...MULTIPLE CHOICE QUESTIONS (The letter after each item number is the correct answer) 1B Which is NOT one of the strategic questions that an organization must ask itself? a. Where is the organization now? b. How can functional and operational areas be improved? c. If no changes are made, where will the organization be in one year? d. If the evaluation is negative, what specific actions should management take? e. If no changes are made, where will the organization be in 10 years? 2D Which of the following is NOT a characteristic of strategic decisions as mentioned in the text? a. directive b. consequential c. rare d. continuous 3A Strategic planning within a small organization a. may be informal and irregular. b. must be elaborate to allow for future growth. c. should be formalized and explicitly stated d. should be done by the president only. e. is unnecessary and a waste of time. 4D An organization that is skilled at creating, acquiring, and transferring knowledge and at modifying its behavior to reflect new knowledge and insights a. asks if it should be or not be. b. is operating in Phase 1 of strategic management. c. has a mechanistic structure. d. is a learning organization. e. is...
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...overpayment have been identified: CEOs with too much power, inattentive boards of directors, conflicts of interest by compensation consultants, the use of stock options--the list goes on. Some studies show the average CEO was paid $10 million to $15 million in 2005. This includes their salary, bonus, stock option gains, stock grants, and various executive benefits and perquisites. Are rank-and-file workers underpaid? Everyone, I suppose, feels a little underpaid. Some data sources indicate the average American worker was paid about $40,000 in 2005. Anyone working in the technology sector knows this average pay level would barely hire a below-average administrative assistant in any of the technology hot spots in the U.S. And the average CEO pay has been earned by more than a few average technology company workers who had stock options in the right company at the right time. So, are CEOs overpaid compared to average workers? If you read the media stories this year, and in recent years, you might think that they are. Some interest groups have determined that the ratio of CEO pay to average worker pay is an appropriate measure of this problem. Some Web sites allow you to calculate how underpaid you are compared with your CEO. According to these sources, chief executive pay is between 250 and 500 times that of the average worker. Who are these CEOs who are supposedly paid hundreds of times more than the average worker? In most analyses, they are CEOs managing the largest public companies...
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...Introduction The purpose of this paper is to brief detail of the Ford Motor Company. The different aspect of their development and future production in discuss in the paper below. This company was selected by our team because of Ford Motor Company has come a long way despite having going through auto industry crash a couple of years ago. The company was founded in 1903 by Henry Ford. He was 39 when founded the company. He started producing cars in Detroit, Michigan where he introduce the first engine, which had a removable cylinder head and the first safety glass in windshield. Within a decade of starting, Ford led the world in the expansion and refinement of the assembly line. He also crested a scientific laboratory, which was responsible for the invention of the SQUID device. By the 1980’s, Ford introduces several highly successful vehicles around the world. Even to this day, no cannot think about getting a new car without thinking about some type of ford vehicle. Even though the first modern automobile was already created, Ford’s plan was to create a low price engine powered car that the average man could afford. 2014 was a year that started a successful plan into the right direction. Despite having a $12.6 billion in losses and plants years ago they have regain quite well for themselves. Their financial reports show a company growth and improvement in the fiscal health department. `Their pre-tax operating profit of $8.6 billion was among the best in their history and automotive...
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...for you to feel that they have (or have not)? Steve Jobs Steve Jobs was the CEO and co-founder of Apple Corporation. Apple is an innovator in the industry of technology. It designs, develops and sells computers, software, consumer/commercial mobile devices and electronics (Apple, 2014). Jobs provided Forbes with 14 lessons that were shared with the masses: simplify, control the experience, innovate, ignore reality, have confidence, rethink design, team with winners, collaborate, vision + details, rebel (Kalla, 2012). Jobs was able to bring Apple’s stock from $10 a share to over $400 making it one of the most valuable technology companies in the world (CNNMoney, n.d.). Jobs had an ability to create innovative products and then create the need from the consumer. He was passionate about his products and its quality. Jobs never released a product that he felt was inferior in any way. He knew his vision and his success come from the clear understanding and following of the vision (Young Entrepreneur Council, 2013). His vision and direction really helped the company sustain a competitive advantage. It became clear in the stock market that people believed not necessarily in the company but rather in the Jobs visionary leadership. When Jobs would take a sabbatical, the stock would drop and when he would return, stock rose (Wearden, G, 2011). Jack Welch Jack Welch was the CEO of General Electric (GE) for 21 years. GE is the only company that was listed in the...
