues affecting this transformation. These include:
Globalization, economic crisis and pressures: There is a need to grow, and to adopt new market requirements due to the global environment. Harrisburg Textile recognizes that must expand our borders in marketing, modernize systems and technologies, maintain a competitive advantage over other competitors, institutionalize a.
Sheet1Plan APlan BPro Forma Income Statement AccountsEBIT700100013.docx
Sheet1Plan APlan BPro Forma Income Statement AccountsEBIT7001000130070010001300InterestEBT (EBIT - Interest)Tax Net IncomeTotal Shares OutstandingEPS
.
Sheet1Phase of Business Financal Management needsDebt FinancingEq.docx
Sheet1Phase of Business/ Financal Management needsDebt FinancingEquity FinancingGift FinancingFinancing for StartupsConsumer Banks, Commercial Banks, SBA insured loans, Economic development agencies, Incubators, Accelerators, Leasing companies, Personal credit cardsFriends, family, Angels, Venture capital, direct public offering, CrowdfundingPersonal: Cash, pick up the tab, free use, free work, unpaid labor, overpayment, favored status/sweetheart deal forgiveness, deferralFinancing for GrowthCommercial banks, SBA, Private placement loans, Economic development agency, supplliers, leasing company, personal credit cardself generated funds, venture capital, direct public offering, merger, acquisitionInstitutional: SBIR, STTR grant, state grant, incubator, accelerator, dontated capital, tax abatement
Personal: Cash, pick up the tab, free use, free work, unpaid labor, overpayment, favored status/sweetheart deal forgiveness, deferralFinancing for Operationsfactor receivables, business cc, commercial bank, sba, private placement loans, suppliers, leasing companiesself generated funds, venture capital, direct public offeringInstitutional: SBIR, STTR grant, state grant, incubator, accelerator, dontated capital, tax abatement
Personal: Cash, pick up the tab, free use, free work, unpaid labor, overpayment, favored status/sweetheart deal forgiveness, deferralFinancing for Exitconsumer banks, Commercial Banks, SBA, private placement loans, economic development agencies, sba investment companies, suppliers, leasing companies, lines of creditself generate funds, venture capital, direct public offeringInstitutional: SBIR, STTR grant, state grant, incubator, accelerator, dontated capital, tax abatement
Personal: Cash, pick up the tab, free use, free work, unpaid labor, overpayment, favored status/sweetheart deal forgiveness, deferral
1
Email Communication Responses – No. 1 Employment Law Compliance Plan
Email Communication Responses – No. 1 Employment Law Compliance Plan
From:
To: “CEO Smith” [email protected][email protected]
Date: November 28, 2016
Re: Employment Law Compliance Plan
Mr. Smith:
With reference to the email sent to Nov.1, these are and will be the measures to take regarding your request
With the purpose of improving the operation of the company, it is necessary to review and update the policies of the company, as well as everything related to labor laws. This will provide the necessary means to comply with what is established by law and in turn with the company staff. If everything related to these issues is kept up to date, errors are less likely to be made when corrective measures are taken, just as it is of the utmost importance that all the members of the directive know in depth the laws that protect the workforce in all aspects. It is necessary to carry out the appropriate training as soon as possible. Remember that as a team, meeting these requirements is completely necessary.
Every decision taken, entails a res.
Sheet1PeriodEngine Failures(a) 4-period moving average(b) weighted.docx
Sheet1PeriodEngine Failures(a) 4-period moving average(b) weighted moving average with weights of (6,3,1)(c) simple exponential smoothing with alpha=0.4 and period 2 follows naïve forecast(d) trend projection11552178326642955330632873768398Questions1. Please plot the data and describe the patterns2. Generate forecasts for all possible periods using above four methods3. Compute MAPE and explain which method you would recommend
Reflection
The module began with assessing the current teaching approach deployed by
teachers in class. As such, I noted that teachers are using theory for grading the
students instead of evaluating their practical skills. The pre-assessment given at the
inception of this module showed that only 18% of the 26 students in my
manufacturing class scored at the proficiency level while 70% of the students score
at a lower level between 59 percent and Zero. Based on this data, I found it
necessary to assess my students using Portfolio Assessment rubrics. This assessment
has been used before solely focused on the theoretical assumptions taught in class
while neglecting the practical skills. In this regard, the portfolio needs to be
changed to incorporate the practical skills. Thus, the portfolio will be structured to
integrate practical assessment for grading the students’ performance. Besides, the
evaluation approach has to be changed from a system that solely assesses the
student’s knowledge to one that can evaluate the student’s competence and abilities.
