...------------------------------------------------- B222B – Strategic Management of Technology and Innovation ------------------------------------------------- TMA – Spring 2015-2016 I- INSCTRUCTIONS II- CASE TO STUDY III- QUESTIONS IV- GRADES DEDUCTION V- AOU POLICY ON PLAGIARISM VI- PT3 FORM I- INSCTRUCTIONS: * Cut-off date: Submit this assignment no later than May 3, 2016. All late submissions require approval from the branch course coordinator and will be subject to grade deductions. * Learning outcomes: The purpose of this assignment is to support students’ understanding and application of different concepts learned in B222B, mainly in Chapters 2 and 3: the process of managing technology and innovation, the importance of technology and innovation to business and to society, MTI in strategic management, technology stages and planning. * Word count: you should discuss the questions in no more or less than the number of words mentioned for each question (plus or minus 10%). * Referencing: You must acknowledge all your sources of information using full Harvard Style Referencing (in-text referencing plus list of references at the end). Use E-library: to get journal articles on the topic (Emerald, EBSCO…). Use at least 2 articles. * Plagiarism: Remember that you should work the information from references into your own original thoughts and INTO YOUR OWN WORDS. Plagiarism will lead to a significant loss of marks. Extensive plagiarism could...
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...needs of training and human resource practitioners and gives them products to do their jobs better. We deliver proven ideas and solutions from experts in HR development and HR management, and we offer effective and customizable tools to improve workplace performance. From novice to seasoned professional, Pfeiffer is the source you can trust to make yourself and your organization more successful. Essential Knowledge Pfeiffer produces insightful, practical, and comprehensive materials on topics that matter the most to training and HR professionals. Our Essential Knowledge resources translate the expertise of seasoned professionals into practical, how-to guidance on critical workplace issues and problems. These resources are supported by case studies, worksheets, and job aids and are frequently supplemented with CD-ROMs, websites, and other means of making the content easier to read, understand, and use. Essential Tools Pfeiffer’s Essential Tools resources save time and expense by offering proven, ready-to-use materials—including exercises, activities, games, instruments, and assessments—for use during a training or team-learning event. These resources are frequently offered in loose-leaf or CD-ROM format to facilitate copying and customization of the material. Pfeiffer also recognizes the remarkable power of new technologies in expanding the reach and effectiveness of training. While e-hype has often created whizbang solutions in search of a problem, we are dedicated to bringing...
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...Business Process Re-engineering Business process re-engineering focus on the analysis and design of workflows and processes within an organization. BPR aimed to help organizations fundamentally rethink how they do their work in order to dramatically improve customer service, cut operational costs, and become world-class competitors. BPR seeks to help companies radically restructure their organizations by focusing on the ground-up design of their business processes. According to Davenport (1990) a business process is a set of logically related tasks performed to achieve a defined business outcome. It is "a structured, measured set of activities designed to produce a specified output for a particular customer or market." Improving business processes is important for businesses to stay ahead of competition in today's marketplace. Over the last 10 to 15 years, companies have been forced to improve their business processes because customers are demanding better products and services. Many companies begin business process improvement with a continuous improvement model. The BPR methodology comprises of developing the business vision and process objectives, identifying the processes to be redesigned, understanding and measuring the existing processes, identifying IT levers and designing and building a prototype of the new process. In this context it can be mentioned that, some of the biggest obstacles faced by reengineering are lack of sustained management commitment and leadership...
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...around the World. Smart Labels USA is the biggest global event uniquely drawing Executive Level Representatives from the LABEL, PRINTING, PACKAGING, CONVERTING and USER market, teaching; RFID impact on businesses across a wide range of applications such as retail, manufacturing, healthcare, airlines and airports, passenger transport, archiving… RFID implementation – experience from the experts Manufacturing RFID smart labels Cutting edge RFID smart label technologies RFID Market growth – what’s in it for you? In 2006, almost three times the volume of RFID tags will be sold than over the previous 60 years since their invention. Primarily this will be because retailers and military forces are demanding that suppliers fit tags to pallets and cases to save cost and improve service but many other applications will be growing very rapidly. This exponential growth will continue and by 2015, the value of sales of RFID tags will have increased...
