Global Tech Simulation Report # 2 Prepared for: Frank Miller Date: June 7th, 2011 Prepared By: Oresta Babyuk John Chao Nicole Harriott Marek Malycha TABLE OF CONTENTS 1) Change at Global Tech 1 2) Successful Simulation 2 3) Challenges to Change 3 4) Feasibility, Focus, Effectiveness 5 5) Framing and Re-Framing 7 6) Effective and Ineffective Tactics 8 7) Nature of Change 9 8) Team work 10 Change at Global Tech The change that was implemented in Global Tech simulation was integration of departments and a more focused and strategic vision for the company. These two main issues caused Global Tech to be stuck in their downward spiral. As a result, tackling these issues gave Global Tech an opportunity to again be a leading competitor in its industry. The first decision that needed to be made was the need for change. This was done by arranging for senior managers to tour other local companies who succeeded in producing new commercial technology (Benchmarking), getting a better understanding of the day to day challenges and concerns of the front-line workers (Walking the floor), interviewing customers with focus groups to observe consumer needs (Focus group interviews), and identifying the overarching core problem(s) that causing this downward spiral (Identify problem).
Local Lawsuit: Roberts vs. Texaco Abdulrahman Al-emadi Business Law Professor Demko 7/27/2012 hamani-a@hotmail.com WHAT IS A CLASS ACTION LAWSUIT According to S.W. Feldman’s Government Contract Guidebook 2010 – 2011, a class action lawsuit is a form of litigation in which a large group of people collectively bring a claim to court and/or in which a class of defendants is being sued (Feldman, 2010). And it so happens in that class action lawsuits became a prevalent throughout the 1990s because it offered a way of empowering individuals with small claims to have their day in court (West’s Encyclopedia of American Law). Everywhere Americans, especially minorities flocked to the opportunity to assert their rights, and in 1994 a class
Running head: Case Study – Midsouth Chamber of Commerce Case Study 1 – Midsouth Chamber of Commerce School of Computer & Information Sciences Chris Perry Regis University Abstract The purpose of this case study is to look at the Information Systems issue that has been plaguing The Midsouth Chamber of Commerce (MSCC) since the late 1990’s. This case study will look at the mistakes that were made throughout the implementation process of MSCC’s information systems. It will look at the contract that was set up between MSCC and the out sourced Information Technology specialist Data Management Associates (DMA). Finally this case study will discuss the current Vice President of Operations Sage Nilele and the progress that she has made since starting at MSCC, while shedding light on the performance of the two prior employees of MSCC who were in charge of implementing the information systems. Case Study – Midsouth Chamber of Commerce In any company the information system that is used is extremely important to the company’s success.
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. Some companies have appoint a chief compliance officers Relation With International Business: This topic is one hundred percent an international business issue, because its about the conduct of these business’s. Because over the past several years and the increase in different international business’s developing through out the world, different countries think there has to be more guidelines out there. This topic is taught within our text in chapter 8, the chapter discuses the future of the transnational concepts, the importance of growing and growing into a better MNE. I believe that this concept is used within the 8-2 reading as a big part, the idea of creating guidelines is in hope of creating a better future for MNE.
(CCS 1) In the face of a changing business landscape in the metal can industry, William J. Avery, Crown’s new CEO, had planned on revising his forerunner, John Connelly’s business strategy. Suppliers and customers of can makers were beginning to integrate into can makers themselves, which was redefining the metal industry. Under Connelly, Crown attained success over three decades due to Connelly’s strict strategies, which emphasized cost efficiency, quality and customer service. Avery was trying to determine whether or not to break with tradition or expand Crown’s product line due to the changing nature of the metal can industry landscape and/or participate in the supplier and customer consolidation that had become traditional in the metal can business. In order to understand how the industry is changing, the company first look at the forces involved and trends that are emerging.