The portfolio assessment is a collection of purposeful documents that gives the
outlay on how tasks are completed and competency amongst the learners is
developed. Interest in using portfolio assessment in the class is developed as part of
moving away from the traditional approach used by instructors on grading based on
theory rather than ascertaining the student’s practical skills. In the past, the students
have been assessed through the class-based teaching practice to prove that they
had acquired the skills relayed by the instructor. It is through this that I felt the
teaching approach was not sufficient to enable the learners to grasp the required
competence and skills. To solve the issue of enhancing teaching and learning, I think
it is important for the teachers to practice the assessment through the use of a
portfolio with a different module, practicum. The integration of practicum module for
assessing the students is important as this enables the learner to acquire specific
techniques that are imperative for future success. Additionally, there are some
techniques that can be learned through actual experience. While theoretical
teaching might have been ideal in the past, the students should be assessed based
on their practical skills as it enhances a deeper understanding of concepts through
personal experience.
Notably, when I came in, the students had a problem with articulating what they
know with.
Sheet1Participant#Verbal Label Condition (Smashed or Hit)Age Condi.docx
Sheet1Participant#Verbal Label Condition (Smashed or Hit)Age Condition (Under 60 years or Over 60 years)Speed (mph)Broken Glass? (Y or N)GenderAgeRaceEthnicityEV2HitOver 6040YMale74WhiteCuban-AmericanTV3HitOver 6055YFemale65From multiple racesFrom multiple Spanish, Hispanic, or Latino groupsEV3SmashedUnder 6070NFemale22From multiple racesI am not Spanish, Hispanic, or LatinoJT1SmashedUnder 6050YMale18AsianI am not Spanish, Hispanic or LatinoDB3SmashedOver 6025NFemale63Black or African-AmericanI am not Spanish, Hispanic or LatinoDB4SmashedUnder 6050YFemale31Black or African-AmericanI am not Spanish, Hispanic or LatinoJT2HitUnder 6045YFemale19Black or African-AmericanI am not Spanish, Hispanic or LatinoDB2HitOver 6065YMale62WhiteI am not Spanish, Hispanic or LatinoDB1HitUnder 6060NMale31Black or African-AmericanI am not Spanish, Hispanic, LatinoDJC4SmashedUnder 6024NFemale24AsianI am not Spanish, Hispanic, or LatinoDJC1HitOver 6060NFemale67WhiteI am not Spanish, Hispanic, or LatinoDJC2HitUnder 6045NFemale23WhiteI am not Spanish, Hispanic, or LatinoDJC3SmashedOver 6062YMale62WhiteI am not Spanish, Hispanic, or LatinoLM4HitOver 6070NFemale62From multiple racesI am not Spanish, Hispanic, or LatinoLM3SmashedOver 6040NFemale61WhiteI am not Spanish, Hispanic, or LatinoPH1SmashedUnder 6060NFemale27WhiteI am not Spanish, Hispanic, or LatinoLM4SmashedUnder 6080NFemale31Some other raceSome other Spanish, Hispanic, Latino groupPH4HitOver 6080NFemale71Some other race (Hispanic)Some other Spanish, Hispanic, Latino groupPH2SmashedOver 6050NFemale60Some other race (Hispanic)Puerto RicanPH3HitUnder 6025NFemale28Some other race (Hispanic)Puerto RicanLM2HitUnder 6060NFemale35From multiple racesPuerto RicanTV2SmashedUnder 6040NFemale36Some other race (Hispanic)Puerto RicanTV1HitUnder 6050NFemale40From multiple racesSome other Spanish, Hispanic, Latino groupDA2HitOver 6050NMale62Some other race (Hispanic)Some other Spanish, Hispanic, Latino groupDA1SmashedOver 6055NFemale65Some other race (Latino)Some other Spanish, Hispanic, Latino groupDA4HitUnder 6030YMale21Some other race (Latino)Some other Spanish, Hispanic, Latino groupDA3SmashedUnder 6035NMale19Some other race (Latino)Some other Spanish, Hispanic, Latino groupEV4HitOver 6040YFemale61WhiteSome other Spanish, Hispanic, Latino groupTV4SmashedOver 6055YFemale60WhiteSome other Spanish, Hispanic, Latino groupJT4SmashedOver 6050NMale66From multiple racesSome other Spanish, Hispanic, Latino groupJT13HitOver 6060YMale62Black or African-AmericanSome other Spanish, Hispanic, Latino groupJT14SmashedUnder 6070YMale30Black or African-AmericanSome other Spanish, Hispanic, Latino groupJT12HitUnder 6060YMale37Some other race (Hispanic)Some other Spanish, Hispanic, Latino groupJT11SmashedOver 6090NFemale67Black or African-AmericanSome other Spanish, Hispanic, Latino groupJT3HitOver 6080NFemale62Some other race (Hispanic)Some other Spanish, Hispanic, Latino groupEV1SmashedUnder 6025NFemale21WhiteN/A
Final Course Assignment.
