...Término de contrato de trabajo Sepa cuáles son las condiciones y procedimientos para poner fin a un contrato de trabajo. Las cosas han estado mal en la fábrica de Don Fernando. Las bajas ventas están causando grandes números rojos, y para salir a flote va a tener que reducir, es decir, despedir personal. Pero, ¿cómo hacerlo? ¿Qué causas legales puede invocar para eso, y qué documentos debe gestionar? ¿Y corresponde pagar indemnización a los trabajadores que despedirá? ¿Cuáles son las causales legales para poner término a un contrato de trabajo? Muerte del trabajador. Mutuo acuerdo entre las partes. Renuncia voluntaria. Vencimiento del plazo convenido en el contrato. Fin del trabajo o servicio que originó el contrato. Caso fortuito o fuerza mayor. Conducta indebida de carácter grave, que debe ser comprobada. Por ejemplo, falta de probidad del trabajador, acoso sexual o conducta inmoral. Negociaciones que ejecute el trabajador dentro del negocio y que aparecen como prohibidas en el contrato. Que el trabajador no acuda a sus labores sin causa justificada durante dos días seguidos, o dos lunes en el mes, o un total de tres días en el mes. Abandono del trabajo por parte del trabajador. Actos, omisiones o imprudencias que afecten el funcionamiento del establecimiento, la seguridad o la actividad de los trabajadores. Daño material causado intencionalmente en las instalaciones, maquinarias, herramientas, útiles de trabajo, productos o mercaderías. Incumplimiento grave de las obligaciones...
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...Question 1. Success of Newell Corporate Strategy The strategy of Newell Corporation can be described as a strategy of related diversification. The diversification strategy may seem unrelated because Newell was acquiring companies from different industries (office products, picture frames, cookware etc.), but in fact the diversification was related on the basis of: 1) Deploying the unique resources of the company (management relationship with retailers, logistics etc.) 2) Using the same channels of distribution (Wall-mart, Kmart, etc) 3) Common characteristics of the products: low-technology, non- seasonal, non- cyclical, non-fashionable . The most representative quantitative data that proves the success of the Newell strategy is 10 years average return of 31% for investors, that was much higher than average market return of 18%. Also we can mention the stable growth of revenues and profit of the company, but these figures may be not very representative, because the growth in revenues could be a result of extensive growth of the company (if you acquire a lot of companies, your sales will grow for sure, but it is not an indicator of success). What is more important is a stable growth in earning per share in 1992-1997 from $1,05 to $1,82. Another indicator of stable financial situation in the company was a high level of liquidity. This fact could be mention not only on the level of competitive strategy, but also on the level of corporate strategy because the policy of relationship...
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...que una mala fe por parte del actor quien en pleno conocimiento de que se le pagaron cada uno de los haberes reclamados, vuelve a requerir su pago y además en la misma confesión judicial reconoce que la empresa nunca falto al pago de haberes, siendo así vendrá a su conocimiento que todas las pretensiones no pueden tener asidero. De la contestación a la demanda y Audiencia Preliminar En la contestación a la demanda se establece claramente que la terminación de las relaciones laborales fue ante la autoridad competente Inspector de Trabajo con la comparecencia de las partes mediante Acta de Finiquito haciendo constar todos los rubros pormenorizados a que tenía derecho acogiéndonos al Art. 169 numeral 6 del Código de Trabajo que determina el caso fortuito o fuerza mayor (plagas de campo) por parte de AGROCALIDAD,...
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...Supplier Power ……….………….…………....………………………………………………………………… 8 Buyer Power ………………………...……..………………………………………….…………….…………… 9 Degree of Rivalry ……………………….………..……………………………………………………………. 10 Threat of New Entrants ……….………....……….……………………………………………………….. 10 Threat of Substitutes …………….……….……………………………………….………………………… 11 Conclusion ....……. ………………..………………………………………………………………………………………….. 12 Problems and Solutions …………………………………………………………………………………………… 12 Works Cited ………………………………………...…………………………………………………………………………... 14 Introduction Gabe Newell, a Harvard drop out, began working for Microsoft in 1983. Newell spent thirteen years at Microsoft and emerged as a “Microsoft Millionaire.” Newell and his co-worker Mike Harrington left Microsoft in 1996 to begin their own company. The inspiration came from another former Microsoft employee named Michael Abrash. Abrash departed Microsoft to assist in creating the video game Quake at ID Software. In 1996, Newell and Harrington signed an LLC contract and founded the private company, Valve Corporation. Valve started off as purely a video game development company. By 1998, Valve had completed their first game titled Half-Life. Half-Life won over 50 game of the year awards and is considered one of...
