...Name Tutor Course Date Leadership, Human Resource Management Selecting the next Leader Choosing a suitable leader is one of the greatest challenges an organization faces. The individual tasked with selecting a leader faces a challenge that requires an in-depth analysis of the potential candidates. In our case, John Saxon is tasked with selecting the next Asian-Pacific head of operation for a multinational corporation. To successfully finish the task at hand and satisfy the expectations of the committee, it is imperative that Saxon uses a criterion that will consider each candidate's strengths and weaknesses. Some of the aspects that Saxon has to consider before delving deep into the results procured by the respective heads of operations include the decision-making the ability of each candidate, the ability of each applicant to solve problems, their communication ability, motivation capacity and their organizational capabilities. In addition to the listed basic requirements of a leader Saxon will also rate the candidates based on the following, strategic fit, financial performance, cultural fit, experience, and future capability. Also, Saxon is required to report the performance of his region if the goal was achieved, where and why the goal was not met. As such, this explores how John Saxon can and will select the best candidate for the job using the various dynamics at hand. Selecting a new leader is not an easy. Before analyzing the suitability of the candidates, it is vital...
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...Transmittal Date: 25/ 07/ 1999 To: Seth Dhaniram Logistics Solutions Ahmedabad Dear Sir, Subject: Advice regarding the future of RDS Operations Please find enclosed a decision report presenting a comprehensive analysis of the operations of RDS, listing the possible options and the criteria for evaluation of the options. Subsequently, an action plan has been proposed. Based on my assessment, I recommend continuing with the agency operations and renegotiating with JOSH after eight months. An investment of ₹18,000 per month should be made towards additional manpower and the 30% drop in margins should be supported temporarily. After eight months, a remuneration of 3% of total sales should be renegotiated with JOSH. Yours sincerely, Ketan Murali External Consultant to Logistics Solutions EXECUTIVE SUMMARY RDS wants to decide on the course of action to address a decrease of 30% in its profit margins following a policy change by JOSH. Renegotiation for the next eight months seems unlikely. RDS can either continue with operations and renegotiate after eight months or give up operations completely. The options have been evaluated on the criteria of financial soundness, market reputation and perception, grooming of the next generation and relations with distributors. My recommendation is to continue with operations and renegotiate after eight months in the manner as detailed in the action plan. (94 words) TABLE OF CONTENTS Situation Analysis | 5 | ...
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...decade later both must decide whether this relationship remains mutual beneficial. Both companies have enjoyed a strong working relationship with identical value system as well as strong growth. Ranbaxy has become international and thus needs to concentrate more on generics and growth in US and UK; the joint venture with Eli Lilly no longer seems to be central to Ranbaxy’s current goals. With major changes in India’s regulation and patent protection, Eli Lilly can now enter the Indian market independently and soon would enjoy product patent protection. Dr. Lorenzo Tallarigo, president of Intercontinental Operations at Eli Lilly should end the joint venture with Ranbaxy in India. Eli Lilly will purchase all outstanding shares held by Ranbaxy at a fair market value, rebrand its name in India to simply Eli Lilly, and maintain current staff from the joint venture. The current operation from the previous joint venture should be maintained without any additional major changes since profits are already assured beyond 2005. Ranbaxy will be able to focus on the international markets with additional capital and Eli Lilly to continue growth in India. Problem statement: A decade after the formation of the joint venture, several changes have occurred in both the external environment as well as the expectation of the partners. Dr. Lorenzo Tallarigo at Eli Lilly must decide whether to continue the joint venture with Ranbaxy in India based on a continuing mutual benefit or be terminated through...
