...Assignment # 1: McDonald’s Case Study June N. Lewis Dr. Waldo, Instructor Talent Management - HRM 532 Strayer University July 21, 2013 Assignment #1: McDonald’s Case Study Outline the talent management program that led to success for the company. In the fourth quarter in 2002, McDonald’s had their first profit lost and the company began to ask themselves what went wrong because they had a history of outstanding performances until then. Upon reviewing some of their key components, the organization realized that they had to revamp their Talent Management process so that it would become aligned with the company’s business objectives and policies. Talent management is defined as “a subset of human resource (HR) processes, programs, and tools designed to identify, assess, develop, and retain talent (Silzer & Dowell, 2010, p.75). The company’s first two steps in achieving success was to restructure their performance development system (PDS) throughout the organization for all of the staff positions along with coming up with a talent review process for all of the officer-level positions in the company. Next on the list was creating and implementing a sequence of enhanced development programs, such as, Leaders at McDonald’s Program (LAMP), the McDonald’s Leadership Institute, finally, the launching of the Global Leadership Development Program. When McDonald’s had originally rolled out their strategy for the performance development system (PDS) in 2001 for all of the staff...
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...Why do Poverty Reduction Programmes tend not to work out as intended? Discuss in relation to either i) states or ii) civil society organisations (NGOs or social movements or both). Introduction Mass poverty is the single most important economic and social issue on our planet today (Downer, 1997). ‘Poverty’ is a multidimensional concept involving the inability of people to meet their economic, social and other standards of well-being (OECD, 2001). Over the years a number of institutional approaches have been used to ensure the eradication of poverty from the society (Sarker and Rahman, 2006). One of these efforts is through a poverty reduction strategy. According to Barder (2009) ‘Poverty reduction’ is often described as the promotion of economic growth that will permanently lift as many people as possible over the poverty line. This line is defined as ‘the income levels below which people are defined as poor’ (World Banks, 2004). However, making poverty reduction strategies work has proven a much bigger challenge regardless of the fact that many efforts have been made towards alleviating it. Downer (1997) argues that the provision of opportunity for people to meet their basic needs has become the greatest challenge to most countries. Why then do poverty reduction programmes tend not to work out as intended? Pellissery (2005) points out that in developing economies, public authorities who are responsible for designing and implementing anti-poverty interventions are not sufficiently...
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...Journal of International Business Studies (2009) 40, 901–925 & 2009 Academy of International Business All rights reserved 0047-2506 www.jibs.net Why are companies offshoring innovation? The emerging global race for talent Arie Y Lewin1, Silvia Massini2 and Carine Peeters3 The Fuqua School of Business, Duke University, Durham, USA; 2Manchester Business School, University of Manchester, Manchester, UK; 3 Solvay Brussels School of Economics and Management, Brussels, Belgium Correspondence: AY Lewin, The Fuqua School of Business, Duke University, 1 Towerview Drive, Box 90120, Durham, NC 27708, USA. Tel: þ 1 919 660 7654; Fax: þ 1 919 660 7769 1 Abstract This paper empirically studies determinants of decision by companies to offshore innovation activities. It uses survey data from the international Offshoring Research Network project to estimate the impact of managerial intentionality, past experience, and environmental factors on the probability of offshoring innovation projects. The results show that the emerging shortage of highly skilled science and engineering talent in the US and, more generally, the need to access qualified personnel are important explanatory factors for offshoring innovation decisions. Moreover, contrary to drivers of many other functions, labor arbitrage is less important than other forms of cost savings. The paper concludes with a discussion of the changing dynamics underlying offshoring of innovation activities, suggesting that companies are...
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...Resources, Conservation and Recycling 36 (2002) 211 Á/240 www.elsevier.com/locate/resconrec Shipping news: the implications of electronic commerce for logistics and freight transport Markus Hesse * Department of Earth Sciences, Geographic Sciences and Urban Research, Free University of Berlin, Malteserstr. 74-100, 12249 Berlin, Germany Accepted 24 June 2002 Abstract The paper considers the significance of electronic commerce (e-commerce) for freight transport, logistics and physical distribution, regarding both business to business and business to consumer commerce. The possible implications of e-commerce are analysed in the broader context of structural change, going beyond narrow assessments that overstate the significance of e-commerce and its potential to make freight traffic more efficient. The main argument of the paper is threefold: first, most recent analyses of freight transport and logistics implications of e-commerce are overstating the current relevance of e-commerce applications on the one hand, and neglecting the influence of the underlying structural change in the entire logistics system on the other. Second, conventional analyses of certain efficiency benefits of ecommerce are probably too optimistic, whereas its negative effects are underestimated at the same time. E-commerce is likely to support longer transport distances and often higher delivery frequencies, increasing demand for land, due to the establishment of new transhipment points (distribution...
