Typically, the steering team includes the most senior person in the organization and their direct reports. The sponsor is the person or group responsible for providing the financial resources for the project and the chief projects officer is the subject matter expert on the project management system. Usually, the chief projects officer will be responsible for all the employees who work on the project (Kloppenborg, 2012). The executive level can be compared to the strategic management team in the human resource department because this team identifies which projects should be accomplished to improve company success (Stewart, 2009). The managerial level involves the functional manager, project manager, facilitator, and customer.
1) Explain your assessment of the compensation system in place at Henderson printing? Henderson printing has no formal system of compensation i.e. no formal system for pay and any form of formal employees benefits. Each staff has a different pay rate, he has never gotten around to give any formal raise. Any employer that want an increase would approach George in person.
Facilitate Continuous Improvement (BSBMGT516A) Chapter 1 – Assessment 1 1.) Identify and describe the continuous improvement model or processes in place within your organisation. If none are in place, identify what might be used to achieve an effective process for continuous improvement in the organisation you are researching. If you are not working, identify those within a well-known organisation. The current continuous improvement processes in place within my organisation ensure that it has the ability to remain competitive in today’s business environment.
B. corporate culture can be managed by directly modifying the observable culture, shared values, and common assumptions that deal with issues of external adaptation. C. good managers are able to help build resilient cultures in situations where the features of strong cultures are absent. D. corporate culture can be managed by using organizational development techniques to modify specific elements of the culture that address both external adaptation and internal integration. 5) The __________ culture includes the unique stories, ceremonies, and corporate rituals that make up the history of the firm or a group within it. A. observable B. shared C. latent D. common 6) Organizations are encouraged to develop a dominant and coherent set of __________.
Balanced Scorecard Organizations and upper-management often use a Strengths, Weaknesses, Opportunities, Threats, and Trends (SWOTT) analysis model to concentrate on the company’s competitive advantages, their possibilities, evaluate how to improve susceptibilities, and avoid coercion. Organizations depend on SWOTT analysis to remain successful in their industries. For a business to be successful and sustain their performance, the entity is obligated by their external environment to generate strategic objectives and constantly evaluate its vision and mission. Organizations must reflect on their mission and vision frequently to assess each for validity, consistency, and making sure the objectives are components useful to the desired vision. Businesses require a tool to measure the execution of objectives.
Hire Yourself or Outsource My professional Recommendation: I think it is best for Tanglewood to focus more on doing the hiring themselves because they get to set the criteria for the new employees themselves, and they get a chance to get a feel for the employees first hand. External or Internal Hiring My professional Recommendation: I think it is best for Tanglewood to focus more on Internal hiring because it shows the companies loyalty to it’s employees. Therefore increasing productivity, and the company will utilize less resources hiring from within. Core or Flexible Workforce My professional Recommendation: I think it is best for Tanglewood to focus more on a flexible workforce. A flexible workforce such as telecommuting will allow for flexible work schedules therefore providing the company with better coverage.
Assignment 3: A New Strategy for Kodak BUS 599: Strategic Management Dr. Prakash Menon Christi Griffin March 9, 2014 Introduction A strategic plan is a management tool that is used to help organization perform better. It ensures that the organization is working towards the same goals within the business. Kodak can use a strategic plan to align its elements to the vision and mission statement of the organization. An effective strategic plan provides the organization with the fundamentals to shape and guide the organization and how it can be successful in the future. The plan will allow Kodak to clearly state the objectives of the organization, intentionally set goals, and develop an approach to achieve the goals of the organization.
Some are for profit and are in business to make money while others are non-profit and their primary focus is to meet a need. Almost all organizations have both vision and mission statements which are typically written by executive level managers. Leaders should set the tone for the culture of the organization as well. Organizational culture is “a shared set of beliefs and values within an organization” (Schermerhorn, Hunt, & Osborn, 2008, p. 11). There are two types of environments in an organization: internal and external.
A.G. Lafley had very little time to determine how he would turn around Proctor & Gamble after Durk Jager’s departure. Prior to Jager’s resignation, he introduced an aggressive restructuring program, which was designed to generate bolder innovations and accelerate their global rollout in order to double the company’s sales, and annual earnings growth. Three interdependent global organizations were structured by product category, geography, and business process. The initial reactions to this reorganization were extremely bad. Because of poor results, and sagging employee confidence, Lafley was faced with the decision of returning to the previous organizational structure, or continue using Jager’s new plan.
Challenges: What is the best way to implement new IT technologies to provide information and share ideas with customers and suppliers at the highest level. How to improve quality while reducing cycle times and lowering the costs of production. B) Main Stakeholders Internal Stakeholders External Stakeholders Committee of the board Director of the company Executives- Employees Supply chain Department Government Investors Suppliers Customers C) Theory and Concept Traditional Supply Chain “Push” Model The old version of “push” Model allows supply chain members to be separated from the end users which involves in a linear flow of commerce. The current push model is the process that occurs through