...Aileen Tsay, Douglas Wells, Grace Claudio, Jeff Liu Mgmt 102 – Managerial Org Behavior Grace McLaughlin November 17, 2011 Case Study #3 – Thomas Green Summary: In “Thomas Green: power, office politics, and a career in Crisis”, It depicts the dilemma of Thomas Green who works in a company called Dynamic Display. After five months of working as an account executive, Green was directly promoted as the Senior Market Specialist by the vice president of the company’s travel division Shannon McDonald. However, Frank Davis, Green’s boss, did not intend to choose Green as the new senior market specialist and he is very unhappy about Green’s performance and working attitude three months after the promotion. After Green learned that his boss had been emailing McDonald regarding his concern about Green’s performance, Green was very worried about the situation and did not how he should explain his perspective to McDonald. Analysis: Although Green is willing to achieve a high selling growth for the company, he concentrated too much on achieving the goal instead of observing the surrounding situation. Moreover, Green did not have enough managerial experiences so he was not able to deal with issues based on a structural and long-term view; that's why he decided to avoid interactions with Davis instead of making improvements or rebuilding his relationship with Davis after Davis first criticized him. Their divergence in work style and personalities also contributed...
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...jobs. * Effectiveness – A measure of the appropriateness of the goals an organization is pursuing and the degree to which the organization achieves those goals. * Efficiency – A measure of how well or how productively resources are used to achieve a goal. * Empowerment – The expansion of employees’ knowledge, tasks and decision making responsibilities. * First-line manager – A manager who is responsible for the daily supervision of non-managerial employees. * Global organizations – Organizations that operate and compete in more than one country. * Hawthorne effect – Worker’s productivity is affected more by observation or attention received then by physical work setting. * Human relations movement – Advocates behavior and leadership training of supervisors to elicit worker cooperation and improve productivity. * Human skills – The ability to...
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...related retailers. Recently, a major supermarket chain had notified that it would no longer be carrying the division brand. Financial Profile Although sales revenues in 1991 were just over $180 million, by 1995 the earnings had dropped to $150 million. During the same period, operating profit fell from $6.5 million to $4.1 million. In 1995, the subsidiary had reached a point where it was unable to pay any upstream dividends to the parent company. The impending loss of the supermarket chain represented another $6.5 million drop in sales revenue. Executive Team President and General Manager - Charles Moore, since 1993 Vice President, Marketing - Barry Walkins, since 1992 Vice President, Sales - Les Holly, since 1986 Vice President, Production - Billy Fale, since 1966 Vice President, Research & Development - Kent Donaldson, since 1979 Vice President and Controller- Stephanie Krane, since 1994 Vice President, Personnel - Frank...
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...the FDA and USDA are the appointees to the departments. Many are former employees of Monsanto. A former director of Monsanto made the statement Monsanto should not have to vouchsafe the safety of biotech food that is the job of the FDA. The FDA says that food manufactures should be responsible for what they produce. Ironically, the FDA is controlled largely by Monsanto, and Monsanto is regulated by the United States Government, with neither side willing to take ownership of the issue. The first Monsanto appointees in the FDA were placed under the first Bush administration. In each subsequent administration more appointees were taken from Monsanto. President Obama is responsible for the largest number of appointments with the greatest conflict of interests. Corruption in the FDA and USDA Corruption in government is nothing new, no matter what country, state, city or province. Governmental corruption has been a problem for every civilization since civilizations began. The United States government is certainly no exception to this problem, but two agencies in particular, the Food...
