...Case Study: Eastman Kodak 1. The different factors that motivated Kodak to change its organizational architecture are: A. stiff competition. For many years, Eastman Kodak had control on the film production industry. The firm had managed to time the release of its new products to meet customer demands. However, in the 1980s, Eastman Kodak’s virtual monopoly of the film production industry was rattled by the entry of Fuji Corporation’s high quality film. The new product from Fuji Corporation wore away the big market share of Eastman Kodak. In addition, other generic store brands of film began to emerge in the market, making the competition in film production industry tougher. The entry of new players as well as the improving market share of competitors has eroded Eastman Kodak’s virtual monopoly of the film production industry. B. technological advancement. While Eastman Kodak may have been one of the pioneers in film production, technological advances have paved the discovery and creation of new products. Advancement in robotics, design capabilities and improved communications has allowed faster and easier development of products. Thus, new products can be introduced in the market within months instead of years. Thus, consumers are presented different products in various styles with numerous functions. The availability of many products in the market made the film production industry more competitive. C. changing market environment. With technological advancement...
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...Managerial Economics Case Studies Institutional Affiliation Managerial Economics Case Studies #1. Three aspects of organizational architecture The three vital components of organizational architecture are: a) assignment of decision rights; b) methods of rewarding individuals; and c) structure of systems to evaluate the performance of both individuals and business units. First, assignment of decision rights involves giving the responsibility of decision-making to top-level executives. It is imperative that an organization is able to delegate the duty of making a decision to a manager who has relevant information and knowledge on the internal and external factors that affects the operations and goals of the organization. The architecture of an organization and its environment will determine who will be the decision-maker for the company. In some organizations, the top-level executive may have them most relevant information and thus, a centralized decision-making process can be adopted. There are instances when the lower-level employees may have the most relevant information, thus, decision-making rights become decentralized. Second, methods of rewarding individuals determine how the organization will provide incentives to its employees. Organizational goals and employee’s productivity play great roles in determining a scheme of remuneration. Some organizations repay their employees through financial rewards such as the monthly wage, and cost of living allowance, and other benefits...
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...Managerial Economics Case Studies Institutional Affiliation Managerial Economics Case Studies #1. Three aspects of organizational architecture The three vital components of organizational architecture are: a) assignment of decision rights; b) methods of rewarding individuals; and c) structure of systems to evaluate the performance of both individuals and business units. First, assignment of decision rights involves giving the responsibility of decision-making to top-level executives. It is imperative that an organization is able to delegate the duty of making a decision to a manager who has relevant information and knowledge on the internal and external factors that affects the operations and goals of the organization. The architecture of an organization and its environment will determine who will be the decision-maker for the company. In some organizations, the top-level executive may have them most relevant information and thus, a centralized decision-making process can be adopted. There are instances when the lower-level employees may have the most relevant information, thus, decision-making rights become decentralized. Second, methods of rewarding individuals determine how the organization will provide incentives to its employees. Organizational goals and employee’s productivity play great roles in determining a scheme of remuneration. Some organizations repay their employees through financial rewards such as the monthly wage, and cost of living allowance, and other benefits...
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...Analyzing Managerial Decisions: Eastman Kodak by HCM-540, MBOL5, Health Care Organization Instructor: Saint Leo University Distance Learning November 24, 2013 1) What factors motivated Kodak to change its organizational architecture? There were several factors that persuaded Kodak to make changes to its organizational architecture in 1984. Kodak had come to the conclusion that its present organizational architecture did not fit the current business environment for the industry. The biggest factor that persuaded Kodak to make a change was the growing competition in the industry and losing the dominance it once had in the film market. The emergence of new product being made by Fuji Corporation dwindled away their market share. In the early 1980’s, Kodak saw their share price drop from a high of $85 to a low of $71 in 1984. This was cause for change to its organizational architecture. In order to stop the bleeding, Kodak realized it had to restructure and react quickly. With developing technology, Kodak was losing ground fast and was no longer the conglomerate it once was. 2) What mistakes did Kodak make in changing its architecture? Kodak was faced with trying to regain market share. It needed to quickly make changes to respond to shareholders concerns. There were obvious advances in technology that concerned Kodak. Kodak restructured creating 17 new business units with profit-loss responsibilities. Unit leaders were given increase decision-making...