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...Kim Luttman Bus 390 Instructor Suzanna Chavez National College November 01, 2009 Abstract Big business for years has been for the most part a man’s world. While women may have been part of the organization, the power, responsibility and leadership mainly rested in the hand of men. As for Xerox a multi-million dollar business, they were no different. A company that was founded in 1906 had several men at the helm, running a top notch company. As the years passed, profits soared and held that position for some time. Xerox was a great company, yet it gradually started to lose their momentum. As the profits turned into losses, the only thing growing was their debt. Xerox stepped out of 1990’s and into the 2000’s placed Anne Mulcahy (the first woman CEO of the once multi-million dollar company Xerox) into the struggling, over extended and drowning position of CEO. Xerox was now in the hands of a very capable woman. Mulcahy now known as a very powerful player in the business world has become one of the top leaders not only in Xerox but in America. The leadership of Mulcahy turned Xerox around and restored not only to the great company it was but only better. The powerful leadership of Mulcahy has set the precedence for yet another woman to take her place in the Xerox family. Ursala Burns has taken over the CEO position where Mulcahy ended with high expectations to continue, only to propel the Company farther into the future. A company was founded in 1906 in Rochester...
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...Professionalising SOE Board of Directors MALAYSIA World Bank I’nal Conference on Corporate Governance Practices in SOEs Ankara Turkey 10 June 2014 Presenter: Aziz Bakar CEO, Malaysian Directors Academy (MINDA) 1 AGENDA 1. Background & Intro 2. Enhancing Directors Effectiveness 3. Enhancing Board Effectiveness 4. Malaysian Directors Academy (MINDA) 2 INVEST MALAYSIA FORUM • The Government is committed to ensure Government Linked Companies Transformation (GLCT) Programme continues to be implemented, if anything with greater urgency and focus • Government Linked Investment / Companies (GLIC/GLCs) must aspire to greater heights, whether best in class or emerging as future regional, if not global champions Source: Prime Minister’s Keynote Address at Invest Malaysia Forum 2012 3 HISTORY AND EVOLUTION OF GLCs 1969 Maybank becomes government owned 1972 LTAT established 1979 Sime Darby is Malaysianised 1957 1987 Jabatan Telekom Corporatised 1992 Malaysian Airport and Postal Department provatised 1997 Industrialisation and moving up the value chain 1951 EPF established 1983 Rapid economic growth and privatisation 1962 LTH established 1978 PNB established 1970 Launch of New Economic Policy (NEP) Malaysianised GLCs Value adding to Malaysia’s Natural resources 1985 Proton launch first model 1981 Launch of Heavy Industrialisation Programme ...
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...a good man, Arnarson was wanted in Norway for burglary, theft etc.) When he was considering a name on this Nordic country he comes up with Iceland, why? It was because he didn´t want other Norwegian come over the see too this beautiful land. The only thing he was wondering, why is this land almost in the Arctic so green. Now we know, it´s because of the hot Gulf Stream coming from America. Because of that stream in the sea around Iceland the little rock in middle of the Arctic Ocean is green and has one of the best fishing spot in the world around it. Around 2000 the nation counted 304.000 people with 180.000 working hands. Iceland is a fisherman country and 75% of our foreign trades are fish and has been that from 900 and all the way to 2002. What happened after 2002? Yes, the paper is all about what happened from 2002 – 2008, only 6 years. Iceland is on the top of the world It can say that for sure that Iceland was on the top of the world year 2002. Everything was going in our way that time....