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...Manual to Accompany Organizational Behavior 5/e emerging knowledge and practice for the real world by Steven L. McShane and Mary Ann von Glinow Chapter 1 Introduction to the Field of Organizational Behavior Prepared by: Steven L. McShane, University of Western Australia This Instructor’s Manual 1ile is part of the Instructor’s Resource CDROM for Organizational Behavior: Emerging Knowledge and Practice for the Real World, 5th edition 10‐digit ISBN: 0073364347 13‐digit ISBN: 9780073364346 Published by McGraw‐Hill/Irwin, a business unit of The McGraw‐Hill Companies, Inc., 1221 Avenue of the Americas, New York, NY, 10020. Copyright © 2010, 2008, 2005, 2003, 2000 by The McGraw‐Hill Companies, Inc. All rights reserved. No part of this publication may be reproduced or distributed in any form or by any means, or stored in a database or retrieval system, without the prior written consent of The McGraw‐Hill Companies, Inc., including, but not limited to, in any network or other electronic storage or transmission, or broadcast for distance learning. Some ancillaries, including electronic and print components, may not be available to customers outside the United States. McGraw-Hill Irwin Chapter 1: Introduction to the Field of Organizational Behavior 1 Introduction to the Field of Organizational Behavior LEARNING OBJECTIVES After reading this chapter, students should be able to: 1. De1ine organizational behavior and organizations, and discuss the importance of this 1ield ...
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...IB 2-4 Tasks 1-2 Week 1 Jones: Chapter 2 – Basic Challenges of Organizational Design Differentiation - differentiation = process by which an organization allocates people and resources to organizational tasks and establishes the task and authority relationships that allow the organization to achieve its goals à process of establishing and controlling the division of labor/the degree of specialization o necessary because of increased complexity with growth Organizational roles - - organizational role = set of task-related behaviors required of a person by his or her position in an organization à identifiable tasks and responsibilities allow for accountability o organization structure is based on interlocking roles authority = power to hold people accountable for their actions and to make decisions concerning the use of organizational resources à results from differentiation into individual organizational roles control = ability to coordinate and motivate people to work in the organization’s interests Subunits: Functions and Divisions - - function = subunit composed of a group of people, working together, who possess similar skills or use the same kind of knowledge, tools or techniques to perform their jobs à as organizations grow, they differentiate into 5 different kinds of functions: o support functions – facilitate control of relations with environment and stakeholders (purchasing, sales & marketing, public relations, legal affairs) ...
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...earnings for their investors. In the past two years, sales have dropped radically, the market shares have decreased and stock prices were spiraling down. The Vice President of Organizational Development, Sabrina McKay is a valuable asset with extraordinary expertise that includes several organizational development initiatives. However, due to the severity of Best Snack’s situation, the company has been forced to assess the likes and dislikes of their components in order to compete with success. Best Snacks will need to engage their stakeholders throughout the process and will have to make innovation and creativity a part of everyday life at the company. Describe the Situation Issue and Opportunity Identification In order for Best Snacks to regain its firm stand in the snack food industry they will have to tackle the issues there are currently facing. Such as, the decline in sales, market share decreases resulting in their stock prices dropping significantly, the possibility of losing their long-term popular place in the snack food industry due to the lack of their innovation and creativity. Best Snacks has the chance to integrate in a cultural change program aimed to increase employees’ creative thinking skills resulting in their increase in innovation and creativity at work. By doing this, Best Snacks would open up new realm of strategies in organizational theory, design and change. In examining and recognizing what opportunities are available, taking into account...
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...Unethical Companies: McDonald’s May 14, 2010 — ethicalfootprint Mostly everyone will enjoy McDonald’s every once in a while, even if you aren’t a fan of fast food. While the food may be cheap, it may come at more of a cost to the environment and the global economy than one might think. McDonald’s has a negative impact on the environment in more ways than one. Aside from the pollution from factories where the food is produced, the unusable waste from nearly all the food they sell, and the massive amounts of power and energy that are required to keep all of the branches up and running, this corporation is destroying natural rain forests. According to http://www.dmoz.org/Society/Issues/Business/Allegedly_Unethical_Firms/McDonald’s/, McDonald’s likes to purchase their meat from privatised farms, which is not a problem in and of itself. The conflict arises when these privatised farmlands are built on the land where a lush rainforest once resided. So not only is McDonald’s polluting our air, but they are destroying a large part of what would help to clean it out. The trees that are levelled do more than just clean the air, though. They are also homes to thousands of animals that are likely killed or made homeless as the trees are torn down. This is not exactly a healthy step in making our world a better place. The people at McDonald’s treat their employees no better than they treat our environment. McDonald’s staff are frequently underpaid for the amount of time that they...