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...STUDENT CODE: BA60098 CLASS: BA0661 INDIVIDUAL ASSIGNMENT THE FINANCIAL STATEMENT OF KODAK AND ITS BANKRUPT I) Introduce For many years, the name Kodak synonymous with camera, but after 131 years, Eastman Kodak prepare to fade in history. What happened? The recent report showed a dismal situation and bankruptcy may be inevitable. So essentially, what mistakes did Kodak acquired ? II) History of Kodak With the slogan "you press the button, we do the rest," George Eastman put the first simple camera into the hands of a world of consumers in 1888. In so doing, he made a cumbersome and complicated process easy to use and accessible to nearly everyone.Since that time, the Eastman Kodak Company has led the way with an abundance of new products and processes to make photography simpler, more useful and more enjoyable. In fact, today's Kodak is known not only for photography, but also for images used in a variety of leisure, commercial, entertainment and scientific applications. Its reach increasingly involves the use of technology to combine images and information--creating the potential to profoundly change how people and businesses communicate.Just as Eastman had a goal to make photography "as convenient as the pencil," Kodak continues to expand the ways images touch people's daily lives. The company ranks as a premier multinational corporation, with a brand recognized in virtually every country around the world. | | Kodak has made it easy to enjoy your pictures. The...
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...Statement Analysis Assignment: Earning Quality Analysis for Eastman Kodak Date: November/24/2008 I. Sales or Revenue 1. Premature revenue recognition Eastman Kodak recognizes revenue when it is realized or realizable and earned. The Company considers revenue realized or realizable and earned when it has persuasive evidence of an arrangement that the products or the services have been provided to the customer, the sales price is fixed or determinable, and collectability is reasonably assured. 2. Gross vs. Net basis Net sales at Eastman Kodak reflects reductions in gross revenues attributable to cash discounts, promotional and advertising allowances and volume discounts the Company offers in connection with certain of its sales transactions 3. Vendor Financing The Company offered customer financing to assist customers in their acquisition of Kodak’s products, primarily in the area of on-site photofinishing equipment. At the time a financing transaction is consummated, which qualifies as a sales-type lease, the Company records the total lease receivable net of unearned income and the estimated residual value of the equipment. Unearned income is recognized as finance income using the interest method over the term of the lease. Leases not qualifying as sales-type leases are accounted for as operating leases. The underlying equipment is depreciated on a straight-line basis over the assets’ estimated useful life. II. Cost of Goods Sold 4. Cost floor assumption...
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...Human Resource Planning ^ Brian J. Smith, John W. Boroski, and George E. Davis - INTRODUCTION Human Resource (HR) planning is the formal process of linking business strategy with human resource practices. Approaches to human resource planning can be arrayed along a continuum ranging from an "add-on" to business strategy to a separate planning process (Figure 1). At one end of the continuum, HR planning is little more than a postscript to a business planning process. After engaging in an extensive business planning process in which business product, market, and technological directions are defined, questions about HR practices are raised. These questions deal with the structure, competencies, accountabilities, organization, and leadership required to make the strategy work. At this end of the continuum, HR issues are an afterthought to business strategy. They receive relatively little attention and become an appendage to business planning. In the extreme, line managers consider the HR questions as an afterthought to "real" planning efforts. At the other end of the continuum, HR planning is a distinct and separate planning process. The HR department not only initiates the effort for HR planning, but executes and administers the plan. In this case the HR plan is more a process for shaping priorities for the HR function than for the business. In extreme cases, HR plans are created with little or no awareness or input by line managers. While the outcome may be an elegant document...
