...fgfgfgf GENERAL INFORMATION Office: RB 338B Phone: 305-348-7050 Office Hours: Tuesday, 3:00to 5:00 p.m. Class Location: CBC 155 Class Times: Wednesday, 5:00 pm - 7:40 pm E-mail: WebCT course e-mail only! Website: http://business2.fiu.edu/1027714/www Please read this syllabus in its entirety. It is a part of the course content. It is important that you understand what is required in this course and the time frames for completing assignments. Class Format: This is a hybrid course, which means that classroom sessions will be held on alternate Thursdays. For the weeks in which no classroom sessions are scheduled, you will have assignments and quizzes based on readings and Web-based. You will also be expected to interact regularly with your fellow classmates (in person and virtually through email and the course discussion forum) to organize and prepare the team project. Since this course uses a significant amount of multimedia content, it is strongly advised that you obtain access to a computer with broadband Internet access and an up-to-date streaming media player (either Windows Media Player or Real Player are recommended). fgfgfgf COURSE DESCRIPTION This is an introductory course designed to help you develop an understanding and awareness of the essentials of managing and of the way organizations behave. By exploring the four pillars of management -- planning, organizing, leading, and controlling -- we will discover how organizations leverage...
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...S T R A T E G Y – II S T R A T E G Y – II S T R A T E G Y – II S T R A T E G Y – II S T R A T E G Y – II www.ibscdc.org 1 Transformation Corporate Transformation Korean Air: Chairman/CEO Yang-Ho Cho’s Radical Transformation A series of fatal accidents, coupled with operational inefficiencies snowballed Korean Air into troubled times. Then, at the beginning of the 21st century, its CEO/ Chairman, Yang-Ho Cho undertook various transformation initiatives - for instance, improving service quality and safety standards, technology integration, upgrading pilot training, better business focus; putting in place a professional management team, improving corporate image through sponsorship marketing, etc. He gave a new corporate direction in the form of '10,10,10' goal. However, Korean Air is held up by a slew of challenges. Among which are inefficiencies of - Chaebol system of management, possible clash of its cargo business with its own shipping company, limited focus on the domestic market and growing competition from LCCs. How would Korean Air manage growth as a family-owned conglomerate? The case offers enriching scope for analysing a family business’s turnaround strategies, with all the legacy costs involved. Pedagogical Objectives • To discuss the (operational) dynamics of Korean Chaebols - their influence/ effects on the country’s industrial sector and the economy as a whole • To analyse how family-owned businesses manage the transition phase - from a supplier-driven...
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...Starbucks Seven Primary Characteristics Everything with the environment at Starbucks emanates unwinding, quieting and pressure soothing truly feel to it. It makes it an impeccable safe place and it is even an area that one can have a study gathering and level headed discussion legislative issues of a paper. Howard Schultz, the administrator of Starbucks, remarks that "people aren't considering exactly the amount you understand, it is exactly the amount you give it a second thought." This is something that seems to be valid all through the company and particularly with respect to Starbucks social awareness. The seven primary characteristics that Starbucks involve are attention to detail, people orientation, team orientation, aggressiveness, and stability. Get the business it is necessary to spend the focus details like Starbucks, and provide a relaxed atmosphere, so they want to convey to the customer. People orientation becomes possibly the most important factor on the grounds that the people who work this business need it to stay in growing yet can talk and contribute time with their workers and do what's in the best enthusiasm from the employee. They need a major business with the little business feel-where workers are close and common role together interdependence each other to land their positions did. The organization work as groups more than anything. It's a chain response one ready it up then hands it to the barista who assembles it all after which the person who hands...
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...Kozminski International Business School MODULE HANDBOOK Management in Context GRADUATE PROGRAMS Academic Year: 2015 - 2016 Module Tutor: Kaja Prystupa-Rządca © Kozminski University 2015 str. 1 Kozminski University Management in context MODULE MANUAL ACADEMIC YEAR: 2015-2016 CONTENTS Page 1. Module Staff 3 2. Teaching and Learning Strategy 4 3. Recommended Readings 4 4. Module Assessment 4 5. Length 6 6. Structure of essay 7 7. How to start writing your essay 8 8. Grading 8 str. 2 1. Module Staff Office: Internal (direct) phone: E-mail: Office hours: str. 3 Room C/15 22 519 -21-65 kmprystupa@kozminski.edu.pl Please see current information on www.alk.edu.pl 2. Teaching and Learning Strategy Class Organization Please see detailed timetable below: dates may differ depending on which group you are attending – you will receive specific timetable with dates on the first day of class). Attendance and Participation As a general policy, I do not accept latecomers in this class. People who are more than 5 minutes late for the class will not be allowed to participate in the course. 3. Recommended Readings Several copies of “Organizational Behaviour and Management” by D. Knights and H. Willmott are available in the library. This book is an excellent companion to this course and should be also helpful in preparing your final assignment (Essay). It may also be a useful supplementary...