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...Newell Company-The Rubbermaid Opportunity When performing an internal analysis of Newell Company, a few common denominators of Newell’s businesses can be observed. Newell’s strategy was to acquire companies selling well-branded goods to mass retailers at low profit margins. The after the acquisition of theses companies, they would go through a process known as “Newellization.” The goal of “Newellization” was to align the newly acquired companies with Newell operations, with the end goal of turning profit margin to 10-15% within a period of less than 18 months. The companies targeted typically offered products that had operations similar in nature to Newell existing line of products but also offered growth prospects to develop the company as a whole. This allowed Newell to accomplish an integration of these companies rapidly and help achieve an overall efficiency. All of the businesses target the mass retail market. They target this market by distributing off-the-shelf products through mass-retail channels. This is one of the main reasons the Newell businesses achieved success as their value propositions of shelf space and on-time delivery were incorporated into their strategies. Newell also uses growing through acquisitions as another one of its corporate strategies. This is done by the leveraging of synergies among resources, not products, allowing things to be very consistent throughout each business and the newly acquired firms. I believe the critical corporate...
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...Anglia Ruskin University ------------------------------------------------- Lord Ashcroft International Business School ------------------------------------------------- Module MOD000921: ------------------------------------------------- Introduction to People, Organisations & Management ------------------------------------------------- ------------------------------------------------- Patchwork Text ------------------------------------------------- SID (1437809/1) ------------------------------------------------- Academic Year 2014/2015 TABLE OF CONTENTS After completing your assignment, you can update the table of contents below to correct the page numbers clicking on it with the right button (update field > update page numbers only). PATCH 1: PERSONALITY SELF-ASSESSMENT AND CAREER CHOICE 3 PATCH 2: LEARNING DIARY 7 PATCH 3: CASE STUDY REPORT 10 REFERENCES 11 APPENDIX 12 When the file is ready for submission, please delete al l instructions in red. PATCH 1: PERSONALITY SELF-ASSESSMENT AND CAREER CHOICE (1,000 words) The Big-5 Traits | Your score | Self-assessment | Openness to experience | 14 | The student is moderately open to experience.According to Costa and McCrae(1992) theory, she prefer to focus on more practical pursuits where she is interested in novelty when necessity commands, but not for too long because she does not stand out as either particularly imaginative, nor a conservative person, she has average drive and...
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...Clash of the Cultures: The Case of Newell Rubbermaid Figure 15.13 © Thinkstock Over time, Newell Company grew to be a diversified manufacturer and marketer of simple household items. In the early 1950s, Newell Company’s business consisted solely of manufactured curtain rods. Since the 1960s, however, the company diversified through acquisitions of businesses for paintbrushes, writing pens, pots and pans, hairbrushes, and the like. Over 90% of its growth is attributed to many small acquisitions and the subsequent restructuring and cost cutting Newell instituted. Usually within a year of the acquisition, Newell would bring in new leadership and install its own financial controller in the acquired unit. Then, three standard sets of controls were introduced: an integrated financial accounting system, a sales and order processing and tracking system, and a flexible manufacturing system. Once these systems were in place, managers were able to control costs by limiting expenses to those previously budgeted. Administration, accounting, and customer-related financial accounting aspects of the acquired business were also consolidated into Newell’s corporate headquarters to further reduce and control costs. However, Newell compensated business managers well for performance. They were paid a bonus based on the profitability of their particular unit—in fact, the firm’s strategy was to achieve profits, not simply growth at the expense of profits. Newell managers could expect a base salary...
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... (BUSA 5051)MBA (PART TIME) (2013)Individual Assignment (Session 5) | | Egor A. Oussov (Student No. 578723)Word Count: 996 Submission Date: May 15, 2012 | Table of Contents Table of Contents 2 1. Newell Case Study 3 Question 1: 3 Question 2: 4 Question 3: 4 Question 4: 5 List of References 6 1. Newell Case Study Question 1: Does Newell have a successful corporate-level strategy? Does the company add value to the business within its portfolio? Newell has a successful corporate-level strategy which has definitely proven itself over nine decades with annual revenue reaching $6 billion. The corporate strategy is embedded on well defined pillars, which has a strong emphasis on the growth through acquisitions of top performing brands in relating industries, creating efficiencies though centralised administration with an assessment of the divisional performance in terms of profitability and distributing their products through mass retailers. Newell’s CEO believed acquisitions contributed towards growth strategy which provided “course corrections”, increasing their market power and striving towards $10 billion plus market mass which would help to reach the critical mass to help to increase their profitability and market dominance. I strongly believe that Newell corporate division adds value for its businesses within its portfolio. The head office is responsible for identifying, screening and acquiring strategically contributive entities and “Newellisation” process...