Sheet1No.Strengths (3)Weaknesses (2)Recommendations (2)Evidence (u.docx
Sheet1No.Strengths (3)Weaknesses (2)Recommendations (2)Evidence (used once only)Theory1Functional orientation
- evidence
- tangible product adv (features, performances, benefits)Inconsistent Messages
(say, do, confirm)It is recommended that supermarket A is to include the term 'wsl' in adv so as to .. Result of implementing consequences theory (journals on this theory)Strength 12Symbolic/experiential orientation
- cartoons, facial expressions, colours, pictures, animations
- emotional
- price ('8' - lucky/prosperity, '9' - longevity)ConsequencesStrength 23Category-dominance orientation (strengths only)
- brand name/logo of adv (evidence)
- e.g. FairPrice advertisement, Rolex, key sponsorsTrustworthinessStrength 34TOMASymbolic/experiential orientationSymbolic/experiential orientationWeakness 15Hierarchy EffectFunctional orientationFunctional orientationWeakness 26CPMAttributes
- what attracts ann advertisement
- features, product image, design, benefitsAttributesAttributesLaddering ProcessConsequences
- adv/benefits of using advertised products/services
- must believe/buy/agree your benefits & advConsequencesConsequencesValues
- quality
- experience post-purchase
- warranties, (money-back) guarantees, 3rd party endorsement, testimonial evidences, awards won, year of history, reputationValues
- critical weakness is that it lacks of…. Deemed to be a signofocant weakness… failed to apply Value Theory (journals)
- if the whole industry does not offer ____, do not take it as a weakness
- no need for comparisonValuesUnique Selling Proposition (USP)
- Superiority
- Unique
- Distinctive
*trademarks, patents, awards wonBrand Image (Transformational Advertising)
- brand logo
- fashion, prestegious productsResonance
- reflect audience life experience
- testimonial evidences
- before & after imagesResonance
- celebrity not good, lacks worthinessResonance
- change endorser (Jack Neo/Tiger Woods)Emotional
- colours, pictures, images, font size, choice of words, testimonial evidencesEmotional Pre-emptive
- message of superiority
- 'No. 1 top seller brand', 'Voted by many'
- country of originCelebrity Endorser
- TEARS model (credibility & attractiveness)
- trustworthiness, Expertise
- physical attractiveness, respect, similarity (to target audience)
- Brian WongCelebrity Endorser
- Jack NeoCelebrity Endorser
- It is recommended that XXX should engage XXX to endorse in the brand to increase attraciveness, expertise… Celebrity Endorser Theory (journal)Typical-person EndorserTypical-person EndorserTypical-person Endorser
- in order to increase attractiveness, recommended that XXX should engage a typical-person endorser (journal)Humour
- cartoons, facial expressions, vocabHumour
- cartoons, facial expressions, vocab*page 197 - theories
10
100PLUS ACTIVE
Student’s Name
Institutional Affiliation
Date
100PLUS ACTIVE
1. Executive Summary
Within marketing, there is a need to conduct promotions of products through .
Sheet1Moisture content analysis final resultsGroupValue of m3 (g)A.docx
Sheet1Moisture content analysis final resultsGroupValue of m3 (g)A21.459B25 kPa34.35950 kPa18.771C19.282D17.816E23.651F26.148GTBCH28.664
LEEDS BECKETT UNIVERSITY
CIVIL ENGINEERING
GEOTECHNICAL ENGINEERING: APPLICATION & THEORY (BEng)
Laboratory Experiment:
Undrained triaxial compression test (without pore water pressure measurement) BS
1377: Part 7: 1990.
Object of Experiment:
To determine the undrained shear strength of a soil using the triaxial compression test.
Theory/Apparatus:
The apparatus consists of a cell, which is filled with water under pressure; the
specimen is loaded vertically, via a proving ring to measure load.
Triaxial Cell
The vertical load on the specimen is increased until failure occurs, the vertical strain
being recorded at the same time using a dial gauge. The test is repeated on different
specimens from the same soil, using different values of cell pressure.
254
Stresses on specimen in Triaxial Cell
Cell Pressure Deviator Stress =P/A 1=3+P/A
1 = major principal stress
3 = minor principal stress
Therefore, P/A = (1-3) =Deviator stress
The deviator stress is the load on the specimen, P, divided by the cross sectional area
of the specimen. However, as the sample is compressed during the test, the cross
sectional area will increase. Therefore, in calculating the deviator stress an allowance
for the change in area must be considered.
For the calculation of deviator stress, it is assumed that the volume of the specimen
remains constant and that the sample will deform as a cylinder, e.g.
100%
o
X
Strain
L
1 3
P
Deviator stress
A
where P = vertical load, which is measured by a proving ring (kN)
A = Area calculated using the following method;
( ) )o o o oVolume V A L AL A L X
255
1
o o
o
V A
or A or A
L X
Method:
1. Extrude the sample from the tube and trim to size - soil sample of 38mm
diameter and 76mm long.
2. Sleeve the sample with the rubber membrane.
3. Put the sample on the pedestal at the bottom of the cell and seal with the
rubber ring. Place the loading cap on top of the sample and seal with rubber
ring, before securing top drainage tube.
4. Mount the cell over the sample and fill as per the
Flooding Triaxial Cell checklist.
5. Set-up the test with the Clisp Studio assistant, and complete the
Pressurising Triaxial Cell checklist before running the test stages.