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...Capitalizing on Complexity Insights from the Global Chief Executive Officer Study This study is based on face-to-face conversations with more than 1,500 chief executive officers worldwide. Samuel J. Palmisano Chairman, President and Chief Executive Officer IBM Corporation Letter from the Chairman 3 A note to fellow CEOs In the first chapter of this report on dealing with complexity, the CEO of an industrial products company calls the economic environment of 2009 “a wake-up call.” I agree. I’d only add that it was just the latest in a series of alerts that sounded during the first decade of this new century. In a very short time, we’ve become aware of global climate change; of the geopolitical issues surrounding energy and water supplies; of the vulnerabilities of supply chains for food, medicine and even talent; and of sobering threats to global security. The common denominator? The realities — and challenges — of global integration. We occupy a world that is connected on multiple dimensions, and at a deep level — a global system of systems. That means, among other things, that it is subject to systems-level failures, which require systems-level thinking about the effectiveness of its physical and digital infrastructures. It is this unprecedented level of interconnection and interdependency that underpins the most important findings contained in this report. Inside this revealing view into the agendas of global business and public sector leaders, three widely...
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...worse. For a long time America had fought within each other due to the fact that we are all racist. All in a sense that no matter how civil we get there will always be a dispute between races, class, and overall social stratification. America is at this point where people are put into a system that ranks them from the top to the bottom. With that being said, with all the commotion of equality and inequality our country still shows love and peace to all. It might not be the love and peace we want but it’s enough to where if it’s done right, people from the lower class have a chance to live the American Dream. La June Montgomery Tabron is an African American woman who is a CEO of The Kellogg Foundation, she states, "In so many ways, my own journey illustrates the power and impact of what is possible with the right conditions.” (Byng 2013). No one really knows exactly what the American Dream is but it’s a sign of hope for those who don’t have much. This world we live in, especially now in America, it is controlled by those who have money and power or in other words, the top 1%. The top 1% could consist of many powerful rich people from Politian’s to those of CEOs. Fifty years ago it would have been impossible for...
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...Author(s): R. Duane Ireland and Michael A. Hitt Source: The Academy of Management Executive (1993-2005), Vol. 19, No. 4, Classic Articles from AME (Nov., 2005), pp. 63-77 Published by: Academy of Management Stable URL: http://www.jstor.org/stable/4166206 Accessed: 10-05-2015 07:37 UTC REFERENCES Linked references are available on JSTOR for this article: http://www.jstor.org/stable/4166206?seq=1&cid=pdf-reference#references_tab_contents You may need to log in to JSTOR to access the linked references. Your use of the JSTOR archive indicates your acceptance of the Terms & Conditions of Use, available at http://www.jstor.org/page/ info/about/policies/terms.jsp JSTOR is a not-for-profit service that helps scholars, researchers, and students discover, use, and build upon a wide range of content in a trusted digital archive. We use information technology and tools to increase productivity and facilitate new forms of scholarship. For more information about JSTOR, please contact support@jstor.org. Academy of Management is collaborating with JSTOR to digitize, preserve and extend access to The Academy of Management Executive (1993-2005). http://www.jstor.org This content downloaded from 203.101.161.82 on Sun, 10 May 2015 07:37:52 UTC All use subject to JSTOR Terms and Conditions I Academy of Management Reprinted from 1999, Vol. 13, No. 1 Executive, 2005, Vol. 19, No. 4 maintaining Achieving and the in competitiveness strategic of role The 2jst century: ...
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...Cultural Assessment of General Electric Learning Team A Human Relations and Organizational Behavior March 14, 2005 Cultural Assessment of General Electric The corporate culture of General Electric (GE) is a composite of its people, leadership, organization, structure, and processes from past to present. This paper will provide an assessment of the corporate culture of GE, and provide an insight into the dynamics, which have made it one of the world’s premier companies. The aspects of General Electric’s culture begin with its leadership, and progress through its management, workforce, policies, and objectives. GE leadership provides corporate direction with a formalized set of values and action verbs, which guide the organization (GE, 2005). In lieu of a corporate mission statement, GE identifies its key strategies and initiatives in its annual Letter to Stakeholders (GE, 2004). The corporate office maintains a distinct presence among its sprawling empire. This empire is composed of a worldwide workforce, which is involved in a myriad of activities. To lead this powerful organization, management is trained and indoctrinated into the GE culture. The myths, and legends, surrounding General Electric, lend to the cultural identity shared by the entire workforce. Training, organization, and structure are established and maintained through several processes, and programs, which contribute to GE’s cultural identity. General Electric’s...