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...challenges, and policies in food security in terms of availability, access, and absorption or nutrition. Specifically, the paper addresses the following questions: (i) What is the progress in supply side of food in terms of availability at the national level? (ii) How far has India progressed in attaining access to food and nutrition requirements at the household level? (iii) What are the programmes and policies that India has followed in realizing food and nutrition security? (iv) What should be done to realize food and nutrition security for all citizens of India? Food availability is a necessary condition for food security. India is more or less self sufficient in cereals but deficit in pulses and oilseeds. Due to changes in consumption patterns, demand for fruits, vegetables, dairy, meat, poultry, and fisheries has been increasing. There is need to increase crop diversification and improve allied activities. It may be noted that the slowdown in agriculture growth could be attributed to structural factors on the supply side, such as public investment, credit, technology, land and water management, etc., rather than globalization and trade reforms per se. Access to food can be increased through employment due to growth in labour intensive sectors and/or through social protection programmes. The malnutrition problem is much broader than that of access to food. The South Asian Enigma (levels of malnutrition in Asia are higher than in Africa) is well known. India has malnutrition levels...
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...some important criteria which the firms should take to increase the quality and productivity of their products and service? Assignment on Productivity Improvement Page 2 Important criteria which the firms should take to increase the quality and productivity of their products and services There are few things to be considered for a Firm to increase the market value/productivity by improving the quality of the product, This is generally can be achieved, By improving the existing product, By introducing new products, Product launching / Advertising the same By improving the services for the newly or existing products, Immediate response for the complaints , querries Cost effective , easy accessible products etc., Let we discuss the points in detail, 4 Quick Steps to Improve an Existing Product You may have a niche marketing website that just isn’t producing sales for you at the rate at which you had hoped it would…..or maybe it isn’t producing any income for you at all or it could be that you haven’t actually figured out that what you are selling is, in fact, a niche market product. You might need to do a little ‘tweaking’ and modify your strategies somewhat to get the site performing better. There really are some things that you can do to improve your existing product. Step #1: Bill Cosby, the famous entertainer, once said, “I don’t know what the secret of success is, but I know the secret of failure and that was trying to please everybody.” He was right. You can’t...
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...histories, N.V. Philips (Netherlands) and Matsushita Electric (Japan) had followed very different strategies and emerged with very different organizational capabilities. Philips built its success on a worldwide portfolio of responsive national organizations while Matsushita based its global competitiveness on its centralized, highly efficient operations in Japan. During the first decade of the 21st century, however, both companies experienced major challenges to their historic competitive positions and organizational models. Implementing yet another round of strategic initiatives and organizational restructurings, the CEOs at both companies were taking their respective organizations in very different directions. At the end of the decade, observers wondered how the changes would affect their long-running competitive battle. Philips: Background In 1892, Gerard Philips and his father opened a small light-bulb factory in Eindhoven, Holland. When their venture almost failed, they recruited Gerard’s brother, Anton, an excellent salesman and manager. By 1900, Philips was the third largest light-bulb producer in Europe. Technological Competence and Geographic Expansion While larger electrical products companies were racing to diversify, Philips made only light-bulbs. This one-product focus and Gerard’s technological prowess enabled the company to create significant innovations. Company policy was to scrap old plants and use new machines or factories whenever advances...
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...histories, N.V. Philips (Netherlands) and Matsushita Electric (Japan) had followed very different strategies and emerged with very different organizational capabilities. Philips built its success on a worldwide portfolio of responsive national organizations while Matsushita based its global competitiveness on its centralized, highly efficient operations in Japan. During the first decade of the 21st century, however, both companies experienced major challenges to their historic competitive positions and organizational models. Implementing yet another round of strategic initiatives and organizational restructurings, the CEOs at both companies were taking their respective organizations in very different directions. At the end of the decade, observers wondered how the changes would affect their long-running competitive battle. Philips: Background In 1892, Gerard Philips and his father opened a small light-bulb factory in Eindhoven, Holland. When their venture almost failed, they recruited Gerard’s brother, Anton, an excellent salesman and manager. By 1900, Philips was the third largest light-bulb producer in Europe. Technological Competence and Geographic Expansion While larger electrical products companies were racing to diversify, Philips made only light-bulbs. This one-product focus and Gerard’s technological prowess enabled the company to create significant innovations. Company policy was to scrap old plants and use new machines or factories whenever advances...
