Week Six Assignment Selling Executives On Project Management Table of Contents Introduction 3 Fundamental Reasons Analysis 3 Possible Strategies 5 Conclusion 6 Introduction The success of many organizations hinge on the organization’s ability to adapt to changes in technology, market and industry trends. This paper will discuss how Levon Corporation’s reluctance to implement project management functions kept them stagnant in the industry and almost a non-competitor to their peer organizations. Levon Corporation was unmoved in their position until they realized they were on a steady decline which resulted in them bringing in project consultant to listen to the benefit of implementing project management functionality in
A Global Leader’s Guide to Managing Business Conduct Summary: Throughout the years international business has become more increasingly difficult, which one would think that it has gotten easier right? Well wrong more and more guidelines are laid out each year, which cause multinationals to have to deal with this guideline and have to find ways to keep things at low costs but still work with them. The reading mentions different census’s taken as well as surveys taken that report regular employees feel the same way about their companies as more customers do and think things should change, but ultimately don’t think their employers see things that way. It seems that all companies actually believe they are being ethical on all standards—but very few companies actually have data to back that up. In 2004 that is when they set out to create a business-ethics index that companies could use to benchmark their behavior over time to help create a clear comprehensive guideline for the conduct of global companies.
"The fire led to legislation requiring improved factory safety standards and helped spur the growth of the International Ladies' Garment workers' Union, which fought for better and safer working conditions for sweatshop workers in that industry" (Wikipedia) The fire occurred due to the poor and unsafe working condition in the factory. The Shirtwaist Factory was located on the Asch Building in Manhattan. The working area was crowded with young workers. There were about 500 workers on the top three floors. On the ninth floor, there were approximately 288 machines and 308 employers.
AMERICAN APPAREL: growing pains Christina Eaves, Sandy Johnson, Lisa Tousant, Sheridan Mascarenhas, William Drescher Faculty supervisors: Ellen A. Drost and Stephen J. J. McGuire In 2007, American Apparel, Inc.[i] was about to change from a private firm to a publicly traded company. It had become the largest vertically-integrated garment manufacturer in the United States in less than ten years, bucking a trend in the garment industry to outsource manufacturing to low cost countries. Its founder and Chief Executive Officer, Dov Charney, was a self-proclaimed hustler whose lifestyle and management techniques generated controversy that most publicly traded companies eschewed. Charney’s open and frank attitude about progressive social issues and sexuality stirred up media feeding frenzies, from rag trades to nationally syndicated television. The provocative photos he selected for American Apparel’s ad campaigns grabbed people’s attention – not always in a positive way.
| 2010 | | | [Triangle Factory Fire] | Our nation has grown to what it is today because we have continued to learn from past mistakes in an effort to grow and be better than ever. Disasters are no exception. In 1911, a disastrous fire in New York City took the lives of 146 people, and could have been prevented had we known then how important building safety codes really are. The 146 lives lost were the ultimate martyrs for worker safety, and today, even though it’s not perfect, our country has some of the best working conditions in the world. | Throughout our nation’s history, great disasters have prompted major changes in society—turning points with an undeniable impact on American civilization.
We have already done a lot to make sure we spot poor care and abuse in the future. Our own internal review demonstrated very clearly where our systems needed to be stronger. Our actions since then have shown how seriously we have taken our responsibilities to improve. A specialist team in CQC now take whistleblowing calls to ensure each one is tracked and chased until it is resolved. We now receive 500 calls a month - up from an average of 50 before the events at Winterbourne View were
In the early 2000’s, the MSCC, became the most powerful advocacy organization for the business community under the new leadership of President Jack Wallingford. As the growing demands of members and employees were increasing, the MidSouth Chamber of Commerce (MSCC) has decided to update its computing systems. The management then decided to consolidate their systems to AS/400 based system called UNITRAK. Ted Vassici has supported the systems for a significant period before Simon Kovecki was hired by MidSouth Chamber of Commerce (MSCC). Simon Kovecki was in charge of implementing this new system, but he ended up with failure that left MidSouth Chamber of Commerce (MSCC) with lost data on the old systems, and an inoperable UNITRAK system.
In their code of conduct, Nike states “we clarify and elevate the expectations we have of our factory suppliers and lay out the minimum standards we expect each factory to meet” (Code of Conduct 2011). It is the contractor responsibility to ensure it follows all of Nikes 10 specific minimum standards to continuously reach their goals. Since the year 2002 Nike starting auditing its factories productions, rating them form a score of 1-100 and then receiving a grade letter. Majority of factories were rewarded with a B indicating some problems. When factories received a D Nike would threaten those factories to shut down unless the condition were rapidly improving.
Between 2008 and 2009 there has been an increase of 49% of employees that attend the meetings. The internal audit methodology is a 24 hour hotline that employees can call for concerns or report ethical violations. Pepsi Co is a good company and remains ethical in the marketplace. They make sure that they are following the guidelines that were put in place by the SEC. Ethics and compliance are the utmost important things to the Pepsi Co.
General Electric didn’t always favor joint ventures. They had always been noted as being the sole ownership of a corporation. The New York Times stated that if GE were to run a business they needed to run the business and to be in total control of it, but in the past few years they have shown an ever greater willingness to hook up with other companies, even if it meant taking a minority position. They had been just buying smaller business and turning them into General Electric, but now they have turned. They have realized that taking on the little companies and partnering with them, makes the market more diverse and their able to spread both risk and capital around.