6. When test stages are complete, end the test via Clip Studio and complete the
Draining Triaxial Cell checklist.
Results and Calculations:
• Sketch the failure mode of each sample.
• Calculate the moisture content of the soil as per Appendix A.
• Calculate the results as follows:
(i) For each sample tested:
• Find the failure strain (either the final value or.
Sheet1ManhattanBrooklynQueensThe BronxStaten IslandEducationMarita.docx
Sheet1ManhattanBrooklynQueensThe BronxStaten IslandEducationMarital 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.
Sheet1Learning Solultions NameVersion NumberMediumTypeLessonSc.docx
Sheet1Learning Solultions Name:Version NumberMedium/Type:Lesson/ScenarioTaskOrderEventfunctionality descriptionGraphicsTextAnimationName the taskprovide name of screen/window/tab that is either new or needs to be modifieddescribe level of functionality needed - fully functional, view only, part functional part view only, etc.File names of screenprint JPEGs, gifs, tifs, and pngs.Text that must be programmed inDescribe internal movements or animations requiredLogin1Logon screenEntered text needs to move to the next screenlogin_dialog.jpgEnter your user name and password. For this exercise, use the name "student" and the password "learn".An arrow point to the login box.
What is the final product's medium (e.g., .SWF, .PPT, .PPS. Video, .WAV)
Think of sub-section as lesson or scenarios within the larger learning solution.
Sheet2
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ALL STAR CAFÉ
NOVEMBER 2018
SALES PROFITS AND OPERATIONS
ACTION PLAN
MISSION STATEMENT: TO PROVIDE THE FRESHEST HIGH-QUALITY FOODS AND BEVERAGE PRODUCTS,
SERVED BY A FULLY TRAINED AND KNOWLEDGEABLE WELL TAKEN CARE OF STAFF PRODUCING,
OUTSTANDING PROFITS FOR OUR OWNERS
1) PERFECT EXECUTION OF OUR COMPANY’S MISSION STATEMENT AND CORE VALUES
BREAKDOWN
A. FRESHEST HIGHEST QUALITY PRODUCT INSURE PROPER RECEIVING, DATING, ROTATION OF
THE PRODUCT, PROPER INVENTORY LEVELS, INSURE ACCURATE ORDERS FOR LEVELS AS
WELL AS PREPARED PRODUCT
B. HIRE, TRAIN AND DEVELOP A KNOWLEDGEABLE STAFF THAT IS PAID APPROPRIATELY AND
GIVEN INCENTIVES TO MAINTAIN OPTIMAL PERFORMANCE. CONDUCT REGULAR EMPLOYEE
REVIEWS AND KEEP ISSUES OF COMMUNICATION OPEN
C. INSURE OPTIMAL PROFITS BY ENSURING THE BEST INDUSTRY PRICING MAKING SURE THAT
MARGINS ARE CONSISTENT WITH THE INDUSTRY.
2) ENSURING MANAGEMENT AND STAFF ADHERE TO POLICIES, PROCEDURES AND PROTOL
MANAGEMENT, STAFF AND SHIFT MEETINGS.
● BREAKDOWN- HAVE EMPLOYEE HANDBOOK AVAILABLE
● HAVE REGULAR STAFF AND MGMT MEETINGS
● SET POLICIES THAT ARE NOT CURRENTLY ENFORCED, DOCUMENTED.
3) RESPONSIBLE PARTY IS MAINTAINING A CLEAR ORGANIZED FACILITY
● USE OF CHECKLISTS
● STAFF UNDERSTAND EQUIPMENT
● STAFF UNDERSTANDS THEIR RESPONSIBILITIES
4) EFFECTIVE OVERSIGHT OF STAF IN CONSTRUCTION WITH MOMT TEAM AND HOW TO IDENTIFY
KEY PERSONNEL.
● REGULAR STAFF EVALUATION
● REGULAR STAFF PEP TALKS
REGULAR STAFF TRAINING SESSIONS
5) MONITORING THE DAILY+WEEKLY+MONTHLY FINANCIAL CONTROL SYSTEMS INCLUDING FLASH
REPORTS, INVENTORIES, EVALUATION, RECEIVING OF PRODUCT, MONITORING OF INVOICING,
S.P.M.H+ PRODUCTIVITY
A. UPDATE P.O.S, ASAP
B. BREAKDOWN OF REPORTS
C. ACCURATE REPORTING OF ALL MONITORED COSTS
6) OVERALL DEVELOPING AND CULTIVATING AN ENVIRONMENT AND CULTURE OF HIGH ENERGY
AND GUEST FIRST ORIENTED ATTITUDE THAT MOTIVATES AND PROMOTES TEAMWORK.
A. MANAGEMENT LEADS
B. STAFF ACCOLADES
C. ENERGY IS CONTAGIOUS!
7) ABILITY OF PERSONEL TO EVALUATE, ORGANIZA AND PRIORITIZE ACTIVITIES AND
RESPONSIBILITIES, INCLUDING LABOUR MANAGEMENT, EM.