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...An overview of strategic alliances Dean Elmuti Lumpkin College of Business and Applied Sciences, Eastern Illinois University, Charleston, Illinois, USA Yunus Kathawala Lumpkin College of Business and Applied Sciences, Eastern Illinois University, Charleston, Illinois, USA Keywords Strategic alliances, Competitive advantage, Success Introduction Nike, the largest producer of athletic footwear in the world, does not manufacture a single shoe. Gallo, the largest wine company on earth, does not grow a single grape. Boeing, the pre-eminent aircraft manufacturer, makes little more than cockpits and wing bits (Quinn, 1995, p. 1). Abstract Strategic alliances can be effective ways to diffuse new technologies rapidly, to enter a new market, to bypass governmental restrictions expeditiously, and to learn quickly from the leading firms in a given field. However, strategic alliances are not simple or easy to create, develop, and support. Strategic alliances projects often fail because of tactical errors made by management. By using a well managed strategic alliances agreement, companies can gain in markets that would otherwise be uneconomical. Considerable time and energy must be put forth by all involved in order to create a successful alliance. It is essential that corporations enter into strategic alliances arrangements with a comprehensive plan outlining detailed expectations, requirements, and expected benefits. ``How can this be?'' you ask. These companies, like...
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...An overview of strategic alliances Dean Elmuti Lumpkin College of Business and Applied Sciences, Eastern Illinois University, Charleston, Illinois, USA Yunus Kathawala Lumpkin College of Business and Applied Sciences, Eastern Illinois University, Charleston, Illinois, USA Keywords Strategic alliances, Competitive advantage, Success Introduction Nike, the largest producer of athletic footwear in the world, does not manufacture a single shoe. Gallo, the largest wine company on earth, does not grow a single grape. Boeing, the pre-eminent aircraft manufacturer, makes little more than cockpits and wing bits (Quinn, 1995, p. 1). Abstract Strategic alliances can be effective ways to diffuse new technologies rapidly, to enter a new market, to bypass governmental restrictions expeditiously, and to learn quickly from the leading firms in a given field. However, strategic alliances are not simple or easy to create, develop, and support. Strategic alliances projects often fail because of tactical errors made by management. By using a well managed strategic alliances agreement, companies can gain in markets that would otherwise be uneconomical. Considerable time and energy must be put forth by all involved in order to create a successful alliance. It is essential that corporations enter into strategic alliances arrangements with a comprehensive plan outlining detailed expectations, requirements, and expected benefits. ``How can this be?'' you ask. These companies, like...
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...different missions, we also realized we had to have quite different people running them.^ Within academia there has been similar growing awareness of this need. Although this awareness is being articulated in several ways, one of the most frequent involves the conceptualization and investigation of the relationship between business strategy and the personal characteristics of top managers.^ Here, particular manager characteristics such as personality, skills, abilities, values, and perspectives are matched with particular types of business strategies. For example, a recently released study conducted by Hay Group Incorporated, in conjunction with the University of Michigan and the Strategic Planning Institute, reports that when a business is pursuing a growth strategy it needs top managers who are likely to abandon the status quo and adapt their strategies and goals to the marketplace. According to the study, insiders are slow to recognize the onset of decline and tend to persevere in strategies that are no longer effective; so, top managers need to be recruited from the outside. Growth companies that staffed 20% of their top three levels with outsiders exceeded their expected return on investment by...
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...WorldCom – A Business Failure Austin W. Anderson Organizational Leadership, LDR/531 12 May 2012 Alan Klingsieck WorldCom WorldCom was founded as the Long Distance Discount Services, LTD (LDDS) in 1983, and was based in Hattiesburg, Mississippi. In 1985, Bernard Ebbers was selected as its chief executive. The company went public in 1989 and merged with Advantage Companies, Inc. In 1985, the company’s name was changed to WorldCom. In 1999, as the CEO of WorldCom, Bernard Ebbers was Number 174 on Forbes magazine’s list of the 400 richest Americans, with an estimated net worth of $1.4 billion (WSJ.com). In 1998, the telecommunications industry began to decline and WorldCom’s stock was declining. CEO Bernard Ebbers was pressured from banks to cover the WorldCom stocks used to finance his other business endeavors (timber, yachting, etc.). The company’s profitability took another hit when it was forced to abandon its merger with Sprint in 2000. Beginning in 1999 and continuing through May 2002, WorldCom under the guidance of Scott Sullivan (CFO), David Myers (Controller), and Buford Yates (Director of General Accounting) used shady accounting methods to mask the companies declining financial condition by falsifying its financial growth and profitability. The fraud was accomplished two ways. First, the accounting department underreported line costs (interconnection expenses with other telecommunication...
