...Starbucks Introduction Founded in 1971 and operating in more than 50 countries worldwide, Washington based Starbucks is the largest coffee retailer in the world at present. Starbucks has more than 16000 outlets all over the world. Out of these 16000 stores, nearly 12,000 stores are located across North America, South America, Europe, Middle East and the Pacific. In America, they have coffee outlets virtually in every corner. In other words, America is a saturated market for Starbucks now and they are looking for overseas markets as part of their expansion. In addition to coffee, Starbucks has other products such as tea, cake, cake filling leather goods, beverages, food, confections, coffee related machineries such as expresso machine, stainless steel coffee filters etc. This paper analyses the strengths, weaknesses, opportunities and threats of Starbucks in the modern business world and also the change processes necessary for Starbucks to grow in the right direction in future. Starbucks: SWOT Strengths “Starbucks Corporation is a profitable organization, earning more than $600 million in 2004. The company generated revenue of more than $5000 million in the same year. Starbucks was one of the Fortune Top 100 Companies to Work For in 2005”(SWOT Analysis Starbucks, 2010). In 1992, Starbucks listed on the stock exchange. Since then, its growth was phenomenal. Its annual average growth rate is 20% and profit growth is around 30%. Its share price marked a record...
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...1.How would you describe strategic management and why is it necessary in today’s business environment? Strategic management analyses the major initiatives taken by a company's top management on behalf of owners, involving resources and performance in internal and external environments.[1] It entails specifying the organization's mission, vision and objectives, developing policies and plans, often in terms of projects and programs, which are designed to achieve these objectives, and then allocating resources to implement the policies and plans, projects and programs. A balanced scorecard is often used to evaluate the overall performance of the business and its progress towards objectives. Recent studies and leading management theorists have advocated that strategy needs to start with stakeholders expectations and use a modified balanced scorecard which includes all stakeholders. "Strategic management is an on-going process that evaluates and controls the business and the industries in which the company is involved; assesses its competitors and sets goals and strategies to meet all existing and potential competitors; and then reassesses each strategy annually or quarterly [i.e. regularly] to determine how it has been implemented and whether it has succeeded or needs replacement by a new strategy to meet changed circumstances, new technology, new competitors, a new economic environment., or a new social, financial, or political environment." Strategic Management can also be defined...
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...instrument of expression. Before delving into the intricacies surrounding this new form of authorship present in digital media it is first important to discuss the notion of authorship prior to the emergence of this digitally induced phenomenon. In non-digital mediums such as books, radio, and television, authorship exists as an individual endeavor, as authorship is only granted to the original author(s) of the media. As a consumer of this non-digital media the only point of contention as it relates to authorial expression is limited is the debate over authorial intent or narrative interpretation in these non-interactive cultural forms. Books, television, and radio are more or less consumed passively and the only means of authoring something from these forms of media is to create an entirely new piece of media that is related to the original. For example, a viewer of a television show or movie has the opportunity to create a satirical interpretation or write a review of the original. While this certainly may be construed as authorship, this version of authorship is of an entirely new...
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...Introduction and Background The business drivers for change in the next decades will be more numerous than in the past. There will be challenges from global expansion, new technologies and new business models. What is clear is that the successful organisation of the 21st century will have to be an agile workforce with ability to embrace and thrive on change. Change management is therefore a critical focus area for Leaders and Managers of visionary organisations. Drivers for Change The drivers for change are numerous in a highly competitive and global business context. The expansion of the global economy is assured. With it comes the challenge of conducting business efficiently across different geographical and cultural boundaries, and adopting new business models. Mergers and acquisitions will increase as corporations seek to fast track global expansion. Furthermore the pace of technological development is expected to continue unabated. All of these factors provide the background to change within an organisation. Alvin Toffler, a former editor of Fortune Magazine and influential voice in business, made the famous comment: 'There is only one constant today and that is change' Tofler made that comment some decades ago, and today the rate of change is phenomenal. No longer can organisations, even in the public sector, sit back and be content with steady state. Every organisation is challenged by change, and competitiveness is determined by the organisation's ability to...