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...ASHWINI SACHIN BACHHAV Mobile: 09922686848/ 09422293379 E-Mail: Ashwini.bachhav@birlasunlife.com [pic] In pursuit of opportunities in the field of Manager Sales Support Staff / Asst. Manager for Sales Support and MIS Manager. SUMMARY [pic] ← Associate from Insurance Institute of India with over 4 years of experience in managing the complete scope of Operations involving Customers Service, HR Initiatives, Admin, MIS Preparation, Internal Control, Liaison & Coordination and Team Supervision. ← Currently associated with Birla Sunlife Insurance Co. Ltd., Location: Nasik as Senior Branch Operation & Sales and Support + Group Leader in Sales Support Staff for Mumbai & Aurangabad Region.) ← Talent for proactively identifying & resolving problems, controlling costs, maximising productivity & delivering profit increases. ← Expertise in developing, recommending and implementing human resource strategies and policies in support of business objectives. ← Deft in overseeing change management and provision of business focus solutions in a fast moving environment. ← Possess a high degree of personal maturity and professional efficiency in addition to the basic functional knowledge inherent in the operation and HR function. ← KEY STRENGTHS ENTAIL: - The ability to build strong & enduring relationships - Strong communication skills - A strategic / business vision - Leadership qualities - Negotiating / influencing skills - Ability to balance strategic...
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...feedback about decisions, especially when the feedback is from a person or persons that have more experience in the current situation than I do. My philosophy in life and business is that most likely someone has already encountered the same project or problem and would have insight on how to accomplish or resolve. Further, I believe this mindset would put me in the subcategory of a consultative leader, where I gather input, but retain the final decision making authority. “Consultative leaders confer with group members before making a decision. However, they retain the final authority to make decisions” (Dubrin, 2010). I know that as a manager, I can be detached from everyday work that matters to the customers. This is where those whom I manage would be able to offer more insight on operations. Additionally, I am not well versed in every aspect of operations within a company, therefore, I would rely on experts in their fields, i.e., marketing, to provide insight. The openness of management with this style is a strength. As workers on the front line are involved with customers and daily operations, their feedback is valuable and real, it helps play a part in strategic planning. When employees know their opinions matter and that management is open to listening to them, they feel valuable and loyalty is strengthened. This style of leadership is fertile ground for a strong team. It encompasses shared leadership when working as a team, fosters consensus, and gives everyone ownership of...
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...Functional Area Relationships: Riordan Manufacturing BUS/475 – Integrated Business Topics March 1, 2010 Dr. Laura Pogue Functional Area Relationships: Riordan Manufacturing Riordan Manufacturing boasts their strategic capabilities and intellectual property strength as having the patents for major polymer material substrates. Because of these patents, Riordan is able to build unique products which create opportunity for their clients. The mission for Riordan is to be a company which pays attention to detail, practices extreme precision, and quality control. The attributes of the Riordan mission are seen throughout the processes of all Riordan projects. Careful checks and balances are placed throughout the process of generating new products which provide Riordan with the ability to create new products to meet the “unique needs” of their clientele. Riordan manufacturing exists to provide innovative products to meet customer needs. While Riordan may have started out holding patents for unique polymer processing substrates, the vision and goals did not stop there. Riordan manufacturing produces medical supplies, plastic bottles, and also owns a manufacturing plant in China which produces fans. The basic focus of Riordan manufacturing is to build a name trusted by clients to be superior quality regardless of the product. Reasons for the organization’s existence Riordan Manufacturing has 550 employees globally who are part of a Fortune 1000 enterprise...
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...Leading Change for Strategy Execution Dr. Robert S. Kaplan Baker Foundation Professor, Harvard Business School Executing strategy: Senior executives’ #1 issue The Balanced Scorecard: The Central Component in a New Strategy Execution Management System Private Sector Organizations Financial Perspective "If we succeed, how will we look to our shareholders?” Customer Perspective "To achieve our vision, how must we look to our customers?” Process Perspective "To satisfy our customers and shareholders, at which processes must we excel?” Non Profit and Public Sector Organizations Mission (Customer) Perspective “How do we have a social impact with our citizens/constituents?” Support Perspective “How do we attract resources and authorization for our mission?” Process “To have a social impact and to attract resources and support, at which processes must we excel?” Learning & Growth “How do we align our intangible assets to improve critical processes?” Learning & Growth “How do we align our intangible assets to improve critical processes?” Financial “How should we manage and allocate our resources for maximum social impact?” 3 Palladium Balanced Scorecard Hall of Fame for Executing Strategy® : By Industry 2000-2010 The Management System for Strategy Execution Links Vision and Strategy to Operational Excellence 2 TRANSLATE THE STRATEGY DEVELOP THE STRATEGY • Mission, Values, Vision • Strategic Analysis • Strategy Formulation 1 • • • • Strategy...
