...Company Q Evaluation: According to College of Business of Guidelines Western Governors University Abstract This is paper is evaluation of Company Q’s current attitude towards social responsibility. Three detailed recommended actions are given that can improve Company Q’s action toward social responsibility. Evaluation According to the International Organization for Standardization, “Business and organizations do not operate in a vacuum. Their relationship to the society and environment in which they operate is a critical factor in their ability to continue to operate effectively.” (Online Browsing Platform (OBP), 2014) Closing stores in a higher crime rate areas is only counter-productive for the company and the community it serves. In order for these hard hit areas to once again flourished, businesses and organizations need to hold firm and weather the storm. Effectively responding to consumer requests is very minimal at best. When Company Q does choose to respond supply is never matched with demand. Ineffective management practices have led to a disconnect within the communities they serve. Selling high margin requested items eventually leads to poor customer satisfaction. Company Q has no loyalty or trust with its own employees. This self-defeating behavior will only lead to more underperforming stores. Recommendations Senior management should develop a sound code of ethics. The code of ethics needs to be unique to your business. Find out what approaches similar...
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...The Coca-Cola Company: Company Evaluation MGT/ 498 April 20, 2012 The Coca-Cola Company: Company Evaluation The Coca-Cola Company is the leading supplier of non-alcoholic beverages in the world. The brand is most recognized in the industry, providing over 3,500 soft drinks, sports drinks, water, juices, coffee, and milk products to more than 200 countries around the world. Guided by the company’s core values, Coca-Cola has created value and accomplished great notoriety through careful planning and execution of their business strategy. Current Strategies Although the Coca-Cola operates in a consolidated industry the company is still able to implement an integrated low cost/ differentiation strategy that “builds on the company’s basic strengths in marketing and innovation, driving increased efficiency and effectiveness in interactions with our system and generating new energy through core brands that focus on health and wellness”(Coca-Cola Company). The low cost side gives the company the ability to continue building profits in the midst of new entrants into the industry, substitutions, competitor rivalry, suppliers' power, and buyers' power. The low cost/differentiation strategy allows Coca-Cola to decrease costs consistently while adding differentiated attributes to its product lines. Using this strategy, Coca-Cola has “ increased its annual marketing budget substantially, launched many new products, and developed a model to help retail customers maximize their...
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...Introduction to Robert Bosch Company Robert Bosh GmbH is engineering and Electronics Company headquartered in Germany that operates based along different international branches. The company was formed in Stuttgart, Germany by Robert Bosch during 1886. Different types of products ranging from components of automobiles like brakes, controls, drives, fuel systems and generators and other categories of products relating to industrial and building products relating to packaging products and household appliances and security systems are generated by the company. Bosch operates based on a large number of private global brands in its aim to generate services to its customers based along 50 different international regions (Robert Bosch GmbH, 2013). Evaluation of the Success of Robert Bosch Company The success parameters of Robert Bosch GmbH can be evaluated based on different facts and figures relating to different sections that can be outlined as follows. It is observed that the weak economic situation during 2013 failed to affect the performance in terms of sales and revenue for Bosch. The success rate for the company was achieved mainly on two grounds related to the development of innovative products and also through the manner of reducing the operations and business costs. One of the key success parameters of the company relates to its continual international expansion in key countries related to Asia and South East Asian regions. The company in addition to make spontaneous investments...
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...Dear Mr. Jeff Hasting and Ms. Rachel Becker, Upon request to analyze CAC’s accounting methods and financial statements to better understand the company and come to an investing decision, my accounting team and I have the following information to report: CAC’s Current Financial Situation: Based on the assessment of Custom App Company’s financial statements, we evaluated several of the company’s financial ratios to determine the trend of its profitability, liquidity, and sustainability as well as its investments in the following: (trends are based on CAC’s numbers after adoption of accounting changes; had these changes not been made, these numbers might look very different) * Return on equity generally depicts how much profit a company has generated. Over the past three years, CAC’s return on equity fluctuated from 0.12 to 0.07, denoting that the company experienced a drop in net income. Considerations should be taken that a higher ROE means that the company is efficient at managing its operations through its new investments. * A complete analysis of CAC’s income statement was conducted. In 2011, service revenue was recorded at $136,500 and increased by $73,500 in 2012. One factor that contributed to this increase would be the change of service contracts. Mr. Zamble replaced several multiyear service contracts to 10-month contracts. Multi-year contracts are annual and recorded on a month-to-month basis. This affected 2012 because the service revenue would have been...