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...Eastman Kodak Company 2010 Annual Report on Form 10-K and Notice of 2011 Annual Meeting and Proxy Statement SECURITIES AND EXCHANGE COMMISSION Washington, D.C. 20549 FORM 10-K X Annual report pursuant to Section 13 or 15(d) of the Securities Exchange Act of 1934 For the year ended December 31, 2010 or Transition report pursuant to Section 13 or 15(d) of the Securities Exchange Act of 1934 For the transition period from Commission File Number 1-87 to EASTMAN KODAK COMPANY (Exact name of registrant as specified in its charter) NEW JERSEY (State of incorporation) 343 STATE STREET, ROCHESTER, NEW YORK (Address of principal executive offices) Registrant’s telephone number, including area code: __________________________ Securities registered pursuant to Section 12(b) of the Act: Title of each Class Common Stock, $2.50 par value Securities registered pursuant to Section 12(g) of the Act: None Indicate by check mark if the registrant is a well-known seasoned issuer, as defined in Rule 405 of the Securities Act. Yes [X] No [ ] Name of each exchange on which registered New York Stock Exchange 16-0417150 (IRS Employer Identification No.) 14650 (Zip Code) 585-724-4000 Indicate by check mark if the registrant is not required to file reports pursuant to Section 13 or Section 15(d) of the Act. Yes [ ] No [X] Indicate by check mark whether the registrant (1) has filed all reports required to be filed by Section 13 or 15(d) of the Securities Exchange Act of 1934 during the preceding...
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...Assignment #3 A New Strategy for Kodak BUS 599 Strayer University 12/7/14 Just like Google is synonymous with looking up information today, Kodak was once synonymous with the photographic industry. The Eastman Kodak Co. was founded in New Jersey on October 24, 1901 by George Eastman. Kodak saw early success due to his development in 1884 of silver halide paper-based photographic roll film. With this technology, he was able to create the first portable camera in 1888. The camera utilized George’s own patented film and was developed using his own proprietary method (Hill & Jones, 2013). On top of that, the company produced the plastics and chemicals needed to produce the film. The combination of all these factors resulted in Kodak being becoming one of the most profitable countries in the U.S. At a previous sales job of mine, every month I would sit down with my supervisor and go over S.M.A.R.T goals. S.M.A.R.T. is an acronym used as a guide to setting objectives. The ‘S’ stands for specific. With this, the business should focus on one area of improvement and try to improve it. The ‘M’ stands for measurable. Once you find your area of improvement you should try to quantify it. For example a business have a measurable goal to increase their capital by a total of $5 million dollars. The ‘A’ stands for attainable. This stage focuses on the plan of action of getting to your goal. “You develop the attitudes, abilities, skills, and financial capacity to...
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...Week 4 Assignment 2: Polaroid; Monopoly to Oligopoly Managerial Economics and Globalization July 29, 2012 Before the days of digital cameras, Polaroid controlled the film and picture taking industry with the first instant camera. Founded in the late 1930’s, Polaroid was a cultural icon that had the girth and expertise to dominate the industry for many years. Polaroid was well known for its cutting-edge research and cameras that captivated a whole generation (Weisman, 2006). The technological powerhouse developed many products and services that includes but is not limited to sunglasses, scanners, Polarvision and digital cameras but their invention of instant photography monopolized the US by the 1970’s. In this unique market Polaroid was the only seller for instant cameras and also held many patents for their new film developing technology. Because of its innovative and extremely popular products, consumers looked to Polaroid for all their needs. Having been the major provider for instant cameras and handheld video cameras, Polaroid still managed to keep their products in demand and affordable. The company only really had one major competitor, Kodak, which many years later were able to pick up where Polaroid fell short. Kodak tried to enter the instant camera industry with Polaroid but in 1990 a federal judge ruled that Eastman Kodak Company would have to pay Polaroid Corporation $909.5 million dollars for infringing on seven of Polaroid’s twelve instant photography patents...
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...X00088459 Table of Contents: Executive Summary Terms of reference Kodak company history Employee viewpoint Section 1 Rebranding Examples of rebranding fails London Olympics Tropicana Example of rebranding success Influence of alternatives Section 2 Research Exploratory research Focus groups In-depth interview Projective techniques Descriptive research Surveys Observations Panels Primary research recommendations Why use market research Why Kodak need to conduct primary research Results and conclusions references The survey Executive Summary The objective of this report is to pick a company and examine whether or not rebranding would be appropriate for a rebranding. My chosen company is Kodak Eastman. In This report I will cover the following things: Terms of Reference This report was commissioned by my Social Media Communications and Research lecturer Aishling as part of an assessment for that module within the Bachelor of Business (Honours) in Accounting at the Institute of Technology Tallaght. It accounts for 40% of the final marks and provides an insight into whether or not rebranding would be appropriate for my chosen company. My chosen company is Kodak. Introduction: For the purpose of this assignment I will be examining Kodak Eastman. This company originally began in 1889. It grew to control virtually the entire film and camera markets in the US in the 1970`s. However Kodak sowed its own seeds of destruction. Firstly such a dominate market...
