...LIGHTHOUSE INSURANCE COMPANY The Lighthouse Insurance Company was founded in 1970. It is engaged in selling non-life policies especially those related to fire and allied lines, motor car, marine, personal accident, bonds and miscellaneous lines. The company is a stock corporation with 51 branches all over the Philippines from Northern Luzon and Southern Mindanao. It employs a total of 305 employees manning the head office in Makati City and all the branches. The Company’s Human Resource Department is composed of five (5) employees including its head, Mrs. Emerenciana Soriano. The department maintains a file of the company’s record of personnel. The branch managers are responsible for recruiting branch personnel who we trained at the head office from one week to one month. When the position of branch manager becomes vacant, the general manager pulls someone out from the Marketing Department to fill the vacancy. The performance of new branch manager is lackluster in the first few months. After a year, either their performance improves, or failed totally. When a BM’s position becomes vacant, the HRD immediately coordinates with the Vice President for marketing and without much fuss, facilitates the transfer of the most senior of the eligible’s to assume the BM’s post. This year, the vacancies for BM’s were unusually higher than last year. Last year’s vacancy for BM consists of only one and it was immediately filled up. At the beginning of the third quarter of this year...
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...Summary Jordan Cohen, a senior director at the global pharmaceuticals company Pfizer, realized that a lot of skilled employee time was in effect “wasted” on routine tasks such as using Excel and PowerPoint and doing basic research. The PfizerWorks team managed to do what many consider an impossibility to devise a successful innovation from the bottom up in a big company. It was possible because Mr. Cohen already had years of experience in the company, so he could understand and navigate general company politics. Lone, obsessive geniuses may do well in a garage start-up but, in big companies, to make innovation happen, the manager first needs to embrace both the corporate machine and the people in it. On a personal level, Mr Cohen had a keen grasp of his shortcomings and knew when to recruit different thinkers for his team. He understood the iterative nature of the innovation process, accepting that nothing is perfect in the beginning. As a result, while Mr Cohen did run some personal risks in undertaking such a project in this way, he minimized the risks through a careful management of the various stakeholders and created his dream job as head of PfizerWorks. Discussion question 1. Pfizer is the world’s largest research-based pharmaceuticals firm and also a well known Pharmaceutical company. So their most of the work depends on research, developing Strategies and innovate. They were trying to find a new way of system...
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...Managers and what they go through Amber Pease South University Online Instructor: Antoinette Kohlman Managers and what they go through Being a Manager at Kroger entails a lot of work. A manager must be able to plan for the future effectively and be able to predict what would be the best decision for the store and the business to be both productive and run like it is supposed to. A manager must be able to set up resources that will help the company achieve the plans that will better the business as a whole. Even through the business part of being a manger, a manager must also step up and build positive relationships with all of the workers, make sure that the workers are aware of the plans to better the business and how they can help to obtain the goals of the business. When a manager makes plans for the future the manager must analyze the current situation of the company and develop goals to help the company strive to be better. After the goals are made up then the manager must evaluate and implement a plan to take action on the goals that will make the business better for the company. While the actions are taken place on the plans for a better business, then manager must then receive and monitor feedback from the course of action taken to see what should be done next. If the manager receives good feedback than the decisions made were obviously good ones, if the feedback was not good than a different course of action needs to be planned. If the feedback was both...
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...microelectronic packages, is headquartered in Encino, California. Considering their highly sophisticated product line, one of HCC’s main clients was the U.S Military and government funded aerospace programs. HCC is made up of four distinct operating divisions: Hermetic Seal, Sealtron, Glasseal, and Hermetite. The divisions are highly decentralized and completely autonomous of each other. They all have different customer bases, different product lines and even different accounting systems. The divisions are also profit centers, by definition; each was responsible for their sales, costs, and bottom line. Each division also needed approval for any capital acquisition over $500. Target Setting Each division was evaluated in 7 standard key areas: Profit before Tax, Bookings, Shipments, Returns (as a % of total dollars shipped), Rework Aging, Efficiency (net sales/no. of employees), and Delinquencies, which were measured on dollar volume and % of delinquent orders outstanding. These evaluations were measured each quarter (with monthly “check-ins”) and were highly emphasized, the most of which was Profit before Tax. Until 1987, HCC stressed “stretch” performance targets. Top management felt that these aggressive targets would push managers to produce the very best results, even though they knew that the intended probability of meeting these objectives was around 75-80%. This setup allowed managers to be appraised based on their actual to budgeted figures. However, there were two sides to these appraisals:...