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...Procter & Gamble Company and Unilever Group 5 Date: 03/18/2016 Project #: FINC 5300-WINTER 2016 Prepared for: Joan Miao Prepared by: Zhang, Leizi; Zhang, Lingfei; Zhu, Senglin; Zhang, Suyuan Date: 03/18/2016 Project #: FINC 5300-WINTER 2016 Prepared for: Joan Miao Prepared by: Zhang, Leizi; Zhang, Lingfei; Zhu, Senglin; Zhang, Suyuan STRATEGY ANALYSIS Macroeconomic Environment Overview U.S. growth has been recovering since the end of 2014, powered by private consumption. The labor market has been improving as well. The Eurozone is recovering on the heels of increases in private consumption and exports and growth is continuing to expand mildly. Growth in the emerging markets has been decelerating relative to the past in view of China’s structural slowdown, declining commodity prices, a downturn in foreign investment and the need to base growth on domestic demand. The developed countries’ monetary policies are likely to change direction gradually. In our judgment, the Fed will begin liftoff at a moderate pace, bringing its rate to about 1.0% by the end of 2016. Eurozone interest is unlikely to change in 2015 and 2016. Roughly Two thirds of The Procter & Gamble Company (P&G)’s revenue is from outside the United States. In fiscal 2015, net sales of all five-business segments were negatively affected by foreign currency fluctuations due to strong dollar, boosted by recovery of U.S. economy (See the table below). Company Overview P&G ...
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...Introduction – Rushell Baderman Island Resort ensures all guests enjoy a relaxed and care free stay. In doing so the interior of company must be structured to function at its highest level of performance. This essay will outline the general functions of the Food and Bar Management and Front Office Supervisor. It will focus on the performance management systems, discuss the advantage and disadvantage of two different job evaluations, compare and contrast compensation plans, and explain the importance of providing employee benefits plans. Each area is unique to this company and its success. Describe the general function of performance management systems. If your assigned company does not use a performance management system, would you recommend it use one? LISA Overall the success of our company in general is due to our commitment and dedication given to our employees. The company strives to ensure that every employee is given an equal opportunity, and it is our duty to embrace each employee to the fullness of their potential. The company accomplishes this task by the use of performance management systems. Performance management systems are used to sustaining and measuring an employee’s performance. These methods are the key to an organization success because an organization can assess individuals' performance and reward them appropriately. To do this successfully an organization needs to have a system that manages performance: not just for reward purposes but also to help...
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...employee performance evaluation program and look at the advantages to the company from its use. We will also be talking about succession planning which aligns itself neatly with the evaluation program. Often Employee evaluations are seen as something burdensome by managers and useless or unfair by the direct reports who have been evaluated. Today we will address some of these concerns and look specifically at: benefits of employee evaluations, pre-appraisal activities/benefits, proper delivery of appraisal results, using evaluations to build value for the company, follow up process and furthering employees’ career goals, what models are being used, and team performance vs. individual performance. The latter portion of today’s presentation will be about the career succession planning process, and like the evaluation system, how this helps both the employee and the company. Slide 2: What are the positive results from a well prepared and well delivered appraisal? If anyone has had the occasion to be evaluated by a supervisor in the work place I would ask you to dwell for a moment on how the message was delivered. All too often in my personal experience I was left wanting after the evaluation process was finished. I have also been asked to write my own appraisals of my performance because my manager was too busy or uninterested in providing feedback of my performance. This can be extremely frustrating and lead to employee disenchantment with the company. Every employee should...