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...Proceedings - LEAD 2009 Conference CULTURAL BOUNDARY SPANNING IN GLOBAL PROJECT NETWORKS Melissa Di Marco, 1 John E. Taylor 2 and Pauli Alin 3 ABSTRACT Projects are increasingly global in scope and outsourcing on projects increasingly common. Along with globalizing trends in projects, the workforce is also globalizing. It is common for engineers to move to other countries as expatriate workers or as emigrants to pursue job opportunities in other firms. Where much is known about global networks of engineers collaborating on projects, little is known about the mediating role played by individuals that share the same nationality as an international partner on a project. In this paper, we examine two project teams executing complex, reciprocally interdependent design projects in India. One team was comprised of Indians and Americans. The other team was identical, but also contained an Indian national who had studied and worked in the U.S.A. Both teams worked on similar design schedule optimization problems. Over the duration of three days we examined the interactions of the teams assembled to finalize their designs. Through quantitative network analyses and qualitative observations of the cross-cultural interactions, we found the Indian expatriate to play a cultural boundary spanning role resolving cross-cultural knowledge system conflicts and increasing collaboration effectiveness. We induce a propositional theoretical model of cultural boundary spanning in global project...
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...traditions through a global culture. Contemporary theorists from a wide range of political and theoretical positions are converging on the position that globalization is a distinguishing trend of the present moment, but there are hot debates concerning its nature, effects, and future. Moreover, advocates of a post-modern break in history argue that developments in transnational capitalism are producing a new global historical configuration of post- Fordism, or postmodernism as an emergent cultural logic of capitalism (Harvey 1989; Soja 1989; Jameson 1991; and Gottdiener 1995). Others define the emergent global economy and culture as a "network society" grounded in new communications and information technology (Castells 1996, 1997, and 1998). For its defenders, globalization marks the triumph of capitalism and its market economy (see apologists such as Fukuyama 1992 and Friedman 1999 who perceive this process as positive), while its critics portray globalization as negative (see, for example, Mander and Goldsmith 1996; Eisenstein 1998; and Robins and Webster 1999). Some theorists see the emergence of a new transnational ruling elite and the universalization of consumerism (Sklair 2001), while others stress global fragmentation of “the clash of...
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...Workers respond to rational-economic motivation. One “best way” to complete any task Select personnel scientifically Compensate by production, not position Managers plan; workers implement the plan Example #1: Scientific Management (Frederick Taylor) → → → → Example #2: Bureaucracy (Max Weber) → → → → → → • • • • Clear, hierarchical system of authority Division of labor according to specialization Complete, “universal” system of rules re: personnel rights & responsibilities Exhaustive procedures for work performance Selection and promotion based on technical competence Impersonal member relations Status of communication: Viewed as a managerial tool to command and control workers Function: Emphasis on production & maintenance Structure: Formal, hierarchical, & downward Informal, horizontal, & social communication = obstacles that should be squelched II. HUMAN RELATIONS & RESOURCES (1930-1965) Some general assumptions of the Human RELATIONS movement: • • • “A happy worker is a productive worker” (shift from objective work design to social dimensions of work). Organizations should reflect more democratic values and open communication. Informal communication is inevitable and useful to managers (for example, to assess and influence employee satisfaction). Example #1: Managers & (Mis)communication (F. J. Roethlisberger) • • • Management is a verbal activity involving the use (i.e., persuading) and...