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...Is it time to go Lean? Company used: Kmart Northcote Assignment topic: Identify a strategic operations issue or problem that needs to be addressed. Word Count: - 2305 Executive Summary Operations and Processes are no longer just production, but an essential way to decrease inputs, and maximise outputs within a company. This assignment looks at the current process with the back of house system in Kmart. I will touch on lean thinking, and how this is the way forward for business today. Recommend a more streamlined approached to the back of house system Table of Contents 1. Introduction – What is Operations & what does it mean 3 2. Replenishment, its not working 4 3. Current issues with Replenishment Team 5 4. Is lean the way to go? 7 5. Recommendations: Decanting 8 6. Conclusion - 9 References 10 Kmart is a large diverse retail organisation, which has many different aspects of operations and processes. From designing and sourcing manufactures of goods, to supply chain logistics to get goods to stores, to finance and marketing, to support teams to the customer service teams in store who sell the goods. Even in my role as administration manager, I actively control processes within the business, in terms of this definition I could also been seen as an Operations Manager. (Slack, et al., 2012) 1. Introduction – What is Operations & what does it mean Many years ago the process was referred to as production, however this never...
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...Ernst & Young “Business Leaders of Tomorrow” Case Contest Bigg Glowbell (BG) Case Study Table of Contents Table of Contents ................................................................................................................................................ 1 Assignment Background .................................................................................................................................. 2 Bigg-Glowbell Overview ...................................................................................................................................... 3 The Company History ...................................................................................................................................... 3 Revenue and Profits ........................................................................................................................................ 5 Bigg-Glowbell Global Locations ....................................................................................................................... 6 Bigg-Glowbell Organization, Products and Services ........................................................................................ 7 Ownership ..................................................................................................................................................... 14 Strategic Issues ..............................................................................................................................
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...i.e. General Maritime Protection of eastern region and Western General Insurance of the west region to make ABS as a major pan Canadian insurer. As the merger took place there was a lot of inefficiency in field of operation, finance, HR and marketing & sales. Jean Roberge decided to provide an integrated management system which could be used for financial, HR, operations and marketing & sales will bring out the efficiency as Roberge see a high potential in this. As of now all the three companies are operating with their own systems, own work policies so they feel the need of reengineering with the help of an integrated system. For the restricting the work system a great deal of manual work is required from all the three companies to prepare a consolidated report so that Roberge could exactly know the condition of financial & human resource of ABS. Moreover, in case of marketing & sales collecting the data and consolidating was a big challenge for them as the information of all the three companies was high and diversified. The major challenges for Jean Roberge were: a. To collect the data of all the three companies and then to design a structured plan for the project. b. To make a team of people who can work and increase the efficiency. c. To hire a project leader who is well equipped with the qualities which could help ABS could increase the efficiency and guide its team members well. d. Roberge was also concerned about the budget, so he is looking a...
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...Operations Management Paper An operations manager is someone who watches over the day to day process of a business and has a certain role in that business. In this paper I will define what the role of an operations manager would be in a company. I also want to talk about how the use of a project manager is useful in a business. I will also state some jobs that an OM should be doing in order to be successful. I also want to talk about how and what a manager is. They are first and foremost a leader. We will explore what a leader is and how they are good at their job and the tools that they need in order to be successful at their job. When we look at a business what do we see? We see roles that are clearly defined. So let’s look at job where we see those roles and how an OM would be someone who can manage these people. What is the main purpose of an operations manager? They are someone who enforces and upholds the management process and that consists of planning, organizing, staffing, leading, and controlling. (Heizer and Render. Pg 7). We will talk about this in further detail and I will explain how I do this in a company. The job of a manager is not just his duties and his roles within the company but it is his responsibility to be a good leader and there is a lot more to it than just giving orders and good leader is someone who inspires others to follow. What is a manager’s responsibility? Well they need to be able to accomplish certain tasks through their...