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...Case study: Warbings Office Systems Plc Background Warbings Office Systems is small but rapidly growing company, focusing on delivering and supplying office based products to a target market of small businesses in the U.K. and, increasingly, Europe. As the trend for homeworking continues much of their new business is in supplying office materials to individuals working from home. Currently offering some 18,000 different product lines in store and 39,000 via catalogue ordering, it intends to double its product turnover in the next three years by increasing its web-based ordering capabilities. With the marketing strapline ‘you need it we’ve got it’, Warbings aims to make office supply shopping as easy as possible for customers. Priding itself on being a ‘thoroughly modern company with old traditions,’ Warbings has used technology to evolve into a customer-focused business, striving to give each customer a ‘personal service second to none,’ with a variety of different, but easily accessible, ways of ordering and receiving products tailored to their individual needs. The more cynical of their staff occasionally reflect that the customers even dictate the lavatory breaks and bedtimes of the Warbings’ employees. Graffiti on one of the depot walls, that intriguingly reappears every time it is removed, says ‘you need it we bleed it’ and occasionally ‘Wosp stings’. The Warbings CEO is passionate about delivery and customer care and he is convinced that the way in which...
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...Management Roles Management Roles seem different from the outside, depending on the type of company. The following is a brief excerpt to show that no matter the size of a company they are very similar. The following paper contrasts a company with 50 employees and one with 500 plus. The comparison seems weak at first thought, yet, reveals that no matter the size of the company, many of the same aspects are the same when it comes to the business world and the management Roles. The following paragraphs contain a brief description of each company and their hierarchical organization for the managers. The pros and cons of each hierarchical and why they work or not, and the IT functions of each. Size is one component managers roles are derived from, not a defining component. Target is a widely known company, millions of people shop at one of the local location every day, acquiring 16 million in sales for the first quarter (Steinhafel G. Target.com). Most people think of Target as a store and nothing more. Yet, Target is much more than just a store. The product is a store to satisfy customers, target also includes distribution centers, corporate offices, and many small areas that must be controlled. Target’s mission is to be the preferred shopping discount store and through their promise of expect more payless, through value satisfaction, quality, and innovation. Five percent ($3 million this year) (Target .com) of Targets profits go to community outreach programs. Through grants...
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...[Position in Company] [Company name] [Address] [Suburb, State, Post Code] Dear [Mr. or Ms.][Last Name], Re: [job name, reference] Customer Service Officer, Position C542 [Write a brief explanation of your experience in the particular field and interest in the role advertised. This section should be limited to one paragraph only.] [Example only] I am writing to express my interest in your advertisement/ current opening for a [……],and submit my résumé for your review. Having served in sales and operational leadership roles for the past 8 years with continued success in meeting business/operational goals, I can make a valuable contribution to your organisation’s future projects and initiatives. I am aware of your products and familiar with your new line of [show you know something about what the organisation does] and believe that I can assist with increasing sales in the area of [again, show you know what they do]. [Sell yourself. Point out why you would be best for the role. Use examples/or use as a guide your current or most recent position. Provide detailed summary of the role’s key responsibilities and accountabilities]. [Example only]What I bring to this position is a combination of team leadership, strategic planning, and business development skills that I have leveraged to meet and exceed expectations. I have analysed core operational/business functions and implemented the most appropriate solutions to drive continual business growth. I have demonstrated proficiency in all core office...
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...Memorandum - Compliance Training Virginia Sacco University of Phoenix Project Planning and Implementation CMGT 410 Steven Jarvis November 25, 2012 Memorandum - Compliance Training TO: Manager FROM: Virginia Sacco DATE: November 25, 2012 SUBJECT: Memorandum – Compliance Training As one of the Training Officers (TO) for the company in last week’s training meeting it has been brought to my attention that there will be a rollout of a new companywide information system that will require additional training. The new system will impact the branch offices throughout the company worldwide therefore it is imperative that everyone receives adequate training. The training can be completed in roughly 10 hours. Completing the training will be difficult primarily for branch managers (other employees will be scheduled to complete the training) as branch managers do not typically have much flexibility in their schedule therefore we did discuss how to implement ways to offer the mandatory training. Excessive time was spent during the meeting to discuss how to best implement the required training such as conducting a centralized training sessions, offering CBTs (Computer Based Training), VTC (Video Teleconferences), deploying System Matter Experts and/or Training Officers to conduct OJT (On-Job-Training). Centralized training sessions would require a lot of organization of a region to have all mangers to attend therefore it is not a mandatory option but it will be an...
