In addition to his pay at the bank when he’s promoted to loan officer he would be receiving an additional $3,000 raise. Being stuck in a position where teaching is Luis’ dream job and has wanted this since a sophomore in HS, and being given the opportunity of becoming a banker with many recommendations can be very strenuous to choose from. Luis should make other arrangements and try out banking not only because of the sufficient amount of money he’d be receiving, but also because this may offer him many more opportunities over time. Both teaching and banking offer different salaries and benefits. Teacher’s salaries have a starting rate of about $29,000 a year, but as teachers build up a longer stay with their teaching position their salary starts going up slowly.
Assignment 1: Chipping away at Intel Student: Vivian Samuel Professor: Dr Vanessa Graham Class: HRM 560 Date: January 28, 2013 Case Study @ Intel Discuss the changes at Intel over the first three years of CEO Craig Barrett’s tenure. The case study presented for this assignment describes the management decisions of Craig Barrett as being “bold moves that took Intel beyond chip making for PC’s [and] into the production of information and communication appliances as well as services related to the Internet” (Palmer & Dunford 2009 pg 72). Barrett had spent lots of money by investing in new business projects and markets that soon had to be withdrawn due to possible lack of knowledge. The first change conducted by Barrett was to “withdraw [the business] from the production of network servers and routers after copping backlash from its biggest customers Deli and Cisco” Second, he closed down Intel’s partner for e-commerce services iCat, which was an e-commerce service partner for small businesses providing Web broadcasting of share-holder meetings. Barrett seemed to believe that his so-called ‘hands on leadership disciplines were the best strategies for keeping Intel out in front of its growing list of competitors.
Despite CanGo’s initial success, however, the organization is not without its fair share of concerns. The primary issue with CanGo is that it lacks a formal strategic business plan. The company has also failed to clearly define what its short-term goals and long-term goals are and how it plans to go about realizing those goals. The company also has problems with its current organizational structure. Although roles are clearly defined, CanGo often succumbs to a centralized form of decision-making, with Elizabeth Bennett micromanaging to such a degree that the decision-making process almost becomes paralyzed.
4. Assume Siemens moves forward with the plan for the Great Game of Life, what recommendations would you make to maximize success? principles, concepts, and theory Problem statement Syndrome 911 3 biggest clients’ bankruptcy 110/658 M Supplier bad foam cushion-> delay schedule damage profitability Task 7.2 M investment into culture change program decision Characters CEO: Charlie Eitel->former successful experience on implementing the program President: Bob Hallyer-> personal interest and other top management team: stakes are high->no New York based equity firm worries too Background 1870s-1936 From wooden box to wooden framed bed to bedding 2 generation of family business Innovation -> transparent leader 5000investment to 43M revenue 1987 operated in 15 countries with a full range of products Participate in public sector: WW1 WW2 Korea War Using successful people to advertising: Roosevelt Eleanor/ Henry Ford/ Thomas Edison 1978 non family member CEO-> unstable ->2001Zreo waste program internal reduce to 18 concentration mattress products. Business Model 770 retail outlets Wholesale consumer Direct (company-owned subsidiaries)->hotel motel hospital dorm US government Simmons Culture History Opportunity Innovation Costumers need Eitel’s team bring in Caring Empower people within boundaries Support each other CHOICE Manufacturing plant competition instead of
Gunter tried to keep the good employees by offering term contracts and better benefits however this was unsuccessful. There were few opportunities for promotion even with the high turnover rate. Analysis Turnover is the biggest problem requiring treatment. Gunter was aware of this and after failing to mitigate this issue through term contracts and increased benefit packages he brought in external consultants to seek new ideas of dealing with the problem. Early on consultants could not offer much help as the turnover of employees remained constant.
Under his leadership, company goals were centered on the 3 P’s including People, Products, and Profitability. He believed the success of a business relied on satisfying customer needs by providing quality products. Jim emphasized the importance of associates in the company and believed it was the associates who strive to assure quality products are supplied to customers in turn creates satisfied customers. Jim’s people first philosophy provided stability in the workforce. He worked towards overcoming disadvantages of associates by providing English language classes for non-English speaking associates and by redesigning jobs that put workers at greatest risk.
* The culture at Zappos made it possible for the management to delegate and share responsibilities among the peers. This was evident in the vision created by the CEO of a boundary-less organization. * Their egalitarian culture and empowerment aided them in being innovative and helped the management in tapping and maximizing the creative potential of their employees. This was evident in their strong emphasis on cross-training of employees as part of the new hire process and at making it available for various career enhancing training avenues. * Zappos has been highly successful in keeping the professional confines of the employees as an extension of their family.
Confront the Brutal Fact ………………………………………………………..5 V. The Hedgehog Concept ………………………………………………………….5 VI. Conclusion ……………………………………………………………………….6 VII. Reference ...………………………………………………………………………7 SUMMARY: Jim Collins has written an interesting book as he interpreted the research finding into simple, understandable managerial lesson. According to him and organization can significantly improve its height’s and performance, or even becomes greater, if the organization applies the framework of ideas that are found in Good to Great book. Collins and his team of researchers used various types of research methodology for extensive 5 years to reveal the secrets of good to great companies and stayed on a strict standard’s to identify a group of eleven elite companies that made the jump from good to great for at least fifteen years.
| Fundamentals of Effective Communication in the Workplace Kenneth McDonald Mr. Ebanks February 9, 2014 | Effective communication skills are essential in the workplace. Some businesses invest in training their employees on how to effectively communicate, because effective communication skills go beyond conversations. Employees must know how to express business issues effectively when writing reports and emails. Understanding the benefits of effective communication helps businesses to develop a workforce that is able to communicate effectively with coworkers, customers, and suppliers and increase productivity. Eight years ago I worked for a company named Brother’s Lawn Care, I was the assistant manager and was given the task to assist the GM Michael Powell on running the business.Once he hired me for the position he told me, “If at any time you feel we can do something better to benefit and help this company, you must not waste any time to tell me.” From that day the quote stuck with me the next three years I worked for the company.
This idea becomes explained with the case of J. S. Minion. While Minion was overly competent when it came to his current position as a maintenance foreman, when he was promoted to superintendent he was seen as “an incompetent superintendent” (222). This example of occupational incompetence while it is accurate shows an injustice that is done to people when they are blessed with the ability to advance in their career and are not given