...HZ University of appllied sciences | Company “Delta OTS” inside out | Research assignment | | Authors: Charles Carrain 63011, Thibaud Ciaravino 65047, Ieva Rituma 62138 | Date of submission 17.12.2012 | This is a research assignment written according to the advices and under the guidance of study course “Organization Inside out”, CU03859, lectured by professor C. J. du Pon, written during autumn semester 2012/2013. | Contents 1 Introduction 3 2 Description of the company 4 2.1 Delta NV 4 2.2 Delta OTS 4 3 Strategy of the company 5 3.1 Theory 5 3.2. Expectation 6 3.3 strategy in practice 6 4 Culture of the company 6 4.1 Theory 6 4.2 Expectation 7 4.3 Practice 7 5 Structure and teams 7 5.1 Theory Structure 7 5.2 Expectations Structure 8 5.3 Theory Teams 8 5.4 Expectations Teams 10 5.5 Practice 10 6 Leadership & power 10 6.1 Theory Leadership 10 6.2 Expectation Leadership 11 6.3 theory of power 11 6.4 expectation of power 12 6.5 Practice 12 7 Organizational Change 12 7.1 Theory 12 7.2 Expectation 13 7.3 Practice 13 8 Motivation 13 8.1 Theory 13 8.1.1 Herzberg’s “Hygiene/Motivation theory” 14 8.1.2 Alderfer’s “erg” theory 14 8.2 Expectation 15 9 Decision making 16 9.1 Theory 16 9.2 Expectation 17 9.3 Practice 17 10 Outcome 17 10.1 Conclusion 17 10.2 Recommendations 17 Appendix 1 17 Interview A 18 Interview B 18 1 Introduction Delta NV is a local company in Zeeland, which provides...
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...Early June 2011 my grandfather suffered a minor stroke at the age of 76. He was quickly admitted to John Muir in Walnut Creek, a few days went by and he only seemed to be getting worse; when unfortunately my family’s worst nightmare became a reality. My grandfather endured another stroke, but this time it was much more serious. This put my family in an enormous amount of emotional distress, everyone was terrified and we had no idea what was going to happen to my grandfather. It happened so fast, all we wanted were answers. But, when we got answers, they were far from what we wanted to hear. A few days after my grandfather’s second stroke my family met with his doctors who showed little hope or optimism. They told us we were lucky he was still alive, but with the condition he was in now we were never going to see him walk again, he would probably never talk again, and he was definitely never going to be able to live independently ever again. As he kept explaining to us what was going to happen to my grandfather’s life, the words cut like daggers. My cousins and I watched our parents bewail with sorrow as we just sat aside our grandfather’s hospital bed feeling helpless and confused. About a month went by while my grandfather was still in John Muir, and his progress was nothing to rave about. We would visit him daily, but he never seemed to be getting much better. He couldn’t eat, talk, or move, but we just reminded him to keep fighting and we knew, with hope, he would be able...
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...1/22/07 3:37 PM Page i RP OS T ElletFM.qxp THE DO N OT C OP YO CASE STUDY HANDBOOK 1/22/07 3:37 PM Page ii DO N OT C OP YO RP OS T ElletFM.qxp 1/22/07 3:37 PM Page iii RP OS T ElletFM.qxp YO THE OP CASE STUDY HANDBOOK How to Read, Discuss, and OT C Write Persuasively About Cases DO N William Ellet Harvard Business School Press Boston, Massachusetts 1/22/07 3:37 PM Page iv RP OS T ElletFM.qxp Copyright 2007 William Ellet YO All rights reserved Printed in the United States of America 11 10 09 08 07 5 4 3 2 1 OP No part of this publication may be reproduced, stored in or introduced into a retrieval system, or transmitted, in any form, or by any means (electronic, mechanical, photocopying, recording, or otherwise), without the prior permission of the publisher. Requests for permission should be directed to permissions@hbsp.harvard.edu, or mailed to Permissions, Harvard Business School Publishing, 60 Harvard Way, Boston, Massachusetts 02163. The copyright on each case in this book unless otherwise noted is held by the President and Fellows of Harvard College and they are published herein by express permission. Permission requests to use individual Harvard copyrighted cases should be directed to permissions@hbsp.harvard.edu, or mailed to the Permissions Editor, Harvard Business School Publishing, 60 Harvard Way, Boston, MA 02163. OT C Case material of the Harvard Graduate School of Business Administration is made possible by the...
