...MAUREEN FRYE AT QUAKER STEEL AND ALLOY CORP. CASE ANALYSIS REPORT DIAGNOSIS Maureen Frye failed to implement the proposed plan to change the call patterns of salespeople responsible for selling extruded titanium products at Quaker Steel and Alloy Corporation. The failure was due to a lack of understanding of the following components: Organization Communication Culture Structure Directives Interpersonal The principle error Maureen made was underestimating how significant company culture could impact decision-making at every responsibility level. Even though Quaker had strict functional reporting lines, the organization supported an informal culture based on friendliness and openness. Most importantly, Quaker’s ethos required a high degree of influence by persuasion and charisma—not formal authority. Secondly, the communication vehicle that Maureen chose to carry and deliver her proposed plan was ill suited for interconnecting the plan and expectations. Instead of going with the organization’s pattern of utilizing personal relationships, teamwork, and the openness to express opinions and feedback, Maureen sent a memo directly to the titanium extrusion sales representatives. In the memo, she simply gave a rationale for making the change. In response, a District Sales Manager (DSM) called Maureen to ask for a more detailed explanation for the change due to its arbitrary nature. Therefore, Maureen presented her findings to the DSMs in a yearly sales...
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...Maureen Frye, an assistant product manager at Quaker Steel & Alloy Corporation, was given a mandate to develop a plan to change the call patterns of salespeople responsible for selling extruded titanium alloy products. Her previous attempt at this in 1994 had failed, and in December 1995 she was instructed to come up with an implementation plan that would work. Quaker’s strategy to specialize in high margin, high quality metal alloys had seen them become one of the major manufacturers of specialized metal alloys. A large company with a small town, friendly feel, where the culture was one which encouraged participation in decision making and abandoned rigid hierarchical structures. The company philosophy was very customer focused, aimed at providing the best technical service and customer assistance available. This enabled Quaker to set higher prices and benefit from higher margins, leading to larger sales revenues in 1993 despite a reduction in actual quantity sold. Even Quaker’s competitors viewed them as ‘being very different from other manufacturers of steel and alloyed metals’ . This differentiation was a result of the original founders of the company, both were Quakers. Our analysis of the case highlights a number of mistakes behind the unsuccessful execution of Maureen’s plan. She knew that there were very few female managers and there was a tendency for these women to only occupy the lower level management positions both at Quaker and in the industry. She had discussed...
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...Dissertation Report On “A Brief study on Effectiveness of Channel of Distribution of Pepsi Products in Patna” At Lumbini Beverages Pvt. Ltd. Hajipur Under Guidance Mr. Manish Sahay [Market Developing Officer PEPSI, Patna (Bihar)] In Partial Fulfillment of the Requirements For the award of POST GRADUATE DIPLOMA IN MANAGEMENT Submitted To Submitted By Mr. Rahul Saxena Kunal (Class Coordinator) PGDM – III (B) Roll: - 11 Academy Of Management Studies, Dehradun DECLARATION I, Kunal declaring that all the information given in this project report is true and correct as far as I know. I am also declaring that all the work in this project is done by me and not copied from anywhere. Kunal Academy of Management Studies Dehradun CERTIFICATE This is to certify that Mr. Kunal who is the student of Academy of Management Studies, Dehradun has completed his project on the topic “A Brief Study of Effectiveness of Channel of Distribution of Pepsi Product in Patna” from Lumbini Beverages Pvt. Ltd. Hajipur, under my guidance. He has done this project by himself. I wish him success in future. Mr. Manish Sahay (Marketing Developing Officer) PEPSI, Bihar PREFACE There is a famous saying “The theory without practical is lame and practical without theory is blind.” This modern era is era of consumers. Consumers satisfy themselves according...
