...confined to their beds waiting to be fed, changed, or bathed. This was not acceptable. The management was focused on profits, not care. They did not listen to the concerns of the employees that were directly involved with patient care, yet set high expectations for employee productivity. Reengineering, defined as “the fundament rethinking and radical design of business process to achieve dramatic improvements in critical, contemporary measures of performance such as cost, quality, service, and speed” (Chase, 2006). Before making any recommendation on reengineering the business, I would first evaluate the business and determine how the business operates. Looking at all aspects of the business will allow me to see the decision making process management utilizes (Business Consulting Through Development and Optimization, 2011), how they deal with problems, treat their employees and the income gained or loss by not having the proper aide to patient ratios. My InnerView, Inc., is a company that conducts staff satisfaction surveys for nursing home customers. They have a database that contains responses from over 223,000 long-term care employees from across the nation. Utilizing the information they have accumulated, I have determined that the following areas are key issues the nursing home should focus on. Management should demonstrate that they care for their employees. Every effort...
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...Morality of the actions of JPMorgan Chase &co. | 3 | 1.2 | Should the boss bear the blame | 5 | 1.3 | Elements of moral judgement | 8 | 1.4 | Where people get their values | 11 | | List of References | 14 | QUESTION 1.1 MORALITY OF THE ACTIONS OF JP MORGAN According to Buchholtz and Carroll (2012) moral management conforms to the highest standards of ethical behaviour or professional standards of conduct, motives, goals orientation towards the law and general operating strategy. Moral management pursues its objectives of profitability, legality, and ethics as both required and desirable. Moral management would not pursue profits at the expense of the law and sound ethics. The operating strategy of moral management is to live by sound ethical standards, seeking out only those economic opportunities that the organization or management can pursue within the confines of ethical boundaries. The organization assumes a leadership position when ethical dilemmas arise. The stakeholders at JPMorgan Chase & Co. case include executives at the bank, other employees, competitors to JP Morgan and those who have accounts, funds, stocks, etc. associated with the bank. The executives of JPMorgan Chase & Co. had one major interest in their positions i.e. to maximize profits for the bank. The executive looked to continue this profit-streak, and keep finding large profits each quarter. According to the normative ethical theories, The JP Morgan Chase &Co executives conformed to...
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...strategically place the competing firm in a position to react. Even in small towns or multiple businesses in the same industries from restaurants to retail, need to be aware of how their decisions affect their own business, but also their market. Decisions should be systematically made and will economically affect a business along with the anticipation of competitor’s reaction to their precise move. Oligopolies are everywhere and can be detected from wheat that is managed by large agriculture groups to cell phone companies. Oligopolies How do firms in the industry compete? Managers within interdependent industries make decisions that will affect not only their firm, but they must consider the reaction to their competitor as well. Without this consideration, the rival’s reaction will certainly affect his or her own sales and profitability due to that decision, which may or may not be intended. An oligopoly can be formed when a selected few companies dominate a market, such as the computer market of Microsoft and Apple make up nearly one hundred percent of the computer operating market. (State Owl, 2012) Therefore, the competition between Apple and Microsoft most likely use analytical guides or tools...
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...Journal of Information Technology Teaching Cases (2012) 2, 79–86 & 2012 JITTC Palgrave Macmillan All rights reserved 2043-8869/12 palgrave-journals.com/jittc/ Teaching case Understanding the process of backsourcing: two cases of process and product backsourcing in Europe Julia Kotlarsky1, Lars Bognar2 1 2 Aston Business School, Aston University, Birmingham, UK; Google Ireland Ltd., Dublin, Ireland Correspondence: J Kotlarsky, Aston Business School, Aston University, Birmingham, B4 7ET, UK. Tel: þ 44 121 2043116; E-mail: j.kotlarsky@aston.ac.uk Abstract Backsourcing, defined generally as bringing services outsourced to a third party back inhouse, is now a growing phenomenon. The decision to backsource has several significant implications for an organization, as it requires the organization to manage organizational change, reintegrate knowledge, and develop new capabilities and competences. Taking into account there is very limited empirical evidence of how to successfully accomplish the backsourcing process, two case studies included in this teaching case offer additional insight into the process of backsourcing. To prepare students for case analysis, this teaching case starts by describing the backsourcing phenomenon, followed by an overview of the backsourcing trend, and includes a brief review of the relevant literature that mainly focuses on backsourcing decisions and touches on critical success factors for implementing a backsourcing initiative. This is...