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...IBM Global Center for Smarter Analytics Fundamentals of Business Analytics Case Study IBM Global Center for Smarter Analytics ________________________________________________________________________________ Licensed Materials - Property of IBM © Copyright IBM Corporation 2013 Published May 2013 IBM, the IBM logo and ibm.com are trademarks of International Business Machines Corp., registered in many jurisdictions worldwide. Other product and service names might be trademarks of IBM or other companies. This case study set contains proprietary information which is protected by copyright. No part of this document may be modified without a legal license agreement from IBM Corporation. Any references in this information to non-IBM Web sites are provided for convenience only and do not in any manner serve as an endorsement of those Web sites. The materials at those Web sites are not part of the materials for this IBM product and use of those Web sites is at your own risk. 2 IBM Global Center for Smarter Analytics Case Analysis 1: Cincinnati Zoo Business Objectives • • • IBM Global Center for Smarter Analytics Company Company Background The Cincinnati Zoo & Botanical Garden is one of the most popular attractions and a Top Zoo for Children according to Parent’s Magazine. Each year, more than 1.3 million people visit its 71-acre site, which is home to more than 500 animal and 3,000 plant species. Although the Zoo is a non-profit organization...
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...Sustainability Issues In India!! Social Networking Sites and Social Science Special Interview with Prof. Daniel Miller Macroeconomic Effect in Brazil due to upcoming FIFA World Cup and Olympics Street protests: an EPS perspective Too Many Too Little Debtanu Dutta Surbhi Verma EPS Co-ordinators (Batch 2012-14) eps@iimk.ac.in Manjunatha Belgere Ajinkya Lokare Faculty Advisory Board Prof. Kausik Gangopadhyay Prof. Subhasis Dey Prof. A. F. Mathew Prof. Sthanu Nair Prof. Venkat Raman Prof. Rudra Sensarma Editorial Board Biswa Prateem Das Debtanu Dutta Manjunatha Belgere Presented by Economics Politics & Social Sciences Interest Group Indian Institute of Management Kozhikode Editorial After an inspiring success of the inaugural edition, we are very happy to present you the second volume of “Pragati”, magazine from Economics, Politics and Social sciences (EPS) Interest Group of IIM Kozhikode. This time it is much inclusive and much bigger. We received articles from students of the esteemed colleges of India and published the best among them. This is a result of tireless effort and dedication from the student members of the group and endless inspiration and help from the faculty members of our “Faculty Advisory Board”. EPS Interest Group is a cohort of enthusiasts on economic, political and social issues. Main aim of this group is to create awareness about recent related issues and sensitize the community on the importance of human initiatives. As...
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...Accounting Information Systems Enterprise Resource Planning Table of Contents Introduction……………………………………………………………………..…3 History……………………………………………………………………………..4 Characteristics……………………………………………………………………5 Advantages………………………………………………………………………..6 Disadvantages……………………………………………………………………7 Success & Failures……………………………………………………………….8 Future……………………………………………………………………………...9 Conclusion……………………………………………………………………….10 Work Cited……………………………………………………………………….11 Introduction The 20th century has brought unparalleled breakthroughs and advantages for the world of business and commerce. Throughout all the changes, one thing has always remained constant, the desire to be the best and fastest organization for delivering products and information. There is constant struggle to develop strategies, ideas, software, programs and endless other activities to achieve this desired level of perfection. Every business wishes to be able to deliver the optimal service at the fastest times. The business process has remained relatively the same for generations. All business is separated into different components or areas of expertise. These are the processes that happen between the customer and the actual supplier. Until recently these different areas worked as silo operations. They are the division of enterprises into functional areas such that different activities occur in different parts of the enterprises. They are referenced to as stovepipes, for the fact the information stays with each enterprise...