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...make ABS as a major pan Canadian insurer. As the merger took place there was a lot of inefficiency in field of operation, finance, HR and marketing & sales. Jean Roberge decided to provide an integrated management system which could be used for financial, HR, operations and marketing & sales will bring out the efficiency as Roberge see a high potential in this. As of now all the three companies are operating with their own systems, own work policies so they feel the need of reengineering with the help of an integrated system. For the restricting the work system a great deal of manual work is required from all the three companies to prepare a consolidated report so that Roberge could exactly know the condition of financial & human resource of ABS. Moreover, in case of marketing & sales collecting the data and consolidating was a big challenge for them as the information of all the three companies was high and diversified. The major challenges for Jean Roberge were: a. To collect the data of all the three companies and then to design a structured plan for the project. b. To make a team of people who can work and increase the efficiency. c. To hire a project leader who is well equipped with the qualities which could help ABS could increase the efficiency and guide its team members well. d. Roberge was also concerned about the budget, so he is looking a leader who has a blend completing the work on time while keeping the budget. 2. In your opinion, does the project...
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...From the mid 1970’s the structure of the PC industry had experienced a huge growth and changed dramatically. In 2001, 40% of the PC shipments were accounted by the top four PC vendors namely: Dell, Compaq, Hewlett-Packard (HP) and IBM. Dell, a direct-sales pioneer, grew exponentially in the 1990s and emerged as the worldwide market leader in 2001. During 2001-2002 it was the most profitable among the market leaders. Compaq came up with a full range of PCs ranging between $1,000 and $10,000. Whereas, IBM, which at once had a market share of 30%, was at this time going through a dramatic restructuring to stop its market share and profits from deteriorating further. Whereas, HP maintained a comparatively smaller share in PC sales. Besides these main vendors, there existed other well-known brands such as Acer, Fujitsu, Gateway, NEC and Toshiba. Also, there existed PCS without brands which were assembled by small retailers, resellers accounting for about 23% of the market in North America, 50% in Europe and over two-thirds of the market in China. DELL: Dell’s distinct and successful business model mainly focused on direct sales and build-to-order manufacturing. Shipping of the products was provided in 36 hours, which was how Dell was able to maintain the inventory of as low as six days compared to Compaq’s 26 days inventory. Their model helped them achieve the goal of offering products to customers that accurately matched their requirements and liking. COMPAQ: Compaq was one...
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...Capstone Project by Candice Sutterer February 17th, 2014 1. SWOT analyses are important in any business to evaluate their business structures and how to grow by analyzing their strengths, identifying the weaknesses to improve on, opportunities to grow by identifying the strengths and weaknesses, and also to know the threats to the business. Understanding all four of these concepts can easily make or break any business model. It is important to identity all four of these points to truly understand your business and where it stands in the marketplace. Below is a summary of a SWOT. Strengths Strengths are the qualities that enable us to accomplish the organization’s mission. These are the basis on which continued success can be made and continued/sustained. Strengths can be either tangible or intangible. These are what you are well-versed in or what you have expertise in, the traits and qualities your employees possess (individually and as a team) and the distinct features that give your organization its consistency. Strengths are the beneficial aspects of the organization or the capabilities of an organization, which includes human competencies, process capabilities, financial resources, products and services, customer goodwill and brand loyalty. Examples of organizational strengths are huge financial resources, broad product line, no debt, committed employees, etc. Weaknesses Weaknesses are the qualities that prevent us from accomplishing our mission and achieving...
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...to think in terms of people than the generation we grew up in. —Sergio Nacach, Head of Kimberly-Clark, Andean Region Sergio not only has done a terrific job in his own region, he became the evangelist, if you will, the missionary for the remaining countries and sub-regions in Latin American Operations. —Ramiro Garces, Vice President for Human Resources, LAO In the summer of 2008, Ramiro Garces, vice president of human resources for the Latin American region of Kimberly-Clark, the large consumer products company, was thinking about the many management changes spreading through the company almost like a virus. Less than a decade earlier, Kimberly-Clark had hired an Argentinean, Sergio Nacach, from Unilever. Nacach’s first job had been to run Kimberly-Clark’s operations in the small Central American country of El Salvador. Now, Nacach was running the Andean region for K-C and producing impressive business results. Because of his outstanding results, outgoing personality and willingness to talk to others about what he and his colleagues were doing, his management approach was generating interest throughout the company and particularly influencing its operations in Latin America. Operations in this area already demonstrated an organizational culture and leadership approach that was largely consistent with Nacach’s management style, so he did not have to struggle to implement his ideas. To make this different way of managing sustainable, the company needed to understand the essential...
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