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...research regarding gender discrimination, this paper will primarily focus on women and pregnancy discrimination. This paper will attempt to uncover the obstacles and challenges experienced by women as they are subjected to the employment process and, if accepted for employment, what could await them within their workplace once they begin working. The statistical data collected and compiled within this literature review will attempt to support and prove that discrimination still exists today. The laws and regulations enacted within the United States to protect employees from the discriminatory practices of employers and whether they are adequately enforced will be discussed at length. Introduction There are thousands of discriminatory cases each year brought against corporations and employers by their employees and/or formal employees. The discrimination against individuals on the basis of gender is most prominent within the employment process, but also exists in the workplace after the acceptance of employment. Gender has been the subject of workplace discrimination and litigation for many years and recent data indicates that this trend is continuing. These types of discrimination are spread widely to include the assignment of roles, responsibilities, pay rates, and promotions just to name a few. The laws that were enacted in the U.S. in an attempt to discourage employers from participating in these types of discriminatory practices came about with the establishment of the...
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...A Supply Chain Approach to Workforce Planning PETER CAPPELLI T H E G O O D O L D D A Y S O F M A N P OW E R P L A N N I N G Workforce planning wasn’t always an afterthought. ‘‘Manpower plans,’’ as they were known, had long been a crucial component of overall business planning. Their roots were in the World War II War Manpower Commission, which required businesses to report on expected staffing levels and requirements to prevent shortfalls in skilled workers that could derail production and the war effort. By the mid-1960s, a study of personnel departments found that 96% of corporations had a dedicated manpower planning function. The assumption in these models was that the supply of talent was within the control of the company, an internal function. The plans began by estimating what the internal supply of candidates would be in the future for each position and then matched that to assumptions about company growth in the demand for talent. Because the supply for all but entry-level jobs came only from within, managing that supply involved some hiring but focused on internal advancement and the rate at which candidates progressed from one job to the other. The peak of workforce planning was probably a late 1960s model called MANPLAN, which attempted to model the movement of individuals within a career system by including in the forecasts individual behavior and psychological variables such as worker...
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...WorldCom Case Study Update 20061 by Edward J. Romar, University of Massachusetts-Boston, and Martin Calkins, University of Massachusetts-Boston In December 2005, two years after this case was written, the telecommunications industry consolidated further. Verizon Communications acquired MCI/WorldCom and SBC Communications acquired AT&T Corporation, which had been in business since the 19th Century. The acquisition of MCI/WorldCom was the direct result of the behavior of WorldCom's senior managers as documented above. While it can be argued that the demise of AT&T Corp. was not wholly attributable to WorldCom's behavior, AT&T Corp.'s decimation certainly was facilitated by the events surrounding WorldCom, since WorldCom was the benchmark long distance telephone and Internet communications service provider. Indeed, the ripple effect of WorldCom's demise goes far beyond one company and several senior managers. It had a profound effect on an entire industry. This postscript will update the WorldCom story by focusing on what happened to the company after it declared bankruptcy and before it was acquired by Verizon. The postscript also will relate subsequent important events in the telecommunications industry, the effect of WorldCom's problems on its competitors and labor market, and the impact WorldCom had on the lives of the key players associated with the fraud and its exposure. From Benchmark to Bankrupt Between July 2002 when WorldCom declared bankruptcy and April...