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...EMPLOYEE EVALUATION The company given in the example uses an annual rating scale evaluation method that appears to be primarily based on interpersonal relationships with co-workers as well as overall personality and attitude. There are 3 knows evaluation categories on the company’s current evaluation form: friendliness, neatness, and attitude. Friendliness This evaluation criteria focuses on the interpersonal relationships of the employee as he relates to his fellow co-workers including peers and supervisor(s). However, because of the employee’s personality differences, the employee receives a lower rating. The ability to have an accord with fellow co-workers is an important part of an employee review, especially if his ability to work with others negatively affects his or their output. However, interpersonal relationships in general should not be the primary focus of the review. The ability or desire of the employee to interact with other employees is not a valid representation of his work ethic or work product and is not indicative of the employee’s ability to help the company accomplish its ultimate mission and goals. Neatness The second item on the manager’s evaluation form is “Neatness.” The manager concludes that the employee’s neatness with relationship to his office space is only slightly better than a disaster area so, again, he gives the employee a low score. However, no mention is made of the employee’s work product. The manager needs...
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...2011 ISBN-13: 978-0-13-254706-2 1. Table of Content (Building Internally Consistent Compensation Systems) Introduction 124 Determinants of Internal Consistency 125 Job Analysis 125 Steps in the Job Analysis Process 126-129 Job Analysis Techniques 131 O*NET 131-137 Job Evaluation 137 Compensable Factors 137-139 Job Evaluation Process 139-140 Job Evaluation Techniques 140 The Point Method 141-143 Alternative Job-Content Evaluation Approaches 144-145 Alternatives to Job Evaluation 145-146 Limitations to Internally Consistent Compensation Systems 146 2. Why I selected this Book: HRMN 330 Course Requirement 3. Theme (Key Quote): “Internally consistent job structures formally recognize differences in the job characteristics that enable compensation managers to set pay accordingly.” 4. Abstract: The purpose of this book is to provide knowledge of the art and science of compensation practice and its role in promoting companies’ competitive advantage. Compensating employees represents a critical human resource management practice: without such companies cannot attract, retain nor motivate best qualified employees. 5. Introduction Internally Consistent Compensation Systems define the relative value of each job when compared with all jobs within the organisation. Within each organization there are job structures and principles which promote internally consistent compensation...
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...interactional justice Pachsiry Chompukum Chulalongkorn University Abstract Businesses are facing up to high competitive pressure, especially banking industry. After 1997 crisis, banking industry meet more challenges from new financial landscape. Aiming to improve organizational performance, they have been adopting management tools, namely performance management. To enhance impacts of performance management, it is important to understand employees’ perceived performance management effective since the process requires high involvement and commitment from employees. Data were collected from 476 employees in the four largest banks in Thailand. Results from structural equations analyses support hypothesized model that attitudes towards performance evaluation directly relate to perceived performance management effectiveness and interactional justice mediates the coaching- perceived performance management effectiveness. Discussion, limitation and future research are included. Keywords: Banking industry in Thailand, Banking industry and performance management, Effectiveness and performance management, Interactional justice, Performance Management. . This research was supported by Chulalongkorn University Centenary Academic Development Project. Performance management, Page 1 Journal of International Business and Cultural Studies INTRODUCTION The increasingly competitive environment of the 1980s, which continued throughout the recessionary 1990s still remains a dominant factor today...
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...Performance Evaluations Many different moral and ethical issues come up in management positions. Issues come up everyday some are small and take no time to address and others are more difficult and may take hours or days to work through. One important area that ethics play a crucial roll in is employee performance evaluations. Performance evaluations are an opportunity for an employee can find out how well or not so well he or she is doing. Managers in turn have the opportunity to inform an employee about areas they do well and also provide feedback and suggestions on areas that he or she can do better. “Employee performance evaluation provides legal, ethical, and visible evidence that employees were actively involved in understanding the requirements of their jobs and their performance” (Heathfield, 2009). This method of communication and documentation ensures that the employee and manager understand the required expectations. Managers and employees alike look at performance evaluations as one of the most disliked tasks. Social Issues Many social issues may need to be dealt with during the writing and presentation phases of employee performance evaluations. Managers have the responsibility to treat all employees fairly and must provide truthful information when conducting performance evaluations. One of the main issues that a manager needs to deal with is their personal relationship with his or her employees. This relationship can influence the evaluation and can cause unfair...
