...training for all of their managers across the country. By the end of their training the managers will have learned the new platform as well as the new policies that were introduced to them. The goal is to have a set location that all managers from across the country will meet at for their training. All traveling expenses will be paid by Kaiser Permanente. The CEO Bernard Tyson will be provided a compilation of the feedback from every manager that participated in the training. Mr.Tyson will then use this information to evaluate how effective the training was. Project Scope: Will have 30 days to book all of the fights, hotels, order catering, and book a central location for the training. This gives the managers enough time to work their schedule around these training sessions, as most of the managers will be flying in from other states across the country. Tasks: * We need to obtain a list of all of the managers attending the training. * Book a flight a hotel package for each of the managers based on their location. * Researching a catering company that will provide both breakfast and lunch. * Give each of the managers a $60 gift card to help pay for their dinners and any other minor expenses. * Set a date for the trainings to begin and end. * Set an agenda for the trainings sessions such as what is to be covered for what specific duration and on what day. * Put together a small brochure that will handed out to each manager containing the link to...
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...PROBLEM: • ABSENCE OF VIABLE ALTERNATIVE CANDIDATE to fill the position after the resignation of General Manager. Also lack of skilled labor/ Knowledge workers at Gourmet faulty hiring and no training. SOLUTION: Mr. Nawaz Chathha the CEO of Gourmet Foods is not delegating any of his authority to capable Personnel. ” seldom relies on anyone for making key decisions” He needs to delegate his authority to his capable children. He should take services from ‘ Head Hunters’ to solve the imidiate need for capable General manager .Also the CEO needs to take services from Staff managers . (He can take help from agencies for recruitment) • HIGH TURNOVER RATE AND WORK PLACE DEVIANCE among gourmet’s lower staff. “Sales people did not deal with the customers politely, took too long or often appeared to be aloof of any customer queries”….. • UNFAVORABLE PUBLICITY of Gourmet’s bakery: ‘ rat invasion’ incident at Karim Block outlet in Lahore • LOW QUALITY OF PRODUCTS AND WORK ENVIRONMENT at production facility and TRAINING OF EMPLOYEES OVERLOOKED to keep costs low. “The lower level staff in the production plants is also prone to injuries, most commonly burns,” Time is wasted as they have to take lot of time off from work in order to get healed. • FAULTY HIRING SYSTEM: ‘Experience’ and the number of recruitments by each manager were given preference instead of qualification and ‘suitability’ of employees for the required position. ...
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...Touchdown will ensure that all laws and regulations of Technology Cowboys’ internal rules and regulations are updated. This will be the foundation for all business activities within our organization. This newly incorporated compliance system, Touchdown, will become the stepping stone of our understanding of integrity. Project Stakeholders Stakeholders in this project are the company’s managers and employees. Each member will be slowly introduced to the new compliance system. There will be requirements for managers. One requirement for managers is to train at least 10 hours on the new platform. They will also be responsible for training on a host of new compliance policies. The new platform will integrate the all offices across the company, into a common database. The database may be used to access data stored in several database tables that the company must create and configure. Overall Objectives The overall objective of this new and improved compliance system is to ensure that all policies and regulations are being followed correctly by the company managers and employees. If each manager and employee follow the newly implemented policies, the compliance system will be set up to be successful....
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...strict procedures and reported directly to the CEO. Hunt, the CEO, had to abide by these guidelines because she manager put a lot of trust and confidence in Jacqui; who then provided honest information to the manager. Jacqui was truthful and brought a lot help to the company from the two production managers and the producers who were frauds. She corrected the deceitful events that involved two of the company’s production managers. Doc also reported directly and the manager and the other staff really thought highly of him. He received answers quickly because he knew that the ESD will not in any way accept the unfinished ideas and therefore channeled through the manager. The manager would then order ESD to halt recent projects to begin work on Doc’s awesome idea. You could tell that this wasn’t expected because the manager, who put his trust and confidence in Doc and would not fire him because of the great impact he has on the company of being a mastermind in his job and producing ideas that were profitable to the company. Doc had a major influence over the company and the manager because he was smart. When it comes to political influence, employees may be convinced about the plans and goals of the organization Doc was a mastermind; he clearly could persuade any position was protected and could save his employees from being relieved from their jobs. He used the fact that he was an expertise in his work to have the influence of the CEO to his advantage; in which in a way was pretty...