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...new accounting guidance related to debt issuance costs and investments in affordable housing projects. For additional information, see Accounting and Reporting Developments and Note 1 on pages 170 and 183, respectively. 1 Results are presented in accordance with accounting principles generally accepted in the United States of America (U.S. GAAP), except where otherwise noted. 2 Non-GAAP financial measure. For further discussion, see “Explanation and Reconciliation of the Firm’s Use Of Non-GAAP Financial Measures” on pages 80—82. 3 The ratios presented are calculated under the Basel III Advanced Fully Phased-In Approach, which are non-GAAP financial measures. For further discussion, see “Regulatory capital” on pages 151—155. JPMorgan Chase & Co. (NYSE: JPM) is a leading global financial services firm with assets of $2.4 trillion and operations worldwide. The firm is a leader in...
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...looking into shades of gray when it comes to ethical behavior. For years, companies have been operating within the law yet displayed very questionable behavior. Companies like Goldman and Sachs utilizing questionable trading techniques in order to gain a financial profit while leaving behind companies in the dust and eliminating hundreds if not thousands of jobs in the process. Ethics is more than doing what’s right or wrong. It’s a way of life and how we can have an effect on others. Question 1: Go back through the case and make a list of each action or practice that could be called a gray area. The Layering Strategy: This was formulated in the late 1920 as a way to utilize one company’s money to invest in another. In the case of Goldman, he used his own customers to make money. He created an investment company and buys 90% of the shares in that company with its own money. Because the shares have sold so well, the public wants a piece of the company. So, the shares that Goldman initially bought for, say, $100, it is able to turn around and sell to the public for $110. He would then continue the cycle with another company and the price would climb. The Laddering Strategy: In 1990, the birth of the Internet age just started its peak. Goldman found another way to capitalize on this boom. Much like Goldman’s layering strategy, the Laddering strategies end result is also a crash. With the laddering strategy, this was reserved for Goldman’s best clients. Laddering is a trick...
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...systems 3 The Company 3 The roles information system plays in organizations pursuit of competitive advantage: 3 Competitive Strategies 3 Cost leadership 3 Differentiation 3 Innovation Strategy 3 Growth (including mergers and acquisitions) 3 Strategic Alliance 3 Business Eco-systems and Co-opetition (Competition & Cooperation) 3 The Competitive Forces Model 3 Information systems can improve overall performance of business units by promoting synergies and core competencies 3 Core competencies 3 Network-based strategies 3 Sustaining competitive advantage 3 Performing strategic systems analysis 3 Managing strategic transitions 3 Product differentiation 3 Focus on market niche 3 Strengthen customer and supplier intimacies 3 Conclusion 3 Recommendations 3 References 3 Abstract: Daily life today requires the use of information technology systems. Endeavour such as education, manufacturing, research etc, treat information systems as a need. Information system (IS) combines hardware, software, infrastructure and trained personnel to facilitate planning, control, coordination, and decision making in an organization. Gaining competitive advantage is critical for company survival and success. Therefore, development and implementation of strategies to effectively counter the competitive forces is required. The solution is the application of Management Information System (MIS) as a critical enabler of competitive strategies like cost leadership...
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...systems 3 The Company 3 The roles information system plays in organizations pursuit of competitive advantage: 3 Competitive Strategies 3 Cost leadership 3 Differentiation 3 Innovation Strategy 3 Growth (including mergers and acquisitions) 3 Strategic Alliance 3 Business Eco-systems and Co-opetition (Competition & Cooperation) 3 The Competitive Forces Model 3 Information systems can improve overall performance of business units by promoting synergies and core competencies 3 Core competencies 3 Network-based strategies 3 Sustaining competitive advantage 3 Performing strategic systems analysis 3 Managing strategic transitions 3 Product differentiation 3 Focus on market niche 3 Strengthen customer and supplier intimacies 3 Conclusion 3 Recommendations 3 References 3 Abstract: Daily life today requires the use of information technology systems. Endeavour such as education, manufacturing, research etc, treat information systems as a need. Information system (IS) combines hardware, software, infrastructure and trained personnel to facilitate planning, control, coordination, and decision making in an organization. Gaining competitive advantage is critical for company survival and success. Therefore, development and implementation of strategies to effectively counter the competitive forces is required. The solution is the application of Management Information System (MIS) as a critical enabler of competitive strategies like cost leadership...