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...an attitudinal/academics warm-up and a sneak peak into a life developing journey which awaits you. Assignment 1 Read any 2 out of 3 below mentioned books and summarize in 2000-2500 words each 1. Cold Steel Britain’s Richest Man and the Multi-Billion-Dollar Battle for a Global Empire Tim Bouquet and Byron Ousey Cold Steel is the fast-paced and compelling account of the biggest and most hard-fought corporate takeover of recent years. It brings to life the cut and thrust of big business at war and gives an insight into the life of Lakshmi Mittal, the man at the top of the UK’s rich list. In 2006, the world’s two largest steel producers, Mittal and Arcelor, went head to head in a bitter struggle for market domination, an epic corporate battle that sent shockwaves through the political corridors of Europe, excited the world’s financial markets and transformed the steel industry. At the heart of the story are two men dubbed the Stallions of Steel. Lakshmi Mittal is a self-made industrialist, born in Sadulpur, an insignificant town in Rajasthan, north-west India, and only three decades ago was paying himself a mere $250 a month. He could hardly have been more different from the mercurial Frenchman Guy Dollé, CEO of Luxembourg-based Arcelor, the world’s largest steel producer by turnover. So, when Mittal called Dollé personally to announce that he was about to launch a bid for Arcelor, a dramatic takeover struggle inevitably ensued, involving billions of dollars of finance...
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...BPK - RI LAPORAN AUDITOR INDEPENDEN LAPORAN KEUANGAN KONSOLIDASIAN PT KRAKATAU STEEL (PERSERO) Untuk tahun yang berakhir pada 31 Desember 2004, 2003 dan 2002 Nomor : 23.A/AUDITAMA V/GA/3/2005 Tanggal : 30 Maret 2005 Badan Pemeriksa Keuangan Republik Indonesia Jalan Gatot Subroto No. 31 Jakarta 10210 Telp. (021) 5700380, 5738740, 5720957, 5738727, 5704395 s.d 9 pesawat 511 Fax. (021) 5700380, 5723995 BADAN PEMERIKSA KEUANGAN REPUBLIK INDONESIA Nomor : 23.A/AUDITAMA V/GA/3/2005 Laporan Auditor Independen/Independent Auditor’s Report Kami telah mengaudit neraca konsolidasian We have audited the accompanying consolidated balance sheet of PT Krakatau Steel (Persero) and its subsidiaries as of December 31, 2004, 2003 and 2002, and the related consolidated statements of income, changes in shareholders’ equity and cash flows for the years then ended. We also test company’s compliance with government PT Krakatau Steel (Persero) dan anak-anak perusahaan tanggal 31 Desember 2004, 2003 dan 2002, serta laporan laba rugi, laporan perubahan ekuitas, dan laporan arus kas konsolidasian untuk tahun yang berakhir pada tanggal-tanggal tersebut. Kami juga melakukan pengujian atas kepatuhan perusahaan terhadap peraturan perundang-undangan dan pengendalian intern. Laporan Keuangan, kepatuhan terhadap peraturan perundangundangan dan pengendalian intern adalah tanggung jawab manajemen perusahaan. Tanggung jawab kami terletak pada pernyataan pendapat atas laporan regulations...
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...1. (T/F) The scope of Article 2 includes secured transactions, i.e. those in which the seller retains a security interest in the goods. 1. False. 2-102. 2. (T/F) “Goods” include all things which are movable at the time of contract formation. 2. True 2-105(1). 3. Andy owns a hot dog cart in Balboa Park. He has a license from the park authority to operate the stand at a very visible and busy location in front of one of the museums. Andy contracts to sell the hot dog stand business, including the cart, the inventory, and the license, to Bill. Bill repudiates. At a subsequent trial for damages, which portions of the sale (i.e., the cart, the inventory, the license) will be governed by Article 2? 3. The answer depends on the local case law. By 2-102, Article 2 “applies to transactions in goods.” 2-105(1) defines “goods” as “all things...which are movable at the time of identification to the contract.” 2-501(1)(a) defines “identification” as occurring “when the contract is made if it is for the sale of goods already existing and identified.” Here, the “goods” are the cart and the inventory, but not the license. The license is an intangible. And since the goods were in existence at the time of contract formation, they have been identified to the contract, and movable at the time of identification to the contract. Some courts will use the “primary purpose” test to determine whether the entire contract is governed by Article 2. Here, the intent of the parties...