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...got it’, Warbings aims to make office supply shopping as easy as possible for customers. Priding itself on being a ‘thoroughly modern company with old traditions,’ Warbings has used technology to evolve into a customer-focused business, striving to give each customer a ‘personal service second to none,’ with a variety of different, but easily accessible, ways of ordering and receiving products tailored to their individual needs. The more cynical of their staff occasionally reflect that the customers even dictate the lavatory breaks and bedtimes of the Warbings’ employees. Graffiti on one of the depot walls, that intriguingly reappears every time it is removed, says ‘you need it we bleed it’ and occasionally ‘Wosp stings’. The Warbings CEO is passionate about delivery and customer care and he is convinced that the way in which customers are treated is the key to repeat business. The Warbings mission statement reflects this philosophy, stating that: ‘Our mission is to cost-effectively supply both the professional and home office with a complete range of supplies, including stationery, filing equipment, office equipment, computer consumables and cleaning materials. To do this we are committed to meeting the...
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... | | | To Companywide From Daniel CC CEO Re Project Proposal To Companywide From Daniel CC CEO Re Project Proposal Comments: * NextGen * The project will consist of at least 10 hours of training on both the use of the new platform as well as a host of new compliance policies being introduced. * Primary Stakeholders, Secondary Stakeholders, and Key Stakeholders (Competitors, Employees, Government, Government regulatory agencies, Industry trade groups, Investors, Labor unions, Local communities, National communities, Professional associations, Prospective customers, Prospective employees, Global community, Shareholders, and Suppliers, etc…) * The overall objective is for all managers across the country to train hands-on in a central location for at least 10 hours on the new platform as well as a host of new compliance policies being introduced. * Even though not all managers are going to be willing to commit to taking time out from their normal responsibilities just for some training the success of this project will be evaluated by the progress in the managers, the impact, the success, and the outcomes they bring back to their Office after the training. The most important evaluation would be your own satisfaction with the outcome of the project and how it will be achieved. In addition to being evaluated, your team will provide potential feedback and effectiveness of the training to your CEO. * Gather all data/feedback to measure the...
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...Management Roles Management Roles seem different from the outside, depending on the type of company. The following is a brief excerpt to show that no matter the size of a company they are very similar. The following paper contrasts a company with 50 employees and one with 500 plus. The comparison seems weak at first thought, yet, reveals that no matter the size of the company, many of the same aspects are the same when it comes to the business world and the management Roles. The following paragraphs contain a brief description of each company and their hierarchical organization for the managers. The pros and cons of each hierarchical and why they work or not, and the IT functions of each. Size is one component managers roles are derived from, not a defining component. Target is a widely known company, millions of people shop at one of the local location every day, acquiring 16 million in sales for the first quarter (Steinhafel G. Target.com). Most people think of Target as a store and nothing more. Yet, Target is much more than just a store. The product is a store to satisfy customers, target also includes distribution centers, corporate offices, and many small areas that must be controlled. Target’s mission is to be the preferred shopping discount store and through their promise of expect more payless, through value satisfaction, quality, and innovation. Five percent ($3 million this year) (Target .com) of Targets profits go to community outreach programs. Through grants...