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...is no ``one best way’’ to manage organisational change but that public sector organisations need to adopt an approach to change which matches their needs and situation. The article examines the privatisation of the Property Services Agency (PSA) in order to draw lessons as to how the public sector can and should manage change. It is shown that the privatisation was characterised by a lack of clarity, an over-emphasis on changes to structures and procedures, and staff resistance. However, underpinning this was an inappropriate approach to change. The article concludes that the main lessons of the PSA’s privatisation are that, in such circumstances, it is necessary to adopt an approach to change which incorporates both the structural and cultural aspects of change, and which recognises the need to appreciate and respond to staff fears and concerns. 94 The International Journal of Public Sector Management, Vol. 14 No. 2, 2001, pp. 94-110. # MCB University Press, 0951-3558 Introduction From Kurt Lewin’s work in the 1940s to the present day, organisational change, as a systematic process, has moved from...
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...MEETING LEADERSHIP NEEDS IN AN INTERNATIONAL ENVIRONMENT Cindy Teed American InterContinental University, Online Team and Leadership: MGMT444 Unit 5 Individual Assignment Instructor: Eileen Wibbeke Abstract This paper will analyze and evaluate ten leadership theories, including Tuchman’s model for team development. We will also discuss internal environments which will affect a global firm, including differences in language, culture, politics, and technological ability. Finally we will examine how to meet the challenges of these internal environments using various sources of power. Meeting Leadership Needs in an International Environment Due to the globalized economies and international firms, leaders are needed to bring vastly diversified teams together. Understanding leadership theories will help a firm understand how to recruit or develop leaders that will meet their needs. However, there are about as many theories on leadership as there are individuals who study leadership. In our discussion, we will analyze and evaluate ten theories of leadership, and then we will focus on generally recognized commonalities of these theories in building a cohesive team. We also need to understand the difficulties introduces by diversified international teams. Some of these issues are introduced by internal environments including culture, language, politics, and technology. We also need to understand appropriate actions in meeting these challenges. Analysis and Evaluation of...
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...Qualitative Research in Nursing Date of last revision : January 28, 2011 “Not everything that counts can be counted, and not everything that can be counted counts” -Albert Einstein INTRODUCTION • Qualitative research methods have become increasingly important as ways of developing nursing knowledge for evidence-based nursing practice. Qualitative research answers a wide variety of questions related to nursing's concern with human responses to actual or potential health problems. (Ploeg J, 1999) • Qualitative research is a type of scientific research which has its roots in philosophy and human sciences. • Qualitative research plays an important part in providing evidence for practice in nursing, and is gaining greater acceptance within medicine. (Bailey C, 2002) • Definition: "A quantitative approach is one in which the investigator primarily uses post-positivist claims for developing knowledge (i.e. cause and effect thinking, reduction to specific variables and hypotheses and questions, use of measurement and observation, and the test of theories)." (Creswell, 2003) • Qualitative research is used to gain insight into people's attitudes, behaviours, value systems, concerns, motivations, aspirations, culture or lifestyles. • Qualitative researchers aim to gather an in-depth understanding of human behavior and the reasons that govern such behavior. • Qualitative research is often associated with naturalistic inquiry. • Naturalistic methods of inquiry attempt...
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...that these questions are just samples and are NOT to be construed as spotted questions for the coming examination. These are just good “practice questions” that you should use for purposes of revising your topics. Please make sure that you study widely around the chapter topics and DO NOT assume that the questions below will be set directly as they are in the coming examination. Remember this – study the topic but never study the question. The questions below could be set differently but topics could be similar. Blank spaces are provided under each of the drafts so that you can add in your own research and examples. Good luck in your preparations. Note: these are brief points; use this word document to work with your team/groups to insert your own points and examples. I provide the template only! 1. Describe the four ways of strategic thinking (or lenses). Give examples to illustrate how the design and experience lenses on strategy development help understand the strategic development processes in organizations. Approach: a. Reference is pages 28-42 of the text b. Lecture slides (GDS version only) – Lecture 1; slides 1-42 to 1-50 c. You need to briefly explain the four ways – design, experience, variety and discourse d. But focus on...