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...E-Business Valve Corporation and Steam Chédiny Clément International Business School 5 Content Summary Executive summary: 3 Introduction: 5 Company background: 6 Innovative strategy: 8 Business processes: 10 Business model: 11 Technologies adopted: 15 Conclusion: 17 Sources: 18 Executive summary: It is clearly going to be “cliché”, but as most part of guys, I like Video Games. Being a soldier, killing the bad guys, or being the new star of European soccer fields scoring in the final of the UEFA Champions League, every men “normally” constituted has dreamed at least once to be in that situation, and video games can procure that kind of excitement. This is the reason why I choose to make my final e-business assignment on video games. Concerning my choice for the company, for me it was obvious to choose Steam. In my point of view, they have been the precursor of many things in e-business, or at least they were one of the first that used “e-novations”. Through the years, they have succeeded in being one of the most important company in this sector. Many factors have to be pointed out. First, the fact that they have created one of the best games ever made which is Half-Life. It allows them to have a world-wide recognition. Secondly, the Valve platforms, with its large numbre of games available, the exchange of data and information between players and users, have made them the first online retailer for video games. But...
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...C3-01 CONTRATO DE PRESTACION DE SERVICIOS PROFESIONALES DE CONSTRUCCION DE OBRA ARQUITECTONICA, QUE CELEBRAN POR UNA PARTE EL SEÑOR SERGIO ANTONIO ESPINO HERNÁNDEZ, A LA QUE PARA EFECTOS DE ESTE INSTRUMENTOS EN LO SUCESIVO SE DENOMINARA "EL CONSTRUCTOR", Y POR LA OTRA PARTE EL SEÑOR ARQUITECTO JORGE ALBERTON NOVERON HERNANDEZ, A LA QUE EN LO SUCESIVO SE DENOMINARA "EL CLIENTE", AL TENOR DE LAS SIGUIENTES DECLARACIONES Y CLAUSULAS. DECLARACIONES I. Declara "EL CONSTRUCTOR" por conducto de su representante: A)..Sergio Antonio Espino Hernández Ser una persona con actividad empresarial. COMUNIDAD B). Que su domicilio y principal asiento de sus negocios es el ubicado en Barrio de Santa Cruz Grande Sin numero Localidad San Juan Coajomulco con Código Postal 50708 en Jocotitlan, Estado de México. C). Que ha conocido previamente los requerimientos de "EL CLIENTE" para el desarrollo y prestación de los servicios que se le encomiendan en términos de este contrato. D). Que previamente ha conocido el sitio en el que en su momento se construirá la obra diseñada por él, en términos de este contrato, a fin de considerar todos los factores que intervendrán en su ejecución. E). Que cuenta con la capacidad, conocimientos, experiencia profesional, organización adecuada, recursos técnicos y fuerza de trabajo que se requieren para ejecutar los trabajos objeto del presente contrato, conforme se detalla en su cotización CANCELERIA CASA REAL DE HACIENDA JAIME ZECUA de fecha 11...
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...| Newell & Rubbermaid | Case Study Analysis | | Submitted By:Vinesh MotwaniZain AliAffan RiazFaryal ArifNabil Nasir | 6/23/2014 | | | | | | | | | COMPANY BACKGROUNDTimeline * 1903 Created in 1903 by the acquisition of curtain rods manufacturer by Edgar Newell * 1921 First acquisition of Barnwell Mfg. Co. and renamed to Western Newell * 1965 Dan Ferguson named President who crafted the growth-by-acquisition strategy * 1983 onwards – acquisitions of W.T Rogers, Sanford, Levelor, Goody, Kirsch, Rolodex, Calphalon, Rubbermaid and othersVisionNewell is a manufacturer and full service marketer of consumer products serving the needs of volume purchasers”Offerings: Best better good“Newellization” – Well-established profit improvement and productivity enhancement process that is applied to integrate newly acquired product lines to the parent company.Newell’s key resources and capabilities are tailored around the company’s needs for growth and their customers need for diversity and efficient distribution. The company’s product range and depth (good, better, best) creates huge incentive for retailers to stock product from only one supplier. Their logistics operation with nearly100% first-pass line fill and expanding global presence help the company improve and expand with their customers (mass-merchandisers). The process of “Newellization” is a valuable resource to the company by which Newell acquire, convert, and integrate a new acquisition...