Sheet1LMH10090H80M70L605040302010NumberRisk NameFull Risk CostRisk.docx
Sheet1LMH10090H80M70L605040302010NumberRisk NameFull Risk CostRisk ProbabilityFactored Risk costRisk Impact to ProjectRisk Mitigation PlanPoint of ContactExpected Risk Retire date1$20,00020%$4,000L2$03$04$05$06$07$08$09$010$0$0$0
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Case Study:
Edward Bernays
Public Relations Pioneer
Who was Edward Bernays?
Born in Vienna in 1891, distant nephew of Sigmund Freud
His approach to public relations was to use symbols and the mass media to engineer consent
He claimed the public was essentially reactive
But the rise of the middle class meant that there was no longer the ruling class and the uneducated masses who followed dumbly . . .
What did he believe?
This emerging new social strata needed to be controlled and led.
He believed in a completely hierarchical view of society: the intelligent few have been charged with the responsibility of contemplating and influencing the tide of history and of dealing with the masses.
How did he deal with the masses?
Used sociology, psychology and economics and applied them to the messages and methods
He saw the PR expert as an applied social scientist educated to use an understanding of these three fields to influence and direct public attitudes (in a democratic society!)
How did he deal with the masses?
“The conscious and intelligent manipulation of the organized habits and opinions of the masses is an important element in a democratic society. Those who manipulate this unseen mechanism of society constitute an invisible government which is the true ruling power of our country.”
Edward Bernays
What is PR?
“Of course, you know, we don’t deal in images, we deal in reality.”
For Bernays, PR was about creating and projecting credible renditions of reality itself.
He called news any overt act which stands out of the routine.
A PR expert carries out an overt act to interrupt the routine to bring out a response.
PR is the science of creating circumstances which do not appear to be staged.
Edward Bernays
“The public relations counsel sometimes uses current stereotypes, sometimes combats them and sometimes created new ones. In using them, he very often brings to the public a stereotype they already know, to which he adds new ideas, this fortifies his own and gives a greater carrying power.”
Edward Bernays
He fully believed that to manipulate the public, one must know its public as well as know who influences that public
PR experts, as molders of public opinion, must be ongoing monitors of social attitudes.
Edward Bernays
Part of this influencing involved using the implied authority, i.e. the social power of certain groups or leaders
E.g. “Damaged Goods” – he promoted a play about syphillis by securing members of high society and doctors as advocates
To encourage people to eat more bacon, he launched a campaign in which a doctor promoted the benefits of a hearty breakfast
Lucky Strikes
In 1929, Bernays was hired by the tobacco company that made Lucky S.
Sheet1Item Price# of ItemsTotal PriceCups$1.896$11.34Plates$1.506$.docx
Sheet1Item Price# of ItemsTotal PriceCups$1.896$11.34Plates$1.506$9Spoons$0.9710$9.70Forks$1.1010$11knifes$1.0510$10.50Beverage$2.895$14.45Food$1501$150Candy$4.687$32.76Cake$651$65Napkins$3.697$25.83Total $339.58Budget $400$60.42
1
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A
B
C
D
Item
Price
# of Items
Total Price
Cups
$1.89
6
$11.34
Plates
$1.50
6
$9
Spoons
$0.97
10
$9.70
Forks
$1.10
10
$11
knifes
$1.05
10
$10.50
Beverage
$2.89
5
$14.45
Food
$150
1
$150
Candy
$4.68
7
$32.76
https://www.wordsmyth.net/
This is a free, multilingual online encyclopedia whose entries can be directly edited or added to by anyone who has access to the Web. I think is very helpful and is going to be a good recommendation tor students.
Chapter 2
Computer Applications in Education
INSTRUCTIONAL SOFTWARE
Programs developed specifically to deliver or assist with student instruction on a topic
*
3.*
Instructional Software ClassificationsDrill and Practice skill practiceTutorial information delivery Simulation demonstrationexploration
Instructional Games
skill practice
exploration
Problem Solving
skill practice
exploration
*
3.*
Problem of Identifying Types of SoftwareToday’s software packagesHard to classifySeveral different activitiesOverlap of functions in one packageExample: Reader RabbitDrill activitiesProblem solvingGames
3.*
Recent Trends in Software Design and DeliveryMultimedia elementsOnline access and componentsRenewed emphasis on directed strategies and networked systems
*
3.*
DRILL AND PRACTICE
TypesFlashcard activityBranching drillExtensive feedback activities
Criteria for well-designed programs Control over presentation Appropriate feedback Answer reinforcement
*
3.*
DRILL AND PRACTICE
Benefits Immediate feedbackMotivationalSaves teacher time
Limitations and problems
Perceived misuses
Criticism by constructivists
*
3.*
DRILL AND PRACTICE
Ways to useTo supplement or replace worksheetsTo assist in preparing for objective tests
Guidelines for useSet time limitsAssign individuallyUse learning stations
*
3.*
TUTORIALS
Tutorial typesLinear tutorialsBranching tutorials
Criteria for well-designed programs Extensive interactivity Thorough user control Appropriate pedagogy Adequate answer- judging and feedback Appropriate graphics Adequate record keeping
*
3.*
TUTORIALS
BenefitsImmediate feedbackMotivationalSaves teacher time
Limitations and problems Criticism by constructivists Hard to find Reflect only one instructional approach
M. D. Roblyer
Integrating Educational Technology into Teaching, 4/E
Copyright ©2006 by Pearson Education, Inc.