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...Strategic Audit of Starbucks Traci Hall Jones College Business Policy and Administration Professor E. Smith June 20, 2011 I. Current Situation A. Current Performance Starbucks is the fastest growing food chain and shows no signs of slowing down. it plans to boost earnings by 20% to 25% annually over the next three to five years and to bring its number of storefronts to 40,000 worldwide which is 10,000 more than McDonald’s. Starbucks is conservative in how it finances its goals. Operating cash flow from existing stores pays for new-store development. So far, the return on new stores has been excellent. Increasing same-store sales has been a tougher order, though, and Chairman Howard Schultz has expressed worries that moves to improve same-store sales with automatic equipment and off-brand merchandise could be turning consumers off. The return on investment (ROI) for Starbucks in 2010 was 22.50%. The market share was $27.33 billion while the profitability was at 30.4% (Donald, 2007). B. Strategic Posture Starbucks has an impressive mission statement because it addresses their product as a whole and their mission for different relationships. “The Starbucks Mission Statement-To inspire and nurture the human spirit - one person, one cup, and one neighborhood at a time. Here are the principles of how we live that every day: Our Coffee-It has always been, and will always be, about quality. We’re passionate about ethically sourcing the finest coffee beans, roasting them...
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...9-399-150 REV: MAY 3, 2005 CHRISTOPHER A. BARTLETT MEG WOZNY GE's Two-Decade Transformation: Jack Welch's Leadership On September 7, 2001, Jack Welch stepped down as CEO of General Electric. The sense of pride he felt about the company's performance during the previous two decades seemed justified judging by the many accolades GE was receiving. For the third consecutive year, it had not only been named Fortune's "Most Admired Company in the United States," but also Financial Times' "Most Admired Company in the World." And, on the eve of his retirement, Fortune had named Welch "Manager of the Century" in recognition of his personal contribution to GE's outstanding 20 year record. Yet while the mood at GE's 2001 annual meeting had clearly been upbeat, some shareholders wondered whether anyone could sustain the blistering pace of change and growth characteristic of the Welch era. And specifically, many worried if any successor could generate the 23% per annum total shareholder return Welch had delivered in his two decades leading GE. It would be a tough act to follow. (See Exhibit 1 for financial summary of Welch’s era at GE.) The GE Heritage Founded in 1878 by Thomas Edison, General Electric grew from its early focus on the generation, distribution, and use of electric power to become, a hundred years later, one of the world’s leading diversified industrial companies. A century later, in addition to its core businesses in power generation, household appliances...
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...>> Anne Rudden: Good afternoon. My name is Anne Rudden, and I am here to introduce Adam Lashinsky, who is joining us as part of the Microsoft Research Visiting Speaker Series. Adam is here today to discuss his book, Inside Apple, How America's Most Admired and Secretive Company Really Works. Apple has created some deeply loved products, but even sophisticated business people don't understand how Apple does what it does. Adam will tell us more about some of their unique approaches to business. Adam Lashinsky is a senior editor at large for Fortune Magazine, where he covers technology and finance. He is also a frequent speaker and Fox News contributor. Prior to joining Fortune Lashinsky was columnist for the street.com and the San Jose Mercury News. Please join me in welcoming Adam Lashinsky. [applause]. >> Adam Lashinsky: Thank you very much. It's really wonderful to be here. I want to tell you straight off the bat that I'm doing this presentation on Power Point and running off of PC. A dirty little secret that I've been waiting to reveal until I got here is that I wrote the book on a PC in Word. So thank you. Thank you very much. I have to get some things off my screen. There we go. And one other sort of opening comment is that I know that a lot of people when they begin a talk ask people to turn off their telephones or to close their laptops. I would like you to do just the opposite. I'm assuming that if you are looking at...