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... Austria Inquiries: Oesterreichische Nationalbank Secretariat of the Governing Board and Public Relations Otto Wagner Platz 3, 1090 Vienna, Austria Postal address: PO Box 61, 1011 Vienna, Austria Phone: (+43-1) 40 420-6666 Fax: (+43-1) 404 20-6696 Orders: Oesterreichische Nationalbank Documentation Management and Communication Systems Otto Wagner Platz 3, 1090 Vienna, Austria Postal address: PO Box 61, 1011 Vienna, Austria Phone: (+43-1) 404 20-2345 Fax: (+43-1) 404 20-2398 Internet: http:/ /www.oenb.at http:/ /www.fma.gv.at Paper: Salzer Demeter, 100% woodpulp paper, bleached without chlorine, acid-free, without optical whiteners DVR 0031577 Preface The ongoing development of contemporary risk management methods and the increased use of innovative financial products such as securitization and credit derivatives have brought about substantial changes in the...
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...change to another in the 1990s and the role the history of the organisation played in this process. Design/methodology/approach – The paper analysis is based on historical records, literature and interviews with former Philips top managers. Findings – The paper shows that Philips’ leaders used different styles of leadership to create a deliberate atmosphere and willingness to change. The final emergent transformation, however, could only sufficiently materialise while it rejuvenated existing management concepts like Quality Management. The success was partly based on the fact that these concepts played a historical role in the Philips organisation. Originality/value – The paper adds the historical style approach to leadership research and pays attention to the important role of the organization’s history during processes of organizational change. Keywords Change management, Business history, Leadership styles, Organizational change Paper type Case study Introduction On October 25th 1990 the president of Philips Jan Timmer announced a reorganisation operation, called Centurion, which included a lay-off of 45.000 jobs. The Netherlands was shocked. Philips ushered a reduction of personnel at...
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...change to another in the 1990s and the role the history of the organisation played in this process. Design/methodology/approach – The paper analysis is based on historical records, literature and interviews with former Philips top managers. Findings – The paper shows that Philips’ leaders used different styles of leadership to create a deliberate atmosphere and willingness to change. The final emergent transformation, however, could only sufficiently materialise while it rejuvenated existing management concepts like Quality Management. The success was partly based on the fact that these concepts played a historical role in the Philips organisation. Originality/value – The paper adds the historical style approach to leadership research and pays attention to the important role of the organization’s history during processes of organizational change. Keywords Change management, Business history, Leadership styles, Organizational change Paper type Case study Introduction On October 25th 1990 the president of Philips Jan Timmer announced a reorganisation operation, called Centurion, which included a lay-off of 45.000 jobs. The Netherlands was shocked. Philips ushered a reduction of personnel at an unheard scale in...
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...2010 A Grand Project Report on Credit Risk Management at State Bank of Mysore N. R. Institute of Business Management 23/3/2010 A Grand Project Report on Credit Risk Management at State Bank of Mysore N. R. Institu of Business Manag itute agement A Grand Project Report on rand Credit Risk Manag anagement at State Bank of M k Mysore (IN PARTIAL FULFILLMENT OF PROJECT STUDY COURSE, IN TWO YEARS FULL TIME LMENT O WO YEAR MASTER OF BUSINESS ADMIN SS ADMINISTRATION PROGRAMME OF GUJARAT U UJARAT UNIVERSITY) Submitted To: Prof. Dharmesh Shah hah (Asst. Professor, NRIBM) Submitted By: Subm Sandip A. Makwa (08056) akwana Luv D. Palk (08064) . Palkar Prof. Viral Pandya (Asst. Professor, NRIBM) (Batch: 2008-10) N. R. Institu of Business Management nstitute ent CERTIFICATE This is to certify that Mr. Sa ndip A. Makwa wana (08056) and Mr. Luv D. Palk alkar (08064 ) students of N.R.Institute of Business Management has successf te essfully completed their grand project on “Credit Risk Management at State Bank of Mysore” “Credit Mysore” Ba in partial fulfillment o two years Master of Business Administration of s A Programme of Gujarat University. This is their original wor and has not t U work been submitted elsewhere ere. _________________________ Dr. Hitesh Ruparel Director In-charge, NRIBM _____________________________ Prof. Dharmesh Shah Asst. Professor, NRIBM & Internal Project Guide ______________ _______________________ Prof. Vir Pandya...
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