Upper Saddle River, New Jersey 07458
All rights reserved.
*
3.*
TUTORIALS
Ways to useSelf-paced reviewsAlternative learning strategiesWhen teachers are not available
Guidelines for useAssign individuallyUse learning stations or individual checkout
M. D. Roblyer
Integrating Educational Technology into Teaching, 4/E
Copyright ©2006 by Pearson Education, Inc.
Upper Saddl.
Sheet1In_OutAustralian_CityInternational_CityAirlineRoutePort_Coun.docx
Sheet1In_OutAustralian_CityInternational_CityAirlineRoutePort_CountryPort_RegionService_CountryService_RegionStopsAll_FlightsMax_SeatsYearMonth_numOGold CoastWellingtonJetstarOOL-WLGNew ZealandNew ZealandNew ZealandNew Zealand018324020181ICairnsHong KongCathay Pacific AirwaysHKG-CNS-BNEHong Kong (SAR)NE AsiaHong Kong (SAR)NE Asia018451820177OSydneyShanghaiQantas AirwaysSYD-SHAChinaNE AsiaChinaNE Asia031920720143IMelbourneDubaiEmiratesDXB-KUL-MELUnited Arab EmiratesMiddle EastUnited Arab EmiratesMiddle East13111284201010OGold CoastAucklandVirgin AustraliaOOL-AKLNew ZealandNew ZealandNew ZealandNew Zealand09162020064ISydneyQueenstownAir New ZealandZQN-SYDNew ZealandNew ZealandNew ZealandNew Zealand081216200710IPerthDenpasarIndonesia AirAsiaDPS-PERIndonesiaSE AsiaIndonesiaSE Asia0731314020126OMelbourneDubaiEmiratesMEL-SIN-DXBUnited Arab EmiratesMiddle EastUnited Arab EmiratesMiddle East1291058820086OMelbourneBangkokThai Airways InternationalMEL-BKKThailandSE AsiaThailandSE Asia0601752020086OSydneyAucklandVirgin AustraliaSYD-AKLNew ZealandNew ZealandNew ZealandNew Zealand026468020138OBrisbanePort MoresbyVirgin AustraliaBNE-POMPapua New GuineaIslandsPapua New GuineaIslands017306020106IBrisbaneHonoluluAir AustraliaHNL-BNEUSAN AmericaUSAN America061638201112OSydneyShanghaiQantas AirwaysSYD-SHAChinaNE AsiaChinaNE Asia0308786201411IMelbourneSingaporeQantas AirwaysSIN-DRW-ADL-MELSingaporeSE AsiaSingaporeSE Asia28237620066OSydneyBeijingAir ChinaSYD-SHA-BJSChinaNE AsiaChinaNE Asia122487620063ISydneyHong KongVirgin Atlantic AirwaysLON-HKG-SYDHong Kong (SAR)NE AsiaUKEurope031954820125OPerthJakartaGaruda IndonesiaPER-JKTIndonesiaSE AsiaIndonesiaSE Asia017163220081OSydneyPort MoresbyAir NiuginiSYD-BNE-POMPapua New GuineaIslandsPapua New GuineaIslands17161020066OGold CoastTokyoJetstarOOL-TYOJapanNE AsiaJapanNE Asia0301005020153OPerthDenpasarGaruda IndonesiaPER-DPSIndonesiaSE AsiaIndonesiaSE Asia0609720201211OSydneyJohannesburgQantas AirwaysSYD-JNBSouth AfricaAfricaSouth AfricaAfrica026907720105ISydneyTokyoJapan AirlinesTYO-SYDJapanNE AsiaJapanNE Asia03113927200312ISydneyLos AngelesQantas AirwaysLAX-SYDUSAN AmericaUSAN America06823402200512ISydneyAucklandQantas AirwaysAKL-BNE-SYDNew ZealandNew ZealandNew ZealandNew Zealand12336201412IGold CoastChristchurchAir New ZealandCHC-OOLNew ZealandNew ZealandNew ZealandNew Zealand09148420133OMelbourneAucklandQantas AirwaysMEL-AKLNew ZealandNew ZealandNew ZealandNew Zealand0601416020049OSydneyKuala LumpurMalaysia AirlinesSYD-KCH-KULMalaysiaSE AsiaMalaysiaSE Asia18214920056IMelbourneGuangzhouChina Southern AirlinesCAN-MELChinaNE AsiaChinaNE Asia031799820127IMelbourneHo Chi Minh CityVietnam AirlinesHAN-SGN-MELVietnamSE AsiaVietnamSE Asia0134394200710IBrisbaneQueenstownVirgin AustraliaZQN-BNENew ZealandNew ZealandNew ZealandNew Zealand0118020135OSydneyPort MoresbyAir NiuginiSYD-POMPapua New GuineaIslandsPapua New GuineaIslands08117220144IMelbourneSingaporeEmiratesDXB-SIN-MELSingaporeSE AsiaUnited Arab EmiratesMiddle East030.