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...Discuss the psychosocial & cultural significant of therapy culture today. Introduction In the today’s’ modern world, psychology education is a vital unit for the society. This is largely because; the foundation of today’s society is fundamentally based on cognitive related activities and emotions. Statistically, reference to psychology today is so deep rooted that some the job market for a psychologist is constantly on the rise as patients are everyone, and are everywhere. Psychological and cultural significance As a result, one of the common dispositions towards treatment and emotions that has arisen is that spoken about by Dr. Yates (2011), in his journal on reflexive self. This is basically the fact that the society though an emotionally driven sector, has an evidently open negative view towards emotions and their treatment. One would expect the situation to vary from how it was in the 19th and 20th century where emotions and any form of cognitive treatment was a cause of stigmatization and a sign of weakness, but like culture, some ideas are rather deep rooted. Today, the mere mention of treatment is a factor enough to subject especially media personalities or celebrities and renowned political figures to a world of criticism. Derek Draper who is a celebrity therapist confirms the trauma that celebrities found in need of therapy have to deal with and how these media persons try to avoid therapy and any other form of psychoanalytical form of treatment, for their sake...
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...market, van Boxmeer acted fast to reorganize the company. Furthermore, he replaced Heineken's outmoded style of management and built collective action with a corporate culture based on individual responsibility and innovation (Davidson, 2009). In addition, since each merger or acquisition is a unique transformational process, the role of transformational leadership is essential. In transformational leadership leaders or managers should know the importance of trust among the team players and the leader of the group. The leaders made decisions which were in accordance with the moral and ethical principles, and encourage employees in the decision making process. Moreover, leaders should motivate employees (Anagnoste and Dumitru, 2011). For example, Heineken purchased Bere-Mures in Romania in 2008, so this is transformational process. Irina Budrina pointed out the leadership style of the Romanian management of Bere-Mures was a direct leadership style, and the decisions were made much faster...
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...organization that has suffered years of poor management, where no motivation exists throughout the business. Careful consideration of the circumstances at Red Star must be analyzed before employing Theory E, Theory O, or a synthesis of the two. The most effective conclusion to the method of change to be used as Haier Group acquires Red Star is a synthesis between Theories E and O; specifically, a focus on cultural change using a very programmatic plan. To be successful in his change effort at Red Star, Zhang must first consider what has worked well for him in the past. He has been through several campaigns for change while at the helm of Haier Group, originally known as Qingdao General Refrigerator Factory. His first effort started in 1984, on his first day at QGRF. Zhang chose to lead the organization because he saw it as a challenge. The company was suffering from poor quality and increased competition. Zhang saw the potential for a star in the industry and knew he was the right person for the challenge. The changes he made were both structural (Theory E) and cultural (Theory O) in nature. After successfully changing the organization Zhang focused on two more, the purchases Qingdao Air Conditioner Factory and Qingdao Freezer Factory. In both of these transactions he used both Theories E and O; however, more of the emphasis was on Theory O. How he used each of these strategies successfully holds the key to conquering integration of Red Star into the Haier Group. Theory...
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...and positive outcomes, thus it is important to concentrate on accessible evidence that would make the process effective and efficient. Change is considered a multi-level phenomenon. There is a gap on the literature regarding to management change in administration perceptive. Management literatures provide a number of cases of sectorial and organisational in the public sector (Sminia and Van, 2006). This indicates the relevance of exploring a number of literatures to determine the nature and range of evidence that is based on the change within public sector. This paper establishes an exclusive literature review that will provide evidence related to organisational management change (Fernandez and Rainey, 2006). This paper will explore some examples of organisational change, factors that leads to resistance to change before looking at the psychological contract concept of change. The paper will also set out research on sustainability of change and psychological change theories before concluding by exploring a number of literatures to determine in detail information on management change. Due to the technological development witnessed today, change is becoming an acceptable work practise in organisational life. Although a good number of organisations appreciate the need to change, most of the changes made do not achieve the intended purpose (Battaglio and Condrey 2009). With the need for organisational change, various body of literature are exploring the concept of management of organisational...
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