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...THE ON OT C OP YO CASE STUDY HANDBOOK RP OS T ON OP YO RP OT C OS T THE ON OT C Write Persuasively About Cases OP CASE STUDY HANDBOOK How to Read, Discuss, and William Ellet Harvard Business School Press Boston, Massachusetts YO RP OS T Copyright 2007 William Ellet All rights reserved Printed in the United States of America 11 10 09 08 07 5 4 3 2 1 No part of this publication may be reproduced, stored in or introduced into a retrieval system, or transmitted, in any form, or by any means (electronic, mechanical, photocopying, recording, or otherwise), without the prior permission of the publisher. Requests for permission should be directed to permissions@hbsp.harvard.edu, or mailed to Permissions, Harvard Business School Publishing, 60 Harvard Way, Boston, Massachusetts 02163. The copyright on each case in this book unless otherwise noted is held by the President and Fellows of Harvard College and they are published herein by express permission. Permission requests to use individual Harvard copyrighted cases should be directed to permissions@hbsp.harvard.edu, or mailed to the Permissions Editor, Harvard Business School Publishing, 60 Harvard Way, Boston, MA 02163. ON OT C Case material of the Harvard Graduate School of Business Administration is made possible by the cooperation of business firms and other organizations which may wish to remain anonymous by having names, quantities, and other...
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...ICMR Case Collection C op y ICFAI Center for Management Research N OPER 049 ot SCM and ERP Software Implementation at Nike – From Failure to Success D o This case was written by Ruchi N. Chaturvedi, under the direction of Vivek Gupta, ICFAI Center for Management Research (ICMR). It was compiled from published sources, and is intended to be used as a basis for class discussion rather than to illustrate either effective or ineffective handling of a management situation. 2005, ICFAI Center for Management Research. All rights reserved. No part of this publication may be reproduced, stored in a retrieval system, used in a spreadsheet, or transmitted in any form or by any means- electronic or mechanical, without permission. To order copies, call 0091-40-2343-0462/63/64 or write to ICFAI Center for Management Research, Plot # 49, Nagarjuna Hills, Hyderabad 500 082, India or email icmr@icfai.org. Website: www.icmrindia.org OPER/049 SCM AND ERP SOFTWARE IMPLEMENTATION AT NIKE – FROM FAILURE TO SUCCESS “We became a poster child for failed implementations.”1 - Roland Wolfram, Vice-president - Global Operations, Nike Corporation, commenting on the i2 software implementation failure in 2000. op y “The lesson of Nike’s failure and subsequent rebound lies in the fact that it had a sound business plan that was widely understood and accepted at every level of the company. Given that resiliency it afforded the company, in the...
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...Varghese Kurien, Chairman GCMMF1 Introduction C op y Gujarat Cooperative Milk Marketing Federation (GCMMF), the largest food company in India, recorded a turnover of Rs 2882 crore ($ 0.65 bn) in 2003-04. Its flagship brand ‘Amul’ was the market leader in butter, whole milk, cheese, ice cream and dairy whitener. GCMMF was the largest cooperative movement in India with 2.2 million milk producers of Gujarat organized in 10,552 cooperative societies. GCMMF collected 5 million litres of milk per day from its shareholders who owned 3.2 million buffaloes, one million cows and 0.3 million crossbred cows. The Federation’s extensive marketing network comprised 3000 distributors and 500,000 retailers spread across the country. ot Background Note D o N Amul’s genesis was linked to the freedom movement in India. Sardar Vallabhbhai Patel, an eminent Indian freedom fighter encouraged the dairy farmers from the Kaira district in Gujarat to form a cooperative to counter the ‘exploitatively’ low prices offered for their milk by the monopoly milk supplier of the area, Polson’s Dairy. The dairy farmers met in Samarkha (Kaira district, Gujarat) on the 4th of January 1946, and decided to set up a milk producers’ cooperative that would deal directly with the Bombay...