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...\\ ANDHRA PRADESH BEVERAGES CORPORATION LIMITED HYDERABAD RTI ACT INFORMATION HAND BOOK A.P. BEVERAGES CORPORATION LTD., 9 & 10, Proh. & Excise Complex, M.J.Road, Nampally, HYDERABAD-1. 1 ::1:: ANDHRA PRADESH BEVERAGES CORPORATION LIMITED 1.0. INTRODUCTION: The Andhra Pradesh Beverages Corporation Limited (APBCL) was established in the year 1986 as a fully owned undertaking of the Government, with the main objective of supplying hygienic packed arrack to the licensees and is incorporated under Companies Act,1956. The Corporation had set up 22 field units for carrying arrack operations at capital outlay of Rs. 32.65 crores, various district locations with a total which includes buildings and civil works. The various fixed assets like Plant and Machinery other than buildings valued at Rs. 24.70 crores were transferred to the Corporation in the form of Debt and Equity in the ratio of 2:1. The authorised share capital of the Corporation is Rs.10 Crores and the paid up share capital as on date is Rs.833.37 lakhs. The erstwhile Arrack Bottling units are converted into IML Depots for the wholesale trading activities of IML & BEER. 2.0. OPERATIONS: 2.1. ARRACK PACKING OPERATIONS: (from 1-1-87 to 30-9-93) The Corporation commenced its commercial operations on 1-1-1987 and successfully handled the arrack packing operations from 1.1.1987 to 30.9.93 i.e. till the imposition of ban on arrack by the Government. 2.2. WHOLESALE TRADE OF IML & BEER: (from...
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...in three separate towns. The current staff includes 18 attorneys (three of whom have become partners), three paralegals, and six secretaries. For the first time in the firm’s existence, the partners feel that they are losing control of their overall operation. The firm’s current caseload, number of employees, number of clients, travel requirements, and facilities management needs have grown far beyond anything that the original partners had ever imagined. Attorney Jeter called a meeting of the partners to discuss the matter. Before the meeting, opinions about the pressing problems of the day and proposed solutions were sought from the entire staff. The meeting resulted in a formal decision to create a new position, general manager of operations. The partners proceeded to compose a job description and job announcement for recruiting purposes. Highlights and major responsibilities of the job description include: • Supervising day-to-day office personnel and operations (phones, meetings, word processing, mail, billings, payroll, general overhead, and maintenance). • Improving customer relations (more expeditious processing of cases and clients). • Expanding the customer base. • Enhancing relations with the local communities. • Managing the annual budget and related incentive programs. • Maintaining an annual growth in sales of 10 percent while maintaining or exceeding the current profit margin....
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...Inhibited product development - Company lost its ability to capture the Europeanwide scale economies - Poor protection of their product lines from the competitors Independent Operation/ more dependent on one person: Pamper’s experiment: P1, P2…Pn are different products of the same brand. Expected Result: To eliminate the diversity in brand strategy by coordination activities across the subsidiary boundaries. Actual Result: Failure Why?? - Ignored local knowledge - Under-utilized subsidiary strengths - Demotivated the country’s managers – they were not given any responsibility for the sales performance of the brand in their areas so basically no commitment. So the company came up with other strategy Interdependent operation / Distributed responsibilities - They were finding a way to exploit the expertise of national units - The responsibilities were distributed amongst the subsidiaries So what they actually did? The Manager from each subsidiary was given responsibility. - The management team is responsible for development and coordination for marketing strategy. - Each euro brand team was headed by the manager from each subsidiary and not from the headquarters. - Brand managers from other subsidiaries and functional managers from headquarters were allotted to support the managers. - Team meetings were...