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...systems 3 The Company 3 The roles information system plays in organizations pursuit of competitive advantage: 3 Competitive Strategies 3 Cost leadership 3 Differentiation 3 Innovation Strategy 3 Growth (including mergers and acquisitions) 3 Strategic Alliance 3 Business Eco-systems and Co-opetition (Competition & Cooperation) 3 The Competitive Forces Model 3 Information systems can improve overall performance of business units by promoting synergies and core competencies 3 Core competencies 3 Network-based strategies 3 Sustaining competitive advantage 3 Performing strategic systems analysis 3 Managing strategic transitions 3 Product differentiation 3 Focus on market niche 3 Strengthen customer and supplier intimacies 3 Conclusion 3 Recommendations 3 References 3 Abstract: Daily life today requires the use of information technology systems. Endeavour such as education, manufacturing, research etc, treat information systems as a need. Information system (IS) combines hardware, software, infrastructure and trained personnel to facilitate planning, control, coordination, and decision making in an organization. Gaining competitive advantage is critical for company survival and success. Therefore, development and implementation of strategies to effectively counter the competitive forces is required. The solution is the application of Management Information System (MIS) as a critical enabler of competitive strategies like cost leadership...
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...Technology and Innovation Management Viewpoint Manage Risk for Product Launch Actively manage risk to deliver the right products on time! Risk management is a well-established notion in hedging and safety related issues, but what about in product development? A development project going wrong, not managing its risk can bring a company to its knees. Not realizing and mitigating risks to delivery, quality, feature fulfillment and budget can at the extreme lead to significant business losses, putting an entire company at risk. We argue that project risk management is central to secure successful product delivery. Project risk management can and should be used as a key lever in: bringing a balanced perspective to the management of complicated issues in complex organizations prioritizing work in a rapidly changing context with an anticipated approach that is better than simple intuition and that facilitates communication between people identifying knowledge gaps and actively closing these gaps the active management (and not the avoidance) of risk by being alert and prepared The risk level in product development projects increases as projects are put under pressure to deliver more complex products, in shorter time, with distributed resources and increased need for interaction between projects due to platform synergy requirements. And we argue that proactive risk management is essential in order to address these challenges and help projects succeed in terms...
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...years. It has been alleged that financial institutions have poor business practices, leading to increased risk being transferred to consumers. These poor business practices would be expected to be reflected in consumer complaint data for these services. Public unrest with the financial services industry has also mainly been focused on certain products, such as mortgages, and large public financial corporations, such as Bank of America, or J.P. Morgan Chase. The goal of our analysis is to understand the actual underlying structure and trends of consumer complaints regarding consumer financial instruments in order to understand if these assumptions hold true. This includes which financial products receive the most complaints, which geographic areas these complaints originate from, and whether a link between company size and consumer complaints can be identified. ------------------------------------------------- Related Work While multiple studies have been conducted to analyze consumer complaints in relation to behavior, strategy, satisfaction, and response; our approach to review consumer complaint data through financial product geographic segmentation can be deemed unique. ------------------------------------------------- Processes To fulfill the goals of this analysis, our team explored the following three research questions: 1. For each year in the consumer complaint dataset, which three products recorded the most complaints? 2. What region has the highest...