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...Varghese Kurien, Chairman GCMMF1 Introduction C op y Gujarat Cooperative Milk Marketing Federation (GCMMF), the largest food company in India, recorded a turnover of Rs 2882 crore ($ 0.65 bn) in 2003-04. Its flagship brand ‘Amul’ was the market leader in butter, whole milk, cheese, ice cream and dairy whitener. GCMMF was the largest cooperative movement in India with 2.2 million milk producers of Gujarat organized in 10,552 cooperative societies. GCMMF collected 5 million litres of milk per day from its shareholders who owned 3.2 million buffaloes, one million cows and 0.3 million crossbred cows. The Federation’s extensive marketing network comprised 3000 distributors and 500,000 retailers spread across the country. ot Background Note D o N Amul’s genesis was linked to the freedom movement in India. Sardar Vallabhbhai Patel, an eminent Indian freedom fighter encouraged the dairy farmers from the Kaira district in Gujarat to form a cooperative to counter the ‘exploitatively’ low prices offered for their milk by the monopoly milk supplier of the area, Polson’s Dairy. The dairy farmers met in Samarkha (Kaira district, Gujarat) on the 4th of January 1946, and decided to set up a milk producers’ cooperative that would deal directly with the Bombay...
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...ICMR Case Collection C op y ICFAI Center for Management Research ot Governance Issues at the New York Stock Exchange N BECG 035 D o This case was written by K. Subhadra, under the direction of Sanjib Dutta, ICFAI Center for Management Research (ICMR). It was compiled from published sources, and is intended to be used as a basis for class discussion rather than to illustrate either effective or in effective handling of a management situation. 2004 ICFAI Center for Management Research. All rights reserved. No part of this publication may be reproduced, stored in a retrieval system, used in a spreadsheet, or transmitted in any form or by any means electronic or mechanical, without permission. For enquiries regarding bulk purchases and reprint permissions, please call 91-40-23430462/63 or write to ICFAI Center for Management Research, 49, Nagarjuna Hills, Panjagutta, Hyderabad 500082, India or email icmr@icfai.org. Copies of this case can also be purchased online from the ICMR website, www.icmrindia.org. BECG/035 GOVERNANCE ISSUES AT THE NEW YORK STOCK EXCHANGE “The New York Stock Exchange is long overdue for a very serious and thorough examination and overhaul of its governance. The very fact that they nominate their own board without any input from anyone else should not be tolerated.” - Nell Minow, Editor, Corporate-Governance Research Firm - The Corporate Library in August 2003.1 op y “Today, we take an important...
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...SUMMER TRAINING PROJECT REPORT ON UNDERSTANDING THE SALES PROCESS, PREPARING A STANDARD OPERATING PROCEDURE MANUAL & A STUDY OF THE FUTURE OF LED LIGHTS IN INDIA FOR INLITE PVT LTD. BANDRA, MUMBAI BY KIRAN UIKEY (roll no.171) (MMS 2012-14) IN PARTIAL FULFILLMENT OF THE REQUIREMENT FOR THE DEGREE IN masters IN management studies (m.m.s) FROM MET – INSTITUTE OF MANAGEMENT, MUMBAI. ACKNOWLEDGEMENT It is my immense pleasure to present this report of summer training. I am grateful to Mr. Naresh Shahri (Managing Director) for allowing me to do summer internship in the sales department of Inlite Pvt Ltd. I would like to express my deep felt gratitude to my mentor Mr. Avinash Shahri (Head- Sales & Marketing) who has guided me from the inception till the successful completion of my project report. He has guided me through the 2months of the internship, taught me the basics of led lighting & the lighting industry and has helped me to comprehend the basics of my project. He was always open to suggestions and maintained a professional as well as friendly environment at the workplace. I would also like to express my heartfelt gratitude to Mr. Ashwin Dsouza (Business development manager) who has been immensely supportive, friendly and a great source of knowledge. I would like to thank the other staff members of Inlite Pvt Ltd for giving me their valuable time and constant support which made this project report a success. KIRAN UIKEY MMS (2012-14) DECLARATION ...