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...1. Problem: Company appears to be disorganized when it comes to internal structure and processes. Recommendation: To improve their managerial structure, CanGo needs to allocate resources and manage dependencies. Companies will often sail through the senior team meetings without those in attendance knowing exactly what they’re signing up for, because senior executives already have an execution plan for what they want senior team members to accomplish. Liz and Warren need to make sure that projects are prioritized, assign who is responsible for what part of each project; this will allow everyone to know what is going on and also give the team a sense of structure that they need. They know what the expectations are and so they should coordinate resources among Senior Staff to ensure these projects are executed. The senior team needs to understand their role in the decision-making process in order to make things fun more smoothly. CanGo senior management can build its effectiveness through members’ collective impact on the business, focus on alignment, and identify critical dependencies within the organization’s most strategically important activities. 2. Problem: CanGo’s performance evaluation process appears to be ineffective with no clear criteria that would help the company, managers and the employee’s progress towards the future. Recommendation: CanGo’s current evaluation system, as presented by Warren, is a great start to developing a fair and productive...
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...the meeting with Stanley Ashton. They were collaborating as co-CEOs of Arlington Inc., a company which resulted from a merger of Arlington Oil with Duns Ford Petroleum Co. This would be an asset in the industry. The merger envisioned a corporation in the rough-and-tumble oil industry that would achieve significant cost savings in refining, marketing, and transportation, as well as capital to fund worldwide exploration and production. The most challenging part was the integration of two organizations has begun, which is believed to generate effective human resource integration strategy that will result to operating efficiencies. Arlington was left with two managers for almost every available position at upper and middle management level. Prior to the merger, the top levels had been selected. Lundgren and Ashton had decided a negotiation that they could keep their most trusted executives on board. Peter has always preferred making decisions by instinct and likes to talk o people face to face to assess if they are fit for the position, becoming biased toward some of his own executives. Ashton, on the other hand, was vey objective and has a very conventional way of making his executives pass through a series of tests. Peter was concerned in the idea that an objective process such as that of Ashton would make the best people around him leave, when they undergo all the evaluations. II. Key Problem Arlington Inc. has been facing a problem in creating an effective...
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...bad in the teamwork. Second, I am interested in customized employment packages. Everyone concerns different things. Some people concern about current salary while some people worry about retirement. So why should every staff need to receive the same package? If employees receive the same package, it will not be able to stimulate them to work hard. Must let employees happy, let them know the company really care them, and they will be kind and work hard when they service for their customers. Third one is the new bonus sharing system, which new idea comes from Eva in the case of Organizational transformation in a Taiwanese company. The new bonus sharing system makes everybody know why they can have the bonus and make bonus information transparency. Under the new system, how much bonus you receive will be tied to their performance evaluation ratings. A clear and transparency bonus sharing system will stimulate the staffs to work hard, increase loyalty and make more profit for the company. After I took this class, I realize that human resource management is really important for running a company. And I will use the strategy I learned from class if I will...
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...Politics of Performance Appraisal This case study discusses the opinions and views of four managers at an arc-welding manufacturer in Minneapolis, MN. Max Steadman, Jim Coburn, Lynne Sims, and Tom Hamilton are managers at Eckel Industries and they all have differing opinions when it comes to performance evaluations and appraisals. They work in the manufacturing division each supervising a different department within the division. Every Friday the managers meet after work for drinks to relax, gossip, and give and receive advice about problems on the job. On this particular week they discuss performance appraisals, which they recently conducted for all of their direct reports. Each of the managers completed evaluation forms using graphic rating scales on each employee then discussed the appraisal with that employee. Throughout the discussion they give their opinions on how performance appraisals should be conducted and the flaws that exist within the current ranking system. Tom talks about how emotions play into the process and create biases when conducting evaluations, however, he believes that providing true and accurate feedback is a top priority to ensuring that the evaluations are an accurate reflection of an employee’s performance. Jim believes what he learned from a professor in college that when you sit down to evaluate an employee’s performance from a previous 12 month period you will only be able to recall and use about 15 percent of the performance you actually observed...
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