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...WorldCom Case Study Update 20061 by Edward J. Romar, University of Massachusetts-Boston, and Martin Calkins, University of Massachusetts-Boston In December 2005, two years after this case was written, the telecommunications industry consolidated further. Verizon Communications acquired MCI/WorldCom and SBC Communications acquired AT&T Corporation, which had been in business since the 19th Century. The acquisition of MCI/WorldCom was the direct result of the behavior of WorldCom's senior managers as documented above. While it can be argued that the demise of AT&T Corp. was not wholly attributable to WorldCom's behavior, AT&T Corp.'s decimation certainly was facilitated by the events surrounding WorldCom, since WorldCom was the benchmark long distance telephone and Internet communications service provider. Indeed, the ripple effect of WorldCom's demise goes far beyond one company and several senior managers. It had a profound effect on an entire industry. This postscript will update the WorldCom story by focusing on what happened to the company after it declared bankruptcy and before it was acquired by Verizon. The postscript also will relate subsequent important events in the telecommunications industry, the effect of WorldCom's problems on its competitors and labor market, and the impact WorldCom had on the lives of the key players associated with the fraud and its exposure. From Benchmark to Bankrupt Between July 2002 when WorldCom declared bankruptcy and April...
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...Stefanie da Silva April 4, 2014 BUS 410 – Maher Research Paper ------------------------------------------------- The Glass Ceiling: An Ongoing Problem and Its Solutions The Wall Street Journal coined the term “glass ceiling” about twenty-five years ago. The glass ceiling refers to invisible barriers that prevent women and minorities from reaching the top of the corporate ladder. Traditionally, throughout the United States and the world, men instead of females have held the vast majority of leadership positions. It has been found that the higher the position, in both private and public sectors, the less likely a women would hold it. For example, a study shows that women hold just 2% of positions on the board of directors of large companies in the United States of America and Britain. A second study, conducted in 1995, found that 95% of all top management positions were held by males; a staggering number considering women accounted for 45.7% of American jobs during that year. Additionally, of the Fortune 1000 companies recognized in 2003, only seventeen are led by women CEOS. So the main question at hand here is why do women lag so far behind men in moving up the managerial ladder? More women are in the workforce than ever due to the Civil Rights Act barring sexual discrimination in the workplace. However, very few of those women actually hold top leadership positions. Women’s development programs exist to help females move up in the ranks of corporate America, but...
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...THE PDMA HANDBOOK OF NEW PRODUCT DEVELOPMENT T HIRD E DITION Kenneth B. Kahn, Editor Associate Editors: Sally Evans Kay Rebecca J. Slotegraaf Steve Uban JOHN WILEY & SONS, INC. Cover image: © Les Cunliffe/iStockphoto Cover design: Elizabeth Brooks This book is printed on acid-free paper. Copyright © 2013 by John Wiley & Sons, Inc. All rights reserved Published by John Wiley & Sons, Inc., Hoboken, New Jersey Published simultaneously in Canada No part of this publication may be reproduced, stored in a retrieval system, or transmitted in any form or by any means, electronic, mechanical, photocopying, recording, scanning, or otherwise, except as permitted under Section 107 or 108 of the 1976 United States Copyright Act, without either the prior written permission of the Publisher, or authorization through payment of the appropriate per-copy fee to the Copyright Clearance Center, 222 Rosewood Drive, Danvers, MA 01923, (978) 750-8400, fax (978) 646-8600, or on the web at www.copyright.com. Requests to the Publisher for permission should be addressed to the Permissions Department, John Wiley & Sons, Inc., 111 River Street, Hoboken, NJ 07030, (201) 748-6011, fax (201) 7486008, or online at www.wiley.com/go/permissions. Limit of Liability/Disclaimer of Warranty: While the publisher and author have used their best efforts in preparing this book, they make no representations or warranties with the respect to the accuracy or completeness of the contents of...
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...management test and Cancer management test are the leading market in this segment. Renub Research report entitled “Personalized Medicine Diagnostics (Flow Cytometry, Sepsis Immunos, Routine Coagulation, Psychiatric Disorders, Tumor Markers, Molecular Blood Typing and Other Testing)” report provides a comprehensive analysis of the emerging personalized medicine diagnostic market segments, including their dynamics, size, market share, key investors, clinical trials statement, technological trends, company analysis and a realistic future potential for personalized medicine in clinical testing. The report also entails major drivers and challenges of personalized medicine diagnostic market. This 173 page report contains 94 Figures and 16 Tables studies the Personalized...
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