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...Statement The primary issue is management engaging the use of bully style technics coupled with micro-management tasks which were driven irresponsibly. The actions resulted which contribute to the detriment the employee morale and high employee turnover. The primary concern is, how does one challenge an entrenched management to create a positive environment to a means that is or will be conducive to all. Analysis For a business model to work it must have installed a powerful yet engaging plan and that is “total quality management”, or TQM. The leadership must be very clear in its mission to achieve TQM. “Total Quality Management (TQM) today is a potent amalgam of many highly effective technical as well as behavioral improvement strategies and techniques. As such, it has evolved into one of the most powerful opportunities for effective planned change ever to take root in organizations”. Myers, (1993). Many programs may have this form of management. Unfortunately it will not produce as anticipated the way one would want. As stated by Capezo (1995), “Developing a plan for sustained commitment is critical to the success of TQM”. However, once TQM becomes functional the organization is able to take on the essential management style mentioned in an earlier statement, i.e. bully style, micromanagement, etc. As indicated, management has elements of bully style approaches, micro-management, coupled with low employee morale, and high employee turnover are reference points...
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...2009 ABSTRACT .This report will discuss the impact of the Information Superhighway/ Internet on CB Financial Bank Focus will be emphasized on current business issues such as customers’ online banking, fraud and identity theft prevention and information security strategies utilized at CB Financial. Employee job loss due to customers’ increased use of information technology (ATMs) will be briefly addressed. Proposed solutions and suggested recommendations to resolve these issues will be made to the CB Financial Executive Committee to be expedited over a three year period. 1 Introduction The Internet has become the Information Superhighway of choice for an ever increasing number of financial institutions such as CB Financial Bank. The impact of the Internet has changed the banking system as its customers once knew it. Numerous research studies suggest that the utilization of the Internet plays a fundamental role in a firm’s ability to enhance business performance through innovations in products, channels and customer segments (Sambamurthy & Grover, 2003; & Tanriverdi, 2005). Banks are making significant investments on the Information Superhighway to align business strategies enable innovative functional operations and provide extended enterprise networks (Tubin, 2008). Much of the fundamental and pervasive change in the financial services industry and the pace at which it is taking place is driven by extraordinary advances in computing and...
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...Introduction: The Bank of America was formed in 1998 after the merger of California based Bank of America and the Nations Bank of North Carolina. At the end of the 20th century the bank stood as the second largest bank in the American market with close to 4500 branches operating in 21 states. Most of these branches were located in high growth markets of the south and west coast. Globally, it employed 1, 40,000 employees across 190 nations, over $8 billon in revenues, $360 billion in deposits and some $600 billon in assets. However the markets had been consolidating for sometime with the total number of banks in America having reduced to 7000 from an figure of 14000 first recorded in 1985. Intense competition characterized the market and the challenge for national banks was to be able to localize product and service offerings for their customers. Financial services had traditionally been looked upon as commodities by banks and lack of experimentation marked the sector. The sector was however slowly realizing that traditional methods of cost reduction and other control mechanisms could only take growth so far. ‘Organic Growth', a higher wallet share of existing customers was a concept of much relevance in the highly competitive market. For achieving this Bank of America had given more freedom to individual bank managers to undertake more responsibilities. Others like Washington Mutual (WAMU) had introduced new models of customer experience, benchmarking their services...
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...PRODUCTION AND OPERATION MANAGEMENT PART ONE 1. Inputs in to outputs 2. The first operation to the finished product 3. Demand that is controlled by the company 4. Complete Enterprise wide business solution 5. Computer aided design 6.Technological forecast 7. All of the above 8. Production planning and scheduling & control system 9. Functional layout 10. Work measurement PART TWO 1. Define job shop production? Job Shop Production: In this system, products are manufactured to meet the requirements of a specific order. Quality is not given too much importance and the manufacturing of a product takes place as per the specifications given by the customer. This system may be further classified into the following categories: The Job produced only once: Here, a customer visits a firm and places their order. When the product is ready, the customer takes it and leaves. The customer may not visit the firm again to place an order for the same product. Such a firm will have little scope for pre-planning the production of a product. The norm will be that it will plan for the materials, manpower and the process to be followed only after it has received an order from a customer. The job produced at irregular intervals: Here, a customer visits a firm to place orders for the same type of the product at irregular intervals. The firm will not have any idea of the customer's visits. Here as well, the planning for materials, manpower and the process to be followed will start...
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