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...THE COMPONENTS OF OPEN THEISM INTRODUCTION Perhaps one of the most dangerous doctrines that has influenced the church over the last few centuries is the doctrine of open theism (OT). Early Christianity until today has been strengthened and built on the confidence that God knows everything about the future. In fact, great hymns have been written claiming that God knows the future. Excellent theologians have written and supported this doctrine that elevates God as the supreme being over all. Over the last couple of centuries, a doctrine has invaded the evangelical world and has put the traditional view of God’s foreknowledge at risk. This doctrine has been called open theism. This doctrine has gained much attention in the evangelical world as it seeks to answer the questions pertaining to God’s foreknowledge. The question of God’s omniscience is at stake with the doctrine of open theism considering they claim that God is incapable of knowing what happens in the future. Therefore, it results in a lack of trust for Him and His involvement in the lives of people. The purpose of this research is to look at the components of open theism and comparing it to the historical theology of deism. DEFINING OPEN THEISM What is open theism? Open theism has been emerging for the past couple of decades. Bruce Ware, the vocal theologian who does not believe in open theism defines it as “the belief that the future is open and hence not foreknown or foreordained.” At first, it seems absurd for...
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...Student Solutions Manual for SINGLE VARIABLE CALCULUS rS al e SEVENTH EDITION DANIEL ANDERSON University of Iowa Fo JEFFERY A. COLE Anoka-Ramsey Community College N ot DANIEL DRUCKER Wayne State University Australia . Brazil . Japan . Korea . Mexico . Singapore . Spain . United Kingdom . United States ALL RIGHTS RESERVED. No part of this work covered by the copyright herein may be reproduced, transmitted, stored, or used in any form or by any means graphic, electronic, or mechanical, including but not limited to photocopying, recording, scanning, digitizing, taping, Web distribution, information networks, or information storage and retrieval systems, except as permitted under Section 107 or 108 of the 1976 United States Copyright Act, without the prior written permission of the publisher except as may be permitted by the license terms below. For product information and technology assistance, contact us at Cengage Learning Customer & Sales Support, ISBN-13: 978-0-8400-4949-0 ISBN-10: 0-8400-4949-8 Brooks/Cole 20 Davis Drive Belmont, CA 94002-3098 USA Cengage Learning is a leading provider of customized learning solutions with office locations around the globe, including Singapore, the United Kingdom, Australia, Mexico, Brazil, and Japan. Locate your local office at: www.cengage.com/global Cengage Learning products are represented in Canada by Nelson Education, Ltd. e © 2012 Brooks/Cole, Cengage Learning ...
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...BRUNEL BUSINESS SCHOOL COVERSHEET FOR ONLINE COURSEWORK SUBMISSIONS |Module Code |MG2138 | |Module Title |Marketing Channels and Logistics (A 2012/3 YEAR) | |Module leader |Michael Bourlakis | |Student ID number |1138368 | |Student name | | |Degree Programme (e.g. Business and Management (General)) |Business and Management (Marketing) | |I understand that the School does not tolerate plagiarism. Plagiarism is the knowing or reckless presentation of another | |person’s thoughts, writings, inventions, as one’s own. It includes the incorporation of another person’s work from published | |or unpublished sources, without indicating that the material is derived from those sources. It includes the use of material | |obtained from the internet. (Senate Regulations 6.46) | | ...