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...9-399-150 REV: MAY 3, 2005 CHRISTOPHER A. BARTLETT MEG WOZNY GE's Two-Decade Transformation: Jack Welch's Leadership On September 7, 2001, Jack Welch stepped down as CEO of General Electric. The sense of pride he felt about the company's performance during the previous two decades seemed justified judging by the many accolades GE was receiving. For the third consecutive year, it had not only been named Fortune's "Most Admired Company in the United States," but also Financial Times' "Most Admired Company in the World." And, on the eve of his retirement, Fortune had named Welch "Manager of the Century" in recognition of his personal contribution to GE's outstanding 20 year record. Yet while the mood at GE's 2001 annual meeting had clearly been upbeat, some shareholders wondered whether anyone could sustain the blistering pace of change and growth characteristic of the Welch era. And specifically, many worried if any successor could generate the 23% per annum total shareholder return Welch had delivered in his two decades leading GE. It would be a tough act to follow. (See Exhibit 1 for financial summary of Welch’s era at GE.) The GE Heritage Founded in 1878 by Thomas Edison, General Electric grew from its early focus on the generation, distribution, and use of electric power to become, a hundred years later, one of the world’s leading diversified industrial companies. A century later, in addition to its core businesses in power generation, household appliances, and lighting...
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...Organizational structure refers to the way that an organization arranges people and jobs so that its work can be performed and its goals can be met. When a work group is very small, and face-to-face communication is frequent, formal structure may be unnecessary, but in a larger organization decisions have to be made about the delegation of various tasks. Thus, procedures are established that assign responsibilities for various functions. It is these decisions that determine the organizational structure. In an organization of any size or complexity, employees' responsibilities typically are defined by what they do, who they report to, and for managers, who reports to them. Over time these definitions are assigned to positions in the organization rather than to specific individuals. The relationships among these positions are illustrated graphically in an organizational chart. The best organizational structure for any organization depends on many factors including the work it does; its size in terms of employees, revenue, and the geographic dispersion of its facilities; and the range of its businesses (the degree to which it is diversified across markets). DEVELOPMENT OF THE TRADITIONAL ORGANIZATIONAL STRUCTURE Understanding the historical context from which some of today's dominant organizational structures have developed helps to explain why some structures are the way they are. For instance, why are the old, but still operational steel mills such as U.S. Steel and Bethlehem...
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...* High pressure for modernization and cost reduction * Operational survival: cut workforce, overtime, part-time, subcontracting * Recovery and diversification * The short-term future seemed positive, but the popularity of Japanese car forced it to diversify * Working as an OEM Cameron did little to be innovative * Alex brought in a team of designers, concentrating on developing products with a wider ‘non-automotive’ market appeal * The first year no progress, Alex lured away a key engineer from the Canadian firm, and mid-2003, developed its own line of flexible couplings * Marketing the new product * Hired eight field sales representatives, stress product quality, service and speed of delivery, but not price. * Financing plant capacity * Increasing sales of flexible couplings required a new separate plant, but the financial position is not strong enough to support it * Foreign markets * Took a European Patent * A licensing opportunity * Meet foreign customer, McTaggart in 2004 * Can’t build the market in Britain on the basis of shipments from America, since the large transaction & transportation cost * A license with McTaggart might be a good way of achieving swift penetration of the UK market via MT’s sales force. * 2% licensing fee include a free tech flow-back clause * Mixed views, good...
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...UNIVERSITY OF MUMBAI M.Com I ( I SEMESTER ) SUBJECT MARKETING MANAGEMENT A PROJECT ON “Marketing Strategy Of Coca Cola” ACADEMIC YEAR 2013 – 2014 BY Farhad Kazi ROLL NO : 34 PROJECT GUIDE PROF. Sameer Tungare MALINI KISHOR SANGHVI COLLEGE OF COMMERCE & ECONOMICS JUHU, MUMBAI. DECLARATION I Mr Farhad Kazi, Student of Malini Kishor Sanghvi College of Commerce & Economics Studying in M.Com (Part I) Semester I , hereby declare that I have completed the project on “Marketing Strategy of Coca Cola” of “MARKETING MANAGEMENT” in the academic year 2013-2014. The information submitted herein is true and original to the best of my knowledge. Date of Submission Signature of Student (Mr. Farhad Kazi ) CERTIFICATE This is to certify that Mr.Farhad Kazi of M.Com (Part I– SEMESTER I) of Malini Kishor Sanghvi College of Commerce and Economics has successfully completed the project on on “Marketing Strategy of Coca Cola” of “MARKETING MANAGEMENT MANAGEMENT” for the academic year 2013-2014. The information submitted is true and original to the best of my knowledge. ...
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