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...Valve’s Distribution Strategy: Introduction: Digital game distribution is the simplest, cheapest, most convenient way to sell games and has been possible for a decade. “Digital distribution accounts for 24% of [game] sales in the US, up from 20% in 2009” and is more profitable to game companies over physical sales (Okalow a, 2012). You may ask yourself: why are there still physical retailers if digital distribution is so much better? This is one of many problems in the current game retail industry we will be exploring. The Steam Client is a digital game retailer and a multiplayer and communications platform created by Valve Corporation in 2003. Steam has over 1500 games available and over 54 million active users and is estimated to control roughly 70% of the digital game market. Steam will be the future of game retail and it is positioning itself perfectly to do so. This paper will discuss the current state of the game industry and how and why it has gotten there. From there it will focus on how games are sold today and how retailers are positioning themselves for the future. Lastly the paper will dissect the Steam client and all it has to offer; specifically comparing it to current physical and digital retailers. As technology goes digital, entertainment media seems to be stuck in the physical past; at least for the time being. This is changing rapidly as more and more gamers are realizing the benefits of digital distribution. DFC Intelligence is forecasting that...
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...The case is about the company Newell considering the acquisition of Rubbermaid Incorporated to develop a new company. . Rubbermaid is a manufacturer of plastic products ranging from children’s toys, house wares, to commercial items. Acquisitions are Newell’s main foundation when it comes to growing as a company and making sure every acquisition goes through the proper Newellization process to improve new businesses. Rubbermaid suffered from problems affecting the retail buyers who purchased their items, operations, not being able to compete with rival prices, to a decline in the company’s net earnings. In this case Newell Company contemplated whether or not acquiring Rubbermaid would be a good decision to make. Although Rubbermaid posed great growth opportunity and could possibly bring an increase in income for Newell, I do not think it would be a wise idea for them as a company to merge. Newell Company is highly respected and well known for its customer satisfaction, in-full delivery, the ability to implement sophisticated EDI tie-in with its customers, and the provision of marketing and merchandising programs for the different products they offer. Rubbermaid has had many problems when it comes to customer service, competing with their competitors, and unrealistic financial targets. In an article done by Fortune it was revealed that Rubbermaid had angered their most important retail buyers with ballooning cost forcing them to give shelf space to competitors, lacked modern...
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...Corporation Executive Summary This report will be done on the business Valve Corporation. This report will talk about its nature of business, its operations, its marketing, its finance, its human resources and its ethical business behaviour. Valve Corp. is a national company, however it branches out to the world as it is mainly based on the World Wide Web. Nature of Business Valve Corp., which was formally known as Valve Software, commonly referred to as just Valve, is a private company which allows them complete freedom in their business actions, as well as boasting the fact that they have a relatively flat organisational structure; however there are some in that structure which have more say than others. Valve Corp. is ‘run’ by Gabe Newell, whom is the Managing Director of the company. Their headquarters are currently located in Bellevue, Washington, U.S. however they branch out to almost all countries as they are a very successful company. Stakeholders of the company include the employees of the business, the Managing Director of the business, competitors, and the largest stakeholder, online gamers. Products of the business include Team Fortress 1 and 2, Portal 1 and 2, Counter-Strike, Left 4 Dead 1 and 2, and Day of Defeat; all of which are very successful games. They also own a very successful gaming platform, steam. Operations of the Business One of the main products of Valve Corp. is Steam. Steam is a gaming hub which is one of the most popular gaming hubs in...
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...1. Based on the case and the paper "Creating Corporate Advantage" characterize the previous corporate strategy of Newell (before 2001) in terms of: Corporate Resources ; Businesses; Functions of Corporate Office Before Daniel Ferguson became Newell´s CEO, as an old-line manufacturer of brass curtain rods, the company´s main effort was in offering curtain rods through a big array of channels. In the absence of a defined composition of strategy with a specific target and as to build a corporate advantage, Ferguson recognized that there many elements within the company could be aligned with one another. He foresaw the market trend and announced Newell´s consolidation in the retail business. Based on “build on what we do best”, Newell started to focus on manufacturing and distributing sized merchandise lines to the volume merchandiser. Over the next three decades, through the acquisition of businesses that fit its strategy, Newell acquired 75 different sized companies. What made Newell´s strategy so special? To answer this question, there are three elements that contributed positively to the success of Newell’s corporate strategy: corporate resources, businesses and functions of Corporate Office. Starting with the nature of the resources owned by Newell, which include its assets, skills and capabilities, we could not say whether it is specific or general; Newell is responsible for owning a large diversified portfolio with different business units. This outstanding portfolio included...
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