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...TABLE OF CONTENTS 1. Introduction 2. Types of motivation 3. Major theories of motivation 4. Importance of motivation 5. Benefits and effects of motivation 6. Conclusion 7. References 1. INTRODUCTION Competition between organizations is becoming more and more fierce. It requires organizations to operate efficiently while innovates effectively for the future. ‘Managers and leaders within those organizations cannot only be focused on the market success and profitability of each project, but they also need to motivate their employees in order to be profitable and successful.’[1] ‘Motivation is one of the most critical drivers in personal and business success. Without motivation, nothing gets done.’[2] ‘Motivation plays crucial role in achieving goals and business targets and is equally as important for companies that work in team-based environment and in a workplace comprised of people who work independently. It is very important to make sure that each employee's goals and values are aligned with the organization's mission and vision. That is major issue for creating and maintaining a high level of motivation, which often leads to higher productivity, improved quality of work and financial gain.’[3] ‘Motivation is the creation of stimuli, incentives, and working environments which enable people to perform to the best of their ability in pursuit of organizational success. Motivation is commonly viewed as the magic driver that enables...
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...Research N BECG 045 ot The Exxon Valdez Oil Spill D o This case was written by Jaya D. Sangtani, under the direction of Vivek Gupta, ICFAI Center for Management Research (ICMR). It was compiled from published sources, and is intended to be used as a basis for class discussion rather than to illustrate either effective or ineffective handling of a management situation. 2005, ICFAI Center for Management Research. All rights reserved. No part of this publication may be reproduced, stored in a retrieval system, used in a spreadsheet, or transmitted in any form or by any means- electronic or mechanical, without permission. To order copies, call 0091-40-2343-0462/63/64 or write to ICFAI Center for Management Research, Plot # 49, Nagarjuna Hills, Hyderabad 500 082, India or email icmr@icfai.org. Website: www.icmrindia.org BECG/045 THE EXXON VALDEZ OIL SPILL “ExxonMobil’s tactics are well-known, and this is a classic case of deny, dupe, and delay. Just as it denies the science on climate change, it denies that oil from the spill is causing damage in the Prince William Sound. And on both issues it is running campaigns to dupe the public into thinking it is an environmentally and socially responsible corporation.”1 - Anita Goldsmith, Greenpeace International Campaigner. “Exxon would meet its obligations to all those who have suffered damage from the spill.”2 op INTRODUCTION Lawrence Rawls, Chairman, Exxon. y - ot C On March 24...
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...1 The CASE Journal Volume 4, Issue 2 (Spring 2008) Table of Contents Click on the article or case title to go to that page Editorial Policy Letter from the Editor Case Abstracts Cases “Sally’s Dilemma: Making Tough Choices in Collaborative Visioning” Karl A. Hickerson, David J. O’Connell & Arun K. Pillutla, St. Ambrose University “The Death of a Salesman Revisited: Part A” Herbert Sherman, Long Island University & Daniel James Rowley, University of Northern Colorado “The Death of a Salesman Revisited: Part B” Herbert Sherman, Long Island University & Daniel James Rowley, University of Northern Colorado “Customer Service at the Jewish Community Center” Edward Demarais, Salem State College, Sandra Sheckman, & Gina Vega, Salem State “The Frozen Production Line” Anton Massman, U.S. Air Force, Elaine Davis & Janell M. Kurtz, St. Cloud State University “Dow Chemical and Agent Orange in Vietnam” Cedric Dawkins, California State Polytechnic University – Pomona Membership Form Page 2 The CASE Journal Volume 4, Issue 2 (Spring 2008) EDITORIAL POLICY The audience for this journal includes both practitioners and academics and thus encourages submissions from a broad range of individuals. The CASE Journal invites submissions of cases designed for classroom use. Cases from all business disciplines will be considered. Cases must be factual, and releases must be available where necessary. All cases must be accompanied by an instructor’s manual ...
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