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...Compliance System Training on New Technology Due to the nature of an expanding company, a new corporation-wide compliance system is needed for Underland, Inc. In an extension to the new conformity system, new compliance policies will be introduced. Every manager will be required to train properly to complete their jobs as well as ensure their employees perform to best of their abitiles. This training will be coordinated and undertaken as part of the New way. New way The New way will affect a multitude of individuals both directly and indirectly. The main participants of this program include all of the managers at each branch district across the country. The supervisors are affected precisely since they will be attending the training sessions. Each of the employees at the branch locations across the company will not be immediately affected by Cherokee. The training the managers receive will be passed on to each of their respective employees. The CEO of Underland, Inc. will not be immediately affected by this project since it starts with mangers and employees. The CEO of Underland requested feedback to evaluate training sessions which is an important factor to the project for any future training. The requirement for managers is to train a minimum of at least 10 hours on the new system to understand every aspect of new system. The new compliance policies will training become necessary from that training. The new system will assimilate the company countrywide into a common database...
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...Summary This case, written by Bill George and Andrew McLean, discusses the company Amgen, a pharmaceutical company based out of Southern California. The company, under its CEO Kevin Sharer, was experiencing high growth, during 2005, and Kevin was looking at ways to keep his company growing into the future. Some of the things he was looking at was shifting the company from a science based pharmaceutical company to a marketing based one, what risks he would have to take to continue high growth, could his executive team keep up with company growth, and how would his leadership style have to adapt to continue growth. Most of all, he was thinking about who would succeed him as CEO. He had spent seven years understudying the previous CEO before taking the reins and he had to start to think about who would be capable enough to takeover for him and led the company into the future. Personal Takeaways - I enjoyed the quote from Kevin Sharer about MCI, “MCI was a highly political place where you had to be a good knife fighter, which I’m not.” I thought the quote was an interesting and maybe extreme take on office politics - I found it interesting that Kevin went to Amgen because he had no experience in the biotechnology field and he openly admitted that it took him his first five years on the job to really learn the technology that the company was producing. - I was impressed with Kevin’s commitment level to his job at Amgen. He had to completely change his ways in order to fit in...
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...Governors University Course: TJP1 TASK 1 What Makes a Good Manager? The purpose for the presentation is to inform the audience about my perspective on a good manger; and also the skills that employers may want in a manger. The audience for the presentation is any individual or company that is interested in a subordinate’s views of a good manager. The significance of the chosen topic is to shown several key management skills, which managers should strive to have. Presentation Outline I. What Makes a Good Manager? A. Hi. I am a student at WGU. The topic that I will be discussing is “What Makes a Good Manager?” I have worked for several companies, while dealing with different types of managers. My experience with these managers has shown me that not everyone can be a good manger. I believe that there are different types of skills; a good manager should have in the workforce to develop the company and its employees. At the end of this presentation, you will not only know my perspective on a good manger, but also the skills that employers may want in a manager. II. The Seven Management Skills ☺ Delegate tasks wisely to the employees ☺ Establish goals for the employees ☺ Be adaptable in your communicative skills ☺ Make time for the CEO, clients, and employees ☺ Identify achievements of their employees ☺ Think about permanent solutions, not quick fixes ☺ Don’t take things too seriously III. Delegate Tasks Wisely ☺ A good manager must be able to delegate tasks wisely to the employees...
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...trying to shift others around to find the right place for each individual. The structure as a whole is necessary for a company to have in place. This is necessary to be successful with implementation of plans from the planning process. I have found that if there is a person that is in the wrong place within the company it can create chaos, lead to mistakes and plans go awry. It leads to overall poor morale and can prove costly for the company. As an example, my immediate boss was not in the right position within the company and made poor overall day to day decisions that ended up costing the company a lot of money. It led to poor morale for our teams and we lost contractors and business. The CEO in the company has recently hired someone to come in and handle acquisitions. The acquisitions manager has in turn hired an area manger that travels to locations to preview them for potential business. The individual within the acquisitions role has not previously worked in the transportation business so he is struggling to find his way. I do enjoy working with the company I am at. and I like all the people within the various divisions. I tend to work closely with Finance and Accounting and with human resources. I do not deal as much with acquisitions as that role falls to my immediate boss. I am hoping to continue to grow within the company and advance into a more high level position. While things may not be perfect I feel the...