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...centre company is its high attrition rate; the basic reason being the discord between the management and the employee. The employees look out for a congenial and empathetic management and shift to the other competing companies when offered a good work environment. This case study throws light on one such aspect where a mass attrition was avoided by the top management by strategic and lateral thinking. Pedagogical Objectives • How a manager dealt with such a challenging project with support of his team of 14 fresh trainees • How he managed to save the project and bring about some wonderful changes to glide through the difficult times • How innovation and teamwork can change things for an organisation. Industry Reference No. Year of Pub. Teaching Note Struc.Assign. Business Process Outsourcing (BPO) OPS0022 2008 Not Available Not Available the ERP software package, and the problems they faced during the entire exercise. Pedagogical Objectives • To analyse the software systems failure at Cisco system in 1994 • To understand the importance of ERP based system • To discuss CISCO’s restructuring process. Industry Reference...
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...the last 25 years has been phenomenal. FDI can take the form of a foreign firm buying a firm in a different country, or deciding to invest in a different country by building operations there. With FDI, a firm has a significant ownership in a foreign operation and the potential to affect managerial decisions of the operation. The goal of our coverage of FDI is to understand the pattern of FDI that occurs between countries, and why firms undertake FDI and become multinational in their operations as well as why firms undertake FDI rather than simply exporting products or licensing their know-how. The opening case describes the international growth of Starbucks. The closing case explores Cemex’s foreign investments. OUTLINE OF CHAPTER 7: FOREIGN DIRECT INVESTMENT Opening Case: Starbucks’ Foreign Direct Investment Introduction Foreign Direct Investment in the World Economy Trends in FDI The Direction of FDI The Form of FDI: Acquisitions versus Greenfield Investments The Shift to Services Country Focus: Foreign Direct Investment in China Theories of Foreign Direct Investment Why Foreign Direct Investment? The Pattern of Foreign...
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...NORTHWESTERN UNIVERSITY WINTER 2010 COURSE 437 STRATEGIC MANAGEMENT FOR ENGINEERS SYLLABUS Professor: Teaching Assistant Donald R. McNeeley, Ph.D. Susan O’Dea, sodea@chicagotube.com Phone: 815-834-8501 Phone: 815-834-8503 E-mail: dmcneeley@chicagotube.com Course Overview: Organizations have learned that the adage, grow or die is more than a cliché. In today’s global market, maintaining the status quo is no longer an option. As the velocity of change accelerates, historic paradigms are surrendering to new. For organizations to survive in today’s competitive environment, management must anticipate the strategic inflection of organizational evolution. Engineers have played a major role in the advancement of society. Undergraduate education for engineers is thorough, precise, and understandably micronistic. At the graduate level, we attempt to couple the micro skills with the broader macro perspective or, in other words, the proverbial big picture. The management role requires engineers to be able to envision, from a broader perspective, the operation of an organization and the market one serves. You must learn to think, act, speak, and process from the “management mind.” This capstone course draws from all functional areas of an enterprise to provide strategic direction to an organization. It also provides engineers with a management perspective as a complement to the engineering orientation, which they currently possess. Strategies are offered to ensure...
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...TEACHING NOTE 1 CASE Mystic Monk Coffee Case 1 Teaching Note Mystic Monk Coffee OVERVIEW T his 4-page case requires that students consider the future direction of a monastery located in Clark, Wyoming and evaluate the vision, strategy, and business model of the fledgling Mystic Monk coffee business. As the case unfolds, students will learn of Father Daniel Mary’s vision to build a new Mount Carmel in the Rocky Mountains and transform the small brotherhood of 13 monks living in a small home used as makeshift rectory into a 500-acre monastery that would include accommodations for 30 monks, a Gothic church, a convent for Carmelite nuns, a retreat center for lay visitors, and a hermitage. Father Daniel Mary had identified a nearby ranch for sale that met the requirements of his vision perfectly, but its listing price of $8.9 million presented a financial obstacle to creating a place of prayer, worship, and solitude in the Rockies. Father Daniel Mary hoped to fund the purchase of the ranch through charitable contributions to the monastery and through the profits of its Mystic Monk coffee business, which had earned nearly $75,000 during its first year of operation. SUGGESTIONS FOR USING THE CASE This case was written as a leadoff case and was carefully crafted by the case author to require students to draw upon most all of the concepts discussed in Chapters 1 and 2 to sufficiently prepare for a class discussion of the case. The case involves issues...