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...In the study, students were asked to rate an essay with one of four styles of author names. Not only did the authors with a middle initial receive top marks, but the one with the most initials, (David F.P.R. Clark), received the best reviews...
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...Are Over the past 15 to 20 years more and more CEOs have been scrutinized and the typical CEO's pay is largely driven by market factors. CEOs pay is strongly related to stock performance. Because of more bureaucracy, the CEO's job has become increasingly more difficult over the past decade. In fact some would even argue that they are not paid enough and should be paid more. CEOs are being scrutinized more than ever. Some have taken on a celebrity persona such as Steve Jobs, Bill Gates, and Jack Welch. The fact of the matter is their pay is driven by market forces. You don't really hear of athletes being scrutinized like CEOs. However, since the collapse of companies such as Enron, WorldCom, and Tyco, their exposure has put them in the forefront of our society. CEOs are not unique. Other industries with similar backgrounds have earned just as well in the last decade. This includes top lawyers, athletes and top financial executives. Kaplan contends that it would be difficult to understand how pay increase could be driven by non-market forces when pay to athletes, lawyers and other groups have increased just as much. Their pay is strongly related to stock performance. Kaplan's recent analysis of CEO pays in a given year found that CEOs in the top 20% of actual pay generate stock returns 60% greater. This is greater than other firms in their industries over the past three years. In addition, CEOs from firms in the bottom 20% of actual pay underperformed...
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...good as our banks,” therefore, CEOs are responsible for the country’s economic performance. Secondly, one of a bank’s many roles is to take care of people’s accounts, thus, in time of crises it is easy for individuals to make them liable for their uncomfortable financial position. Additionally, it is needles to say that these top executives are public figures, making it easy for people to put a name and face as the target of their dissatisfaction. Finally, in order for us to evaluate their compensation we need to draw a parallel between their performance as CEOs and their salary (including bonus), as well as compare them to CEOs in other industries. To assess performance, take into consideration that a country’s GDP is broken-down into four components: personal consumption expenditure, which is further broken down into goods and services; business investment; government spending; and net exports of goods and services. With the greatest US GDP contributor being personal consumption expenditure, services alone accounted for 46% of what the nation produced in 2011; and, the banking industry falls into that category. Moreover, if you take a look at exhibit1, which shows a further detailed breakdown of the US’s GDP in 2009 – when we engaged in a bull market – the finance, insurance, real estate, rental, and leasing sector represented 21.5% of the country’s output. This goes to prove that whether bankers are undercompensated or not, they are indeed the top performers and the driving...
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...show the top 25 gaming companies in 2010 along with the fastest growing ones (Van Kooten, 2010). Despite this fierce competition, there are also plentiful opportunities for entry into the online game market with forecasted trends showing huge growth. In 2007, online games generated $6.6 billion. They are expected to increase to $14.4 billion in 2012. The top 10 fast growth companies indicate that online gaming is a goldmine (Caron, 2009). When reviewing competitors, it is important to keep in mind the point of access to the online games being offered. Online games can be played through a PC, a mobile device, or a console and the form of presentation can influence the product’s market segment. The table below shows the a comparison of features among various online gaming companies including CanGo. Note: Revenue taken from CanGo 2009 income statement and Source: Van Kooten, M. (2010, August 3). Top 25 gaming companies 2010. Retrieved April 7, 2012, from http://www.softwaretop100.org/top-25-gaming-companies-2010 As indicated earlier, online games can be PC based or mobile device based and are played over a computer network. The mobile gaming segment is expected to grow, with a predicted sales of $13.5 billion by 2012, while the PC based gaming is an established market. (Caron, 2009). Blizzard Entertainment, with their World of Warcraft, which is a massively multiplayer online role-playing game (MMORPG), has 10.2 million subscribers as of 2011 (World of Warcraft...
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