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...got it’, Warbings aims to make office supply shopping as easy as possible for customers. Priding itself on being a ‘thoroughly modern company with old traditions,’ Warbings has used technology to evolve into a customer-focused business, striving to give each customer a ‘personal service second to none,’ with a variety of different, but easily accessible, ways of ordering and receiving products tailored to their individual needs. The more cynical of their staff occasionally reflect that the customers even dictate the lavatory breaks and bedtimes of the Warbings’ employees. Graffiti on one of the depot walls, that intriguingly reappears every time it is removed, says ‘you need it we bleed it’ and occasionally ‘Wosp stings’. The Warbings CEO is passionate about delivery and customer care and he is convinced that the way in which customers are treated is the key to repeat business. The Warbings mission statement reflects this philosophy, stating that: ‘Our mission is to cost-effectively supply both the professional and home office with a complete range of supplies, including stationery, filing equipment, office equipment, computer consumables and cleaning materials. To do this we are committed to meeting the...
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...De-Motivating Times August 9 2012 by Brad Remillard So how do you motivate your top talent to achieve the company’s goals? How do you keep them from contacting recruiters? How do you keep them passionate about coming to work? How do you keep them engaged day after day? The answer to all of these is “culture.” Even in difficult times top talent, by definition, will always rise to the occasion. They will always strive to be the best. If they don’t, they aren’t top talent. However, even top talent can burn out, get frustrated, not see the light at the end of the tunnel or wonder if they are really contributing. It is the role of all CEOs and managers to ensure these things don’t happen. There seems to be a consistent theme as to what great managers do in difficult times to hold on to and even attract top talent. The following are seven areas managers must focus on to ensure they keep their top talent motivated: 1) Companies must have a performance based culture. Even in difficult times there must be clearly defined goals for the company. These goals must cascade down to your top talent. They must have quantifiable objectives that motivate them, so when reached, they feel a sense of accomplishment. Providing specific time based goals with achievable results clarifies exactly what is expected of your people. Your best talent will embrace the goals and not stop until they reach the goal. Employee engagement is critical to retaining your best people. 2) Dysfunctional culture. This...
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...Powers and Duties of Officers and Employees The procedure followed in the decision making process, including channels of supervision and accountability, the norms set for discharge of functions and the rules and regulations held under the control of the organization and used by its employees are detailed below. Shri Raji Philip Chairman-cum-Managing Director The Chairman and Managing Director is the Chief Executive of the Corporation and is responsible to the Board of Directors. He is responsible for all the activities of the Corporation including personnel, financial and commercial management, and corporate planning and project implementation. He is responsible for the effectiveness of the organization in the pursuit of the Company’s goals and objectives and in particular for the performance and supervision of the technical, administrative and day-to-day operations of the Company. The powers exercised by CMD are as per “Delegation of Powers” of CMD in vogue from time to time. Shri A K Bhatia Director (Operations) Director (Operations) is a member of Board of Directors and reports to Chairman and Managing Director. He assists the CMD in all technical matters, in procurement of providing support to the mills for efficient operations, forestry raw material and other major inputs, setting technical parameters and monitoring the operations against the set norms, closely inter-acting with the Chief Executives of the mills on all technical matters including innovation...
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...7 standard key areas: Profit before Tax, Bookings, Shipments, Returns (as a % of total dollars shipped), Rework Aging, Efficiency (net sales/no. of employees), and Delinquencies, which were measured on dollar volume and % of delinquent orders outstanding. These evaluations were measured each quarter (with monthly “check-ins”) and were highly emphasized, the most of which was Profit before Tax. Until 1987, HCC stressed “stretch” performance targets. Top management felt that these aggressive targets would push managers to produce the very best results, even though they knew that the intended probability of meeting these objectives was around 75-80%. This setup allowed managers to be appraised based on their actual to budgeted figures. However, there were two sides to these appraisals: an objective view and a subjective view. The objective view looked purely at the numbers. If the divisions Actual Profit before Tax was 60% or greater than Budgeted, the corresponding manager may receive up to 150% of their bonus potential. The subjective...
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