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...VIDEO GUIDE Advertising: Principles and Practice, 8th Edition Moriarty/Mitchell/Wells Segment 1: AFLAC Summary That wacky, quacky duck brought AFLAC to a high spot among most-recognizable ads and brand names. The insurance company is growing quickly as a result of this greater name recognition. It achieved 89 percent brand recognition in a relatively short time, resulting in $10 billion in sales and about a 25 percent compound growth rate. AFLAC had spent millions of dollars on advertising with little or no effect and almost no market awareness. Clearly, the current strategy was not working. This led the management team to decide to try something bold to increase market awareness. The advertising agency came up with many different ideas, but one crazy one—a duck. AFLAC tested the ad concepts and, as we know today, the duck yielded the highest results. The goal of advertising is to create awareness, while the actual sale comes from the agents selling the complicated insurance products. Discussion Questions 1. What other industries, products, or brands have used humor in advertising to help position themselves in the marketplace? Do you think the strategies have worked? Where wouldn’t humor work? Humor wouldn’t work all that well with serious purchases (e.g., health), but one might think it wouldn’t have worked with something as serious (boring?) as insurance. Might that be because the humor is associated only with the name and not the insurance company’s attributes...
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...different than your best friends’ learning style. Learning about the different learning styles can help you discover how to teach you to learn your way. The first learning style is Visual Learning. What is the Visual Learning Style? This style has to see what is being talk about. In a class, you can listen to a lecture. You cannot quite figure out what is being said until the teacher either writes down the notes or shows an object or picture. That is visual learning. Students may have to take notes or write pictures of their own. They may have to close their eyes to see the picture of what they are hearing. They benefit from using illustrations or PowerPoint presentations that use color or pictures. When trying to find a visual learner, you notice that they are usually neat and clean. They can be very organized. They tend to sit at the front of the classroom. They are usually looking around the classroom as if they are bored or looking for something. Overall, visual learning can be one of the hardest learning styles to have because of all the items involved to have. (Starbuck, 2013) Auditory Learning is the next style to have in learning. Auditory learning is learning by listening. These learners learn best by hearing the lecture. They will remember the information that is said more accurately than having to write it out. To identify the auditory learner, these students may not have matching colors of clothes, but can tell you why they chose these clothes. They will hum or talk...
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...Chapter 2: Strategy and Human Resources Planning If nothing else, my students should learn that… • It is important for HRM to align its policies and processes with the business strategy in order to provide value to the organization (external fit), and that the policies and processes are mutually reinforcing (internal fit). HR planning follows the same pattern as organizational strategic planning, and hence the two processes are complementary. • In order to evaluate the effectiveness of strategy, it is imperative to take the ‘people side’ into consideration. Sole reliance on financial documents (e.g., financial statements, cash flow statements, income statements) largely ignores investment in human capital. Learning objectives • Identify the advantages of integrating human resources planning and strategic planning. • Understand how an organization’s competitive environment influences its strategic planning. • Understand why it is important for an organization to do an internal resource analysis. • Describe the basic tools used for human resources forecasting. • Explain the linkages between competitive strategies and human resources. • Understand what is required for a firm to successfully implement a strategy. • Recognize the methods for assessing and measuring the effectiveness of a firm’s strategy. Why is this chapter important? The purpose of this chapter is to highlight the nexus of strategy and HR planning...
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...Introduction Human resource management is a field that is concerned with issues that relate to employees. The employees are the main resource for the company as they determine the success or failure of the company. The needs and expectations of these employees should be taken with a lot of concerns in the long run. Human resource management is a process of managing people in the best way so that they can contribute towards attaining the goals of the company. This is meant to manage people in the best way possible and also award them well with an aim of motivating them to be more productive. Task 1 Some people claim that there no differences between personnel management and human resource management. Both of them are important management sectors that work together for the growth of the organization, by managing and serving their employees. It was found that, nowadays, HRM has a broader scope than personnel management. Personnel management involves planning for a short time period while human resource management is concerned with long term planning. 1. Personnel management deals with employees, their payroll and employment laws. On the other hand, Human Resources Management deals with the management of the work force, and contributes to an organization’s success. 2. HRM basically deals with developing personnel management skills. It is Human Resources Management that develops a team of employees for an organization. 3. While Personnel management is external for the locus of...