Sheet1Issue LogDateIssue #Issue DescriptionImpact on ProjectDate R.docx
Sheet1Issue LogDateIssue #Issue DescriptionImpact on ProjectDate ReportedReported ByAssigned ToPriority(M/H/L)Due DateStatusComments123
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Information Systems Failure at Integrated
Solution
s
Integrated
.
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- 1. Sheet1project codeproject nameEmployeesQB280001Account Management Team for 3 yearsEngineer 1QB280002Test & Maintenance DesignEngineer 2QB280003Chino Jr MEER UpgradeEngineer 3QB280003Chino Phase 1Engineer 4QB280004PM & PA Dedicated ResourcesEngineer 5QB280005CISEP - LugoEngineer 6QB280006CISEP - VincentEngineer 7QB280007CISEP - MiralomaEngineer 8QB280008CISEP - El DoradoEngineer 9QB280009Ultra SE Test Engineer 10QB280010RCRO - Rancho Cucamonga Reg OfficeEngineer 11QB280011Santiago - ACSEngineer 12QB280012Red Bluff CRAS ACSEngineer 13QB280015Shawnee Substation ...Engineer 14QB280016Lugo Gate RemovalEngineer 15QB280017Valley DFR PMUEngineer 16QB280018Devers DFR PMUEngineer 17QB280019Devers PerimeterEngineer 18QB280020Palm Springs SC - ...Engineer 19QB280022Arrowhead Service CenterEngineer 20QB280023VictorvilleEngineer 21QB280024Menifee Door ReplacementEngineer 22QB280025Badge StockEngineer 23QB280026Redlands SCEngineer 24QB280027Devers Retrofit MEEREngineer 25QB280028Threat AssessmentEngineer 26QB280029San Bernardino DFR PMUEngineer 27QB280030Ontario SC- Security UpgradeEngineer 28QB280031Video WallEngineer 29QB280032Ontario SC- Garage DoorEngineer 30QB280033Valley ABEngineer 31QB280034Threat AssessmentEngineer 32QB280035Chino Air NVR RefreshEngineer 33QB280038Barstow (Upgrade)Engineer 34QB280039Rancho Vista Driving School PIDSEngineer 35QB280040Westminster SSID PedestalEngineer 36QB280041Mountainview 9 / 40 NVR RefreshEngineer 37QB280041Mt View Gen Stn NVR RefreshEngineer 38QB280041Mountainview SubEngineer 39QB280042Viejo Sub Telecom RackEngineer 40QB280043Miraloma Sub DFREngineer 41QB280044Westminster CF Gate AccessQB280045Rector Sub Test & MaintenanceQB280046
- 2. Mesa Sub RedesignQB280047Santa Ana Sub Lyon Gate Ped Gate AddQB280048PIV 1 Lobby Cam AddsQB280049PIV 2 Lobby Cam AddsQB280051Orange Coast SC Monitor AddQB280052Palm Springs SC Roll Up DrQB280053Fullerton SC Monitor Add 5 Adapt and Rejuvenate: Agile and Learning Organizations iStock/Rawpixel Ltd/Thinkstock Learning Objectives After reading this chapter, you should be able to do the following: 1. Analyze key traits of successful change leaders. 2. Describe how agile organizations approach change compared to traditional ones. 3. Examine the characteristics, levels, and principles of learning organizations. 4. Explain the relationship between learning and change in organizations, the process a company goes through to become a learning organization, and the importance of leadership. 5. Summarize the mind-set that both agile and learning organizations must have in the 21st century. wei82650_05_c05_207-248.indd 207 12/15/15 9:46 AM © 2015 Bridgepoint Education, Inc. All rights reserved. Not for
- 3. resale or redistribution. Introduction Change is the status quo. Companies the world over realize that success depends on their ability to respond to new opportunities and threats as they emerge, and to keep rethinking their strategies, structures, and tactics to gain ephemeral competitive advantages. —Perry Keenan, Stephanie Mingardon, Harold Sirkin, and Jennifer Tankersley Pretest Questions 1. True/False: The traditional leadership traits of decisiveness and composure con- tinue to rank high in current change leadership models. 2. True/False: Agile organizations tend to have a high tolerance for failure. 3. True/False: A learning organization is holistic, which means it considers how the entire industry and business market contribute to its specific goals. 4. True/False: Learning organizations respond well to market swings because they can
- 4. bring in outside marketing experts to advise them on how to react. 5. True/False: In the 21st century, both agile and learning organizations must accept that change demands doing things differently. 6. True/False: Tension can actually be a source of energy and renewal for a learning organization. Hyundai’s current successes may be surprising to those who know its past. The Korean automotive company has shed its former image of producing low-quality, “me-too” vehicles— and the experience of suffering a near collapse in sales in 1998—and replaced it with that of a $66 billion company that controls 5% of the market today (Holstein, 2013). The company’s cars have vastly improved and are moving to the top of the list in quality: J. D. Power and Associates ranked Kia (owned by Hyundai) as number two, behind Porsche, and Hyundai as number four, behind Jaguar (Levin, 2015). This change happened by design, not by chance. Hyundai’s skills in design, product launch, and consumer awareness are credited to its recently implemented product management model. The company’s overall success is attributed to the fact that it has focused leadership; a dynamic culture; competitive strategies; high-quality products; innovative design; operational excellence; shrewd marketing; and an empowered, disciplined workforce.
