c. What would you do if you were the decision-maker at Ruhling? If I were the decision-maker at Ruhling I would go with the Epsilon’s proposal. I would go with their proposal/ requirement contract because it is more cost effective. 3. Comment on the practice of dual sourcing when part of the requirement is produce
In order to get a high reliability out of training and experience it is important to have interrater evaluation rather than taking the candidates word for their training and experience. 2- Discuss and give an example how a selection interview could be made more valid. Biographical Data Biographical data is the most important information in crating validity during a selection interview. Biographical data is,” the measurement principle of behavioral consistency, that is, past behavior is the best predictor of future behavior” (OPM.GOV). Biographical data is usually measured by asking subjects about their past and observing patterns based on reactions to situations.
it allowed to incorporate any changes required in the implementation schedule While considering whether to implement ERP in stages or big-bang, there are some factors which Tektronix looked at. They were: * Urgency of implementation- When the deadline for implementation and going live is critical, a big-bang approach is more suitable * Risk involved- Companies with an appetite for high risk can go in for a big-bang implementation * Prior experience of such implementation- If the firm has no such experience, phased implementation is more feasible 2. How did Tektronix manage the risks of ERP implementation? * Implemented single-vendor, tried-and-tested ERP package instead of developing it in-house * Phased implementation of ERP mitigated risk as compared to big-bang approach * Consultants who were well-versed with Oracle were called in. Ex: Aris Consulting and Oracle itself * Business processes were reengineered to suit the
As the project moves forward, a detailed (micro) estimate for the current phase of the project is developed and the macro estimate is refined for the remainder of the project. Normally phase estimating is used when a project's outcome is unknown, however, in Friar Tucker's situation, a phased based estimate works to provide a strong commitment to time and cost over each phase. Since the Galleria project is a favorite of the CEO, continuous revision of the estimate provides the CEO with the most accurate information available. Once the project time and cost estimates have been prepared, the Project Lead must begin developing a budget for the project. Managing the costs of the project and delivering the project on time are two of the CEO's highest measurable for project success.
The company would run into a few main problems when in the process of re-launching Crush. The main 3 would be to develop a base positioning, to build a cooperative relationship with bottlers, and to budget and advertising and budget program. To come up with the best solution it is easier to breakdown the profile of the company. Such analysis includes the industry structure and economics, buyer behavior, competition, and positioning. After the creation of the following company profile it will be much easier to present a recommendation.
2) What is the main advantage of direct face-to-face communication, as against communication through circulars or memos? 3) What makes technical communication different from general communication ? 4) How important is it to be able to communicate? 1) Read the above conversation carefully if you were Vikas, how would you answer all the questions asked by the interviewer. Rewrite the answers, making them more appropriate by changing the language, style, tone, and attitude of the answer.” 2) Describe the significance of job interviews today.
In reading about the decision making model, I have learned that the rational model is used to identify the process in stages and the normative model is the outline process used to make decisions (Kreitner & Kinicki, 2004). The rational model seems to be the most prevalent model which is based around cognitive results of pros and cons with several options. Sometimes researching all the outcomes can take a company to another level and have an greater impact on the outcome. Then on the other hand the process could turn out to be a waste of time if the time taken results in a delay in decision making. The six step process is based on thinking, comparing, and evaluating the alternative.
The key is defining the right competencies and behaviors beforehand so that the exercises will facilitate the relevant behavior. Bench marking existing employees who are regarded as above average performers is one way of doing this, but for a start up operation it is a bit more difficult and requires more research and planning to identify the right skills. It then becomes a matter of designing exercises that will measure a number of different candidates objectively against the same criteria. Employability or genetic skills such as communication, teamwork, initiative, customer focus, influencing and negotiating, technology skills and leadership would be assessed along with specific job role skills. All attendees
Results given here will essentially give us a rough estimate on the budget of our initial concepts. So while we know what consumers feel are the most essential features, this provides the information that will let us know how far we can take those essential features and apply them to our product without going above our target markets price range. Question 3 - Would you be willing to pay more to get extra features such as a stand, visor or extra storage? We can gather more than one piece of information from this particular question. Firstly, if we see a strong response to a particular function or feature we will know that including said function or feature will be considered a necessity due to a high demand.
Psychological research on motivated reasoning suggests that managers will evaluate and interpret data in ways consistent with their preferences, increasing the tendency for managers to arrive at conclusions that are consistent with their preferences (Kunda 1990). Accordingly, results show that managers who are involved in selecting strategic initiatives perceive those initiatives as having been more successful than managers who are not involved in the strategy-selection process (holding constant actual scorecard performance). The effects of motivated reasoning are mitigated by giving managers responsibility for the selection of scorecard measures; but this mitigation only occurs if the balanced scorecard is framed as a hypothesized causal chain of performance, rather than as the classic four separate