In terms of IS, it meant cleaning up the previous existing files by creating an accurate members register with up to date details of names, addresses … It imposes first to determine the level of data, and then to collect the information about current customers. For the share dealing resulting of the conversion into a plc, Halifax has to take into account that about 8 millions of people would be transferred shares, and about 2 millions of them would sell it the same day. We can summarize the strategic thinking by the following scheme: 2.2. Describe and evaluate the strategic planning process in Halifax The strategic planning of Halifax is included in a larger transformation which will transform Halifax from a building society to a bank. Strategic Planning Halifax Case 3 Halifax Building Society 1990 Leeds Permanent Merged 1995 Halifax Plc Became 1997 Halifax Building Society 1990 Leeds Permanent Merged 1995 Halifax Plc Became 1997 The Halifax strategic planning process uses IT as the main tool of the transformation of the company.
3M Taiwan: Product Innovation in the Subsidiary Case key person: Tao-Chih Chung, Departmental head Health Care, 3M Taiwan Time period: 2004-2005 Case summary: 3M overview * founded in Minnesota 1902 * originally focused on industrial products, gradually diversified into consumer markets * strong brands and reputation as an innovative company in 2004: * sales US$20 billion, revenue US$2,9 billion, international sales 60% of total * 189 sales offices worldwide, 15 of these in the US * employed 67 071 people, 49% in the US The 3M Way to Innovation * 5-6% of sales p.a. into R&D, 1000 dedicated scientist / engineers (most in Minnesota) * operations managed in 7 business segments * health care the biggest in sales (20%) * common technologies shared between segments to facilitate innovation * segments divided into divisions representing product lines * own sales, marketing and tech support staff > small, decentralized structure > minimized bureaucracy > empowerment to divisions * distinct corporate culture created by William L. Knight in the first half of 20th century * employees given as much responsibility as possible * innovation, risk taking and teamwork emphasized * many different ways and mechanisms of rewarding innovative employees * key growth driver: investment in technologies (>40 technological platforms, exhibit 4) * access shared through all segments worldwide 3M’s Innovation Across Borders * 7 interrelated areas for innovative activities within
Schulmeyer’s plan was to implement sweeping organizational change. To achieve this goal, Schulmeyer introduced a host of initiatives. Two of these key initiatives included the Culture Change and Friday Forums and the Change Agent Program. The Culture Change initiative consisted of four events that included roughly 300 employees and 75 managers from SNI. These events each had a different theme (e.g.
Please answer the Question: What examples of security incidents have you heard of, or experienced in the last three years? Please give 3 examples. 1.2 Recent Trends in Security protection International focus on security grew throughout the 1990s. Increasingly since the 1990s, organizations are viewing security management as an integral part of their operations and one of the core competencies of owners, managers and staff of business. Security trends in the 1990s Attacks on public and business have become more frequent starting in the 1990s.
Analyzing New-Era Trends in HCLT Tianna Barnes Capella University Over the last twenty years, technology has progressed to unbelievable heights, shaping and dynamically propelling advancements and creating unimaginable opportunities in the global business marketplace. In the reading, Recasting the Role of the CEO, Vineet Nayar functioned as the CEO of an inventive information technology company named HCLT, which has 31 established organizational locations globally and reported 4.3 billion dollars annually. Nayar introduced to the company's employees various successful pioneering organizational trends and implemented several innovative new-era concepts that he believed would revolutionize the culture, redesign the structure of internal organizational systems and secure the company in the forefront of its competitors through it’s “employees first, customers second” structural philosophy. Nayar’s style of leadership can be categorized as a transformational model of leadership, which involves inspiring followers to commit to a shared vision and goals for an organization or unit, challenging them to be innovative problem solvers, and developing followers’ leadership capacity via coaching, mentoring, and provision of both challenge and support (Bass & Riggio, 2006). Transformational leaders empower followers and pay attention to their individual needs and personal development, helping followers to develop their own leadership potential (Bass & Riggio, 2006).