- 5. wei82650_05_c05_207-248.indd 208 12/15/15 9:46 AM © 2015 Bridgepoint Education, Inc. All rights reserved. Not for resale or redistribution. Introduction Chung Mong-Koo, chair of Hyundai Motor Company, assumed leadership in 2000. He succeeded his father, Chung Ju-Yung, who founded the Hyundai Group. Chung has rejuvenated the workplace, changing Hyundai’s culture and its overall approach to auto manufacturing. The company’s redefined culture emphasizes learning and innovation. This focus became clear in 2009, when Chung began recruiting top-level design talent from Germany, Italy, and the United States (Holstein, 2013) to execute his new design approach: fluidic sculpture, inspired by natural shapes. The company’s new designers are young and keep an edgier, innovative culture that has a degree of fearlessness (Levin, 2015). Chung didn’t make these changes alone. John Krafcik, CEO of U.S. operations, helped Chung implement new strategies to move the company forward through 2013, which employees meticulously executed. Hyundai’s workplace culture operates with a mix of Korean superiors and coordinators who are mostly U.S.-educated and more Westernized than their counterparts in Seoul. Coordinators help bridge communications between Western and Eastern employees and in some ways are equals of the U.S. executives for whom
- 6. they work (Holstein, 2013). As the company expands its global reach, its major concerns include balancing quality with production and innovation with sustainable reliability, while maintaining an entrepreneurial pace in a hypercompetitive environment. Critical-Thinking Questions 1. What are some competitive advantages Hyundai has shown that have contributed to its marketplace success? 2. What changes has Hyundai made to evolve from a low- quality, me-too company to a significant global competitor? (In your answer, refer to concepts in the text as well as specifics in the opening scenario.) wei82650_05_c05_207-248.indd 209 12/22/15 10:21 AM © 2015 Bridgepoint Education, Inc. All rights reserved. Not for resale or redistribution. Introduction Introduction: The Road Ahead We began this text by defining different types of change and showing how organizational change can be diagnosed, planned, and implemented. In the chapters that followed, strategies and methods for sustaining change were presented. Here we examine how organizations can
- 7. adapt to continuous change by emphasizing innovation, creativity, agility, and learning, as is the case with Hyundai. Leading people is a crucial part of whether an organization successfully adapts to continuous change. Although leaders must facilitate and manage change by articulating clear strategies and creating flexible structures, they must also create a culture that sustains not only the “hard” dimensions of change (like strategies, structures, and systems) but also its “soft” dimensions, which involve motivating and developing people to higher performance levels. While transformational change happens rapidly and sometimes dramatically, organizations must also continue to make equally dramatic adjustments to survive and succeed (Paton & McCalman, 2000). At the same time, developing cultures that attract high-quality talent involves learning, innovation, and creativity. Motorola’s 2011 restructuring exem- plifies this type of continuous inno- vation and creativity. The company successfully split from a unified cor- porate parent into Motorola Solu- tions, which houses its businesses that manufacture wireless devices that are sold mainly to enterprises and governments; and Motorola Mobility, which sells cell phones and set-top boxes to consumers. CEO Greg Brown has helped engineer the transformation from cell phone, cable set-top box, wireless network,
- 8. automotive, and barcode scanner divisions to a pure-play public-safety LTE, a network technology that offers high speeds and low lag times over long distances. (Among other uses, it provides first responders with valu- able photos, video, and other infor- mation via police radios equipped with specially designed smartphones and other devices). The turnaround involved trimming $500 million in annual operating expenses in 3 years, changing out 21 of 70 vice presidents, and adding 20% more sales staff (Pletz, 2015). Organizations that plan, implement, and strive to sustain change must continually adapt to unforeseen global competition, uneven economic shifts, new technologies, and the rapid increase of available data. Other challenges may be indirect and less dramatic, such as learn- ing how best to incorporate recent graduates into the workforce when they may lack certain skills because educational systems can’t keep pace with changes in the workplace (Marquardt, AP Photo/Richard Drew CEO of Motorola Solution
- 9. s Greg Brown helped Motor- ola Inc. split into two successful companies, Motorola