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...Chapter two The Evolution of Management Theory Learning Objectives 1. Describe how the need to increase organizational efficiency and effectiveness has guided the evolution of management theory. 2. Explain the principle of job specialization and division of labour, and tell why the study of person–task relationships is central to the pursuit of increased efficiency. 3. Identify the principles of administration and organization that underlie effective organizations. 4. Trace the changes that have occurred in theories about how managers should behave in order to motivate and control employees. 5. Explain the contributions of management science to the efficient use of organizational resources. 6. Explain why the study of the external environment and its impact on an organization has become a central issue in management thought. A Case in Contrast Changing Ways of Making Cars Car production has changed dramatically over the years as managers have applied different views or philosophies of management to organize and control work activities. Prior to 1900, workers worked in small groups, cooperating to hand-build cars with parts that often had to be altered and modified to fit together. This system, a type of small-batch production, was very expensive; assembling just one car took considerable time and effort; and workers could produce only a few cars in a day. To reduce costs and sell more cars, managers of early car companies needed better techniques to increase efficiency. Henry...
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...Stephanie Snowden FIN 322 Assignment 1 The State of South Carolina 1. The state of South Carolina is planning to invest state pension money in the stock market as a result of the efforts of city Treasurer Richard Eckstrom who believed that instead of investing the state pension funds exclusively in government and corporate bonds, diversification into equity securities would substantially increase return on investment without substantially increasing risk. 2. Investing in the stock market involves more risk than investing in bonds, and stocks are not guaranteed to return anything to the investor. However, investing in the stock market also presents the possibility for higher returns, the benefit of partial ownership in a company and the unlimited potential of a rising stock price, as well as the opportunity of further diversification of the portfolio. 3. The differences in return between stocks and bonds are that stocks have a higher return than bonds as shown with the average returns. Bonds have an average return ranging from about 3% to about 6% while stocks show an average return of about 13%. The risk in investments between stocks and bonds are shown in the standard deviation. While bonds have lower returns they also are less risky and less volatile than stocks. The volatility of bonds range from about 4% to about 9% while the volatility of stocks is about 20%. 4. Dow 30 Stock | Mean Return | Standard Deviation | ALUMINUM COMPANY AMER | 0.970588...
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...Leading and managing change in organizations: Importance of human resource capacity building Term Paper (Individual Assignment) MCP 2135 – Leading and Managing Change in Organizations MBA in Human Resource Management Semester II – 2010/2012 Course Director : Prof. Sudatta Ranasinghe Professor of Management Name of the Student : Gamini Hettiarachchi Student Registration No. : 110046980 Date Submitted :16.05.2011 Word Count : 1662 words, 5 single side A4 pages Leading and managing change in organizations: Importance of human resource capacity building Term Paper (Individual Assignment) Abstract This term paper addresses human resource capacity building as a strategic instrument in leading and managing change in organizations. After describing the process and the basic steps in leading and managing change, the article has taken an effort to identify the role of leaders and the managers to derive a conceptual frame of reference to develop arguments in strategic importance of human resource capacity building in the process of leading and managing change in organization. To meet the challenges, negative as well as positive, HR capacity building is needed in most of the steps and stages in the process of leading and managing change in organizations. Further, developing human capacities has highlighted as one of the major roles and core functionalities of leaders and managers. Viewing human resources as human capital and beyond, the term paper argues that without...
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...|[pic] |Syllabus | | |School of Business | | |ACC/230 (11/05/2012 – 01/20/2013) | | |Financial Reporting: Peeking Under the Financial Hood | Copyright © 2009, 2007 by University of Phoenix. All rights reserved. Course Description In this course, students will learn to analyze financial statements and methods used to value companies. Financial reports help managers choose between business paths. They also help investors and analysts evaluate the financial health of companies. This course is a practical means of discovering how financial data are generated and their limitations; techniques for analyzing the flow of business funds; and methods for selecting and interpreting financial ratios. It also presents analytical tools for predicting and testing assumptions about a firm’s performance. Policies Faculty and students/learners will be held responsible for understanding and adhering to all policies contained within the following two documents: • University policies: You must be logged into the student website...
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