2012 Congress Leadership Positions How to Apply: Please type out your answers to the following three questions: 1) Please list your name, school, and graduation year. 2) Briefly describe your personality. Describe your organization skills (i.e. how are the details of your life kept in order?). Do you prefer working on your own, or in groups?
Buyer power tends to be higher if suppliers provide undifferentiated or standard products. 3. Porter's five forces model helps to determine both the nature of competition in an industry and the industry's profit potential. 4. If all of Porter's five competitive forces for an industry are weak (low), then established companies in the industry have the potential to raise prices and earn higher returns.
More specifically, Caladonia’s financial personnel should determine the payback period of each project, the internal rate of return (IRR), the new present value (NPV), if any ranking conflict exists, and then decide which project should be accepted and why. Additionally, Caladonia’s financial personnel should also gather information about leasing versus buying the assets. Team C will address all the above questions that Caladonia’s financial personnel should ask prior making any decisions. What is each project’s payback period? Project A: 100,000/32,000 = 3.125 years Project B: 100,000/200,000 = .5 years What is each project’s net present value?
This risk entails that the Crisp Project’s assigned leader is not experienced for their current managerial position. This will result to turbulence for the project. A new project leader needs to be hired as a result, or the current one needs to be trained to lead the Crisp project. The continuation of the report will explain the two risks in more detail assessing the level of the risk, the observation, additional facts, the impact on the project, and recommendations for how to address these two risks. Findings: 1.
A company bias toward overreliance on operational effectiveness 2. The absence of an architecture that functionally coordinates strategic analysis and strategic implementation with strategic thinking 3. A failure to appropriately identify who should be involved in the strategy process, how they should be involved, and when they should be involved All three root causes can be simultaneously addressed through a restructuring of and augmentation to UPS’s overall strategy process that includes: A. Leveraging internal corporate communication channels to continually communicate messages that reposition strategic thinking as a company value that is not at odds with operational effectiveness, but rather one that directs and creates the need for operational effectiveness B. Dividing the Corporate Strategy Group (CSG) into two divisions: The Strategic Analysis Division and the Strategic Implementation Division C. Creating a network of Regional Advisory Groups (RAGs) made up of operations managers and employees that discuss strategy at a regional level and that interact with the Strategy Advisory Group (SAG) on quarterly basis D. Modifying the most recent version of its scenario
WE PROVIDE CASE STUDY ANSWERS, ASSIGNMENT SOLUTIONS, PROJECT REPORTS AND THESIS aravind.banakar@gmail.com ARAVIND - 09901366442 – 09902787224 ORGANIZATIONAL BEHAVIOR 1) What are the arguments for and against layoffs in hard times? 2) How have the three executives in this case shown leadership? 3) Explain the difference between management and leadership. Discuss why conceptual leadership skills become