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... Introduction Starbucks has been leading the coffee shop market in more than 40 years now. It has always been the place to find the world's best coffees. Its first store was founded at Pike Place Market in Seattle, Washington, United States. It has given a positive outcome so they serve consumers all over the world. The success of Starbucks coffee had come this far because they expand their operation and services and didn't limit their products. They sell not just coffee but tea, pastries, frappuccino, beverages and smoothies as well. Starbucks is the largest coffee house company in the world ahead of UK rival Costa Coffee, with 22, 551 stores in 65 countries and territories, including 12, 739 in Canada, 1,117 in Japan and 830 in the United Kingdom. From Starbuck' founding in 1971 as Seattle coffee bean roaster and retailer, the company has expanded rapidly. Between 1987 and 2007, Starbucks opened on average two new stores every day. Starbucks had been profitable as a local company in Seattle in early 1980's but lost money on its late 1989's expansion into the Midwest and British Columbia. Its fortune did not reverse until the fiscal year of 1989-1990, when it registered a small profit of $812, 000. By the time it expanded into California in 1991 it had become it trendy. The first store outside the United States or Canada opened in Tokyo in 1996, and overseas stores now constitute almost one third of Starbucks' stores. The company planned to open a net...
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...Principles of Marketing (MKTG 320) Fall 2013 Syllabus (Tentative) Madan M.Batra (MBA, Ph.D.) Professor of Marketing and International Business Room 406A Eberly 724-357-5776 (Office) 723-388-9595 (Cell) batra@.iup.edu Office Hours Tuesdays and Thursdays: 12:15 to 2:00 p.m. & 3:15 to 3:30 p.m. Wednesdays: 1:00 to 2:00 p.m. Please see the D2L course website for announcements concerning any changes in office hours during a specific week. Instructor Profile I am a professor of marketing and international business at Eberly College of Business and Information Technology. My academic preparation includes MBA in International Business (Dalhousie, Canada), and MS in Marketing and Ph.D. in International Business with focus on International Marketing—both from the University of Wisconsin-Madison. I have worked at a managerial level in a large multinational enterprise. I have taught a wide range of courses--International Business, International Marketing, The Global Village, Self-Marketing, Marketing Internship, Principles of Marketing, Consumer Behavior, Marketing Research, Seminar in Marketing, and Marketing Management at undergraduate, graduate and executive levels. My research interests are in international business, business sustainability, international marketing ethics, advertising ethics, self-marketing, export marketing, cross-cultural marketing, experiential education, and effective pedagogy. My research articles are published in numerous journals that...
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...Chapter 16 Today’s Promotional Techniques Chapter Contents Brief Chapter Outline 16.3 Other Teaching Resources 16.4 What’s New in this Edition 16.7 Lecture Outline and Lecture Notes 16.8 PowerPoint Slide Show 16.46 Transparency Acetate Notes 16.50 Casing the Web 16.54 Developing a Promotional Strategy for Biltmore Estate Answers to Video Case Questions 16.57 The Art Of Motoring – Mini Usa Lecture Links 16.58 Lecture Link 16-1: Subliminal Advertising 16.58 Lecture Link 16-2: Autowrap Mobile Advertising 16.58 Lecture Link 16-3: Dealing with Changes in Personal Selling 16.59 Lecture Link 16-4: Sampling Works Wonders 16.59 Lecture Link 16-5: Viral Marketing Used to Promote Yu-Gi-Oh! 16.60 Critical Thinking Exercises 16.61 Critical Thinking Exercise 16-1: Identifying Product Placement 16.61 Critical Thinking Exercise 16-2: Advertising Appeals 16.62 Supplemental Cases 16.64 Supplemental Case 16-1: Waking Up the Coffee Industry 16.64 Supplemental Case 16-2: The New Breed of Salesperson 16.67 Brief Chapter Outline CHAPTER 16 Today’s Promotional Techniques GETTING TO KNOW DAN WIEDEN OF WIEDEN AND KENNEDY I. PROMOTION AND THE PROMOTION MIX. II. ADVERTISING: PERSUASIVE COMMUNICATION. A. The Growing Use of Infomercials. B. Advertising and Promotion on the Internet. C. Global Advertising. III. PERSONAL SELLING: PROVIDING PERSONAL ATTENTION...
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