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...FOREWORD At no time during the last three or four decades have the communication skills of individuals in the business world come under closer scrutiny than today. And never before have those who work in the business world needed better, more effective communication skills. The emerging technology appears to be increasing, rather than decreasing, the need for effective communication skills. As more individuals have ready access to desk-top equipment to process written communication, fewer support personnel will be readily available to provide editing assistance. Therefore, welldeveloped communication skills among originators are more important to success than ever before. This book is suitable for several different audiences, including undergraduate and graduate students. The organization of this manual is a logic sequence of chapters including both business communication and correspondence. The first part is dedicated to business communication and the second to business correspondence. The special features found in this edition are: 1. Examples of effective letter writing. Studies have shown students studying written business communication can learn as much, if not more, from ineffective examples of written communication as they do from effective examples. 2. Varied application problems in the writing-oriented chapters. The number of problems has been increased. While the majority of problems require the writing of a letter or report, some are designed...
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...Classic Case 6 W. L. Gore & Associates, Inc. Frank Shipper Salisbury State University Charles C. Manz Arizona State University To make money and have fun. W. L. Gore On July 26, 1976, Jack Dougherty, a newly minted MBA from the College of William and Mary, dressed in a dark blue suit and bursting with resolve, reported for his first day at W. L. Gore & Associates. He presented himself to Bill Gore, shook hands firmly, looked him in the eye, and said he was ready for anything. What happened next was one thing for which Jack was not ready. Gore replied, “That’s fine, Jack, fine. Why don’t you look around and find something you’d like to do.” Three frustrating weeks later he found that something, dressed in jeans, loading fabric into the mouth of a machine that laminated the company’s patented Gore-Tex membrane to fabric. By 1982, Jack had become responsible for all advertising and marketing in the fabrics group. This story was part of the folklore that was heard over and over about W. L. Gore. By 1991, the process was slightly more structured. New associates took a journey through the business before settling into their own positions, regardless of the position for which they were hired. A new sales associate in the Fabric Division might spend six weeks rotating through different areas before concentrating on sales and marketing. Among other things, he or she might learn how Gore-Tex fabric was made, what it could and could not do, how...
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...Chapter 1 Strategic Leadership: Managing the Strategy-Making Process for Competitive Advantage Opening Case Wal-Mart Wal-Mart is one of the most extraordinary success stories in business history. Started in 1962 by Sam Walton, Wal-Mart has grown to become the world’s largest corporation. In the financial year ending January 31, 2004, the discount retailer whose mantra is “every day low prices” had sales of nearly $256 billion, five thousand stores in ten countries (almost three thousand are in the United States), and 1.3 million employees. Some 8 percent of all retail sales in the United States are made at a Wal-Mart store. Wal-Mart is not only large but also very profitable. In 2003, the company earned a return on invested capital of 14.7 percent, significantly better than rivals Costco and Target, which earned 9.4 percent and 10 percent, respectively (another major rival, Kmart, emerged from bankruptcy protection in 2004). As shown in the accompanying figure, Wal-Mart has been consistently more profitable than its rivals for years. Wal-Mart’s superior profitability reflects a competitive advantage that is based on the successful implementation of a number of strategies. In 1962 Wal-Mart was one of the first companies to apply the self-service supermarket business model developed by grocery chains to general merchandise (two of its rivals, Kmart and Target, were established in the same year). Unlike its rivals, who focused on urban and suburban locations, Sam Walton’s Wal-Mart...