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...Governors University Course: TJP1 TASK 1 What Makes a Good Manager? The purpose for the presentation is to inform the audience about my perspective on a good manger; and also the skills that employers may want in a manger. The audience for the presentation is any individual or company that is interested in a subordinate’s views of a good manager. The significance of the chosen topic is to shown several key management skills, which managers should strive to have. Presentation Outline I. What Makes a Good Manager? A. Hi. I am a student at WGU. The topic that I will be discussing is “What Makes a Good Manager?” I have worked for several companies, while dealing with different types of managers. My experience with these managers has shown me that not everyone can be a good manger. I believe that there are different types of skills; a good manager should have in the workforce to develop the company and its employees. At the end of this presentation, you will not only know my perspective on a good manger, but also the skills that employers may want in a manager. II. The Seven Management Skills ☺ Delegate tasks wisely to the employees ☺ Establish goals for the employees ☺ Be adaptable in your communicative skills ☺ Make time for the CEO, clients, and employees ☺ Identify achievements of their employees ☺ Think about permanent solutions, not quick fixes ☺ Don’t take things too seriously III. Delegate Tasks Wisely ☺ A good manager must be able to delegate tasks wisely to the employees...
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...My definition of a great manager is one who “gets things done through people”; if you want it right you don’t always have to do it yourself. In addition, there is a quote by the philosopher Lao Tzu that I absolutely feel sums up a great leader: “Go to the people. Live with them. Learn from them. Love them. Start with what they know. Build with what they have. But with the best leaders, when the work is done, the task accomplished, the people will say "We have done this ourselves". Leadership: * Be a servant manager – Take a humble approach with your direct reports (supervisors) and work for them, and not the other way around. Treat your direct reports and their employees with dignity, stay focused on the moment and do not multitask when speaking with employees, never interrupt them, listen to them intensely, smiling, saying please and thank you, acknowledge and welcome the contributions of your staff, quickly admit your mistakes, apologize as needed, never have to be the smartest person in the room, spend time on the front lines with your staff, and engage your customers. * Be a positive leader – You will set the tone for the entire staff in your department. If you are down and acting as if you are fighting against the world your staff will feel that same way. Your example is the personality reflected throughout the entire department. I expect you to be a positive leader. You are always setting an example for your staff to follow. Is it a good example, or a bad example...
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...ENSR International Which of the proposed solutions do you favour and why? Of the 3 options provided, I would choose to implement Anderson’s key account program for several reasons: 1. It will help align employee compensation with overall corporate profit objectives. CSC managers are currently compensated based on their CSCs profit performance. This gives managers the incentives to employ their own CSC consultants on projects from the region, regardless if there are better-suited ENSR consultants working under different CSCs. Depending on the specific needs of a prospective client in the manager’s region, the CSC may or may not contain the necessary expertise to win a project. Implementing a key account program will allow the right expertise to be allocated to the right accounts. 2. Clients often need a certain type of expertise across a range of geographic locations outside the CSC’s area. Under the current system, the client would need to build new relationships with several CSCs dispersed geographically. This requires a great deal of company resources, including consultant time and money. Under a key account program, the relationship would be limited to one project team. This heightens the chance of building a strong relationship with the client. Relationships between clients and suppliers are becoming increasingly important, since there is a new industry trend where clients are limiting the number of suppliers/consultants employed by the firm. 3. By following...
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...SAMPLE #1: FULL BLOCK STYLE 178 Green Street Waterbury, CT 06708 (203) 555-5555 December 2, 1999 Pat Cummings General Manager Any Corporation 1140 Main Street Chicago, IL 60605 Dear Mr. Cummings: My interest in the position of Masonry Supply Manager (New York Post, November 30) has prompted me to forward my resume for your review and consideration. During the past ten years, my experience has been concentrated in the masonry and plastering products supply industry with a building materials firm. During my six years as General Manager, I took an old line business, which had undergone several years of poor management, and reversed the trend. I upgraded the firm's image, and customer and vendor relations, which subsequently increased the dollar volume and bottom line profits by 300%. I am presently looking for a position where my experience will make a positive contribution to the start-up or continuing profitable operation of a business in which I am so well experienced. I will contact you in a few days to arrange a meeting for further discussion. In the interim, should you require additional information, I may be reached at (203) 222-2222 between 9 A.M. and 5 P.M. Sincerely, Joan Smith Enclosure: Resume SAMPLE #2: HALF BLOCK STYLE 178 Green Street Waterbury, CT 06708 (203) 555-5555 ...
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