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...Learning with Cases INTRODUCTION The case study method of teaching used in management education is quite different from most of the methods of teaching used at the school and undergraduate course levels. Unlike traditional lecture-based teaching where student participation in the classroom is minimal, the case method is an active learning method, which requires participation and involvement from the student in the classroom. For students who have been exposed only to the traditional teaching methods, this calls for a major change in their approach to learning. This introduction is intended to provide students with some basic information about the case method, and guidelines about what they must do to gain the maximum benefit from the method. We begin by taking a brief look at what case studies are, and how they are used in the classroom. Then we discuss what the student needs to do to prepare for a class, and what she can expect during the case discussion. We also explain how student performance is evaluated in a case study based course. Finally, we describe the benefits a student of management can expect to gain through the use of the case method. WHAT IS A CASE STUDY? There is no universally accepted definition for a case study, and the case method means different things to different people. Consequently, all case studies are not structured similarly, and variations abound in terms of style, structure and approach. Case material ranges from small caselets (a few paragraphs...
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...Walter Long The Nuclear Tube Assembly Room was a production unit of the American Radiatronics Co., a leader in the nuclear electronics industry. The company's regular line of electronic tubes was assembled, tested, and prepared for shipment in the nuclear tube assembly room. Walter Long, general foreman of the process department, described the tube room group as the most successful. Exhibit 1 is a partial organization chart. Prior to Long's assuming the leadership of the department some 24 months earlier, the workers in the room had acquired the reputation of being agitators, persistent troublemakers. Production was down, costs were out of hand, and deliveries became very unpredictable. Some thought was given to eliminating the entire operation. A report prepared by the director of industrial relations at the time, which described the existing problem, is presented in Ex. 2. Over the past 24 months the story is quite different. During the most recent three-month period the tube room's direct and allocated monthly costs averaged $60,350, while the actual sales value of the room's monthly production for the same three months averaged $175,800. Indirect costs were allocated to the department at a rate 425% of direct labor costs. A special management report presented some additional figures of interest. Between January of the previous year and March of the present year, the group had shown a 53% improvement in the dollar output of product per man-hour of work, direct labor efficiency...
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...Seventh Edition Accounting for Decision Making and Control Jerold L. Zimmerman University of Rochester To: Conner, Easton, and Jillian ACCOUNTING FOR DECISION MAKING AND CONTROL, SEVENTH EDITION Published by McGraw-Hill, a business unit of The McGraw-Hill Companies, Inc., 1221 Avenue of the Americas, New York, NY 10020. Copyright © 2011 by The McGraw-Hill Companies, Inc. All rights reserved. Previous editions © 2009, 2006, and 2003. No part of this publication may be reproduced or distributed in any form or by any means, or stored in a database or retrieval system, without the prior written consent of The McGraw-Hill Companies, Inc., including, but not limited to, in any network or other electronic storage or transmission, or broadcast for distance learning. Some ancillaries, including electronic and print components, may not be available to customers outside the United States. This book is printed on acid-free paper. 1 2 3 4 5 6 7 8 9 0 DOW/DOW 1 0 9 8 7 6 5 4 3 2 1 0 ISBN MHID 978-0-07-813672-6 0-07-813672-5 Vice President & Editor-in-Chief: Brent Gordon Vice President of EDP: Sesha Bolisetty Editorial Director: Stewart Mattson Sponsoring Editor: Dick Hercher Marketing Manager: Sankha Basu Editorial Coordinator: Rebecca Mann Project Manager: Erin Melloy Design Coordinator: Brenda A. Rolwes Cover Designer: Studio Montage, St. Louis, Missouri Production Supervisor: Sue Culbertson Media Project Manager: Balaji Sundararaman Compositor: MPS Limited, A Macmillan Company...
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...Jurassic Park Michael Crichton Copyright Michael Crichton (c) 1991 All Rights Reserved The right of Michael Crichton to be identified as the author of this work has been asserted by him in accordance with the Copyright, Designs and Patents Act 1988. First published in Great Britain in 1991 by the Random Century Group 20 Vauxhall Bridge Rd, London SWIV 2SA Century Hutchinson South Africa (Pty) Ltd PO Box 337, Bergvlei 2012 South Africa Random Century Australia Pty Ltd 20 Alfred St, Milsons Point, Sydney, NSW 2061 Australia Random Century New Zealand Ltd PO Box 40-086, Glenfield, Auckland 10 New Zealand A CIP Catalogue Record for this book is available from the British Library ISBN: 0 7126 4686 8 Printed in England by Clays Ltd, St Ives plc For A-M and T "Reptiles are abhorrent because of their cold body, pale color, cartilaginous skeleton, filthy skin, fierce aspect, calculating eye, offensive smell, harsh voice, squalid habitation, and terrible venom; wherefore their Creator has not exerted his powers to make many of them." LINNAEUS, 1797 "You cannot recall a new form of life." ERWIN CHARGAFF, 1972 Introduction "The InGen Incident" The late twentieth century has witnessed a scientific gold rush of astonishing proportions: the headlong and furious haste to commercialize genetic engineering. This enterprise has proceeded so rapidly-with so little outside commentary-that its dimensions and implications are hardly understood at all. Biotechnology promises the...
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...2014-2015 Undergraduate Academic Calendar and Course Catalogue Published June 2014 The information contained within this document was accurate at the time of publication indicated above and is subject to change. Please consult your faculty or the Registrar’s office if you require clarification regarding the contents of this document. Note: Program map information located in the faculty sections of this document are relevant to students beginning their studies in 2014-2015, students commencing their UOIT studies during a different academic year should consult their faculty to ensure they are following the correct program map. i Message from President Tim McTiernan I am delighted to welcome you to the University of Ontario Institute of Technology (UOIT), one of Canada’s most modern and dynamic university communities. We are a university that lives by three words: challenge, innovate and connect. You have chosen a university known for how it helps students meet the challenges of the future. We have created a leading-edge, technology-enriched learning environment. We have invested in state-of-the-art research and teaching facilities. We have developed industry-ready programs that align with the university’s visionary research portfolio. UOIT is known for its innovative approaches to learning. In many cases, our undergraduate and graduate students are working alongside their professors on research projects and gaining valuable hands-on learning, which we believe is integral...
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...Seventh Edition Accounting for Decision Making and Control Jerold L. Zimmerman University of Rochester To: Conner, Easton, and Jillian ACCOUNTING FOR DECISION MAKING AND CONTROL, SEVENTH EDITION Published by McGraw-Hill, a business unit of The McGraw-Hill Companies, Inc., 1221 Avenue of the Americas, New York, NY 10020. Copyright © 2011 by The McGraw-Hill Companies, Inc. All rights reserved. Previous editions © 2009, 2006, and 2003. No part of this publication may be reproduced or distributed in any form or by any means, or stored in a database or retrieval system, without the prior written consent of The McGraw-Hill Companies, Inc., including, but not limited to, in any network or other electronic storage or transmission, or broadcast for distance learning. Some ancillaries, including electronic and print components, may not be available to customers outside the United States. This book is printed on acid-free paper. 1 2 3 4 5 6 7 8 9 0 DOW/DOW 1 0 9 8 7 6 5 4 3 2 1 0 ISBN MHID 978-0-07-813672-6 0-07-813672-5 Vice President & Editor-in-Chief: Brent Gordon Vice President of EDP: Sesha Bolisetty Editorial Director: Stewart Mattson Sponsoring Editor: Dick Hercher Marketing Manager: Sankha Basu Editorial Coordinator: Rebecca Mann Project Manager: Erin Melloy Design Coordinator: Brenda A. Rolwes Cover Designer: Studio Montage, St. Louis, Missouri Production Supervisor: Sue Culbertson Media Project Manager: Balaji Sundararaman Compositor: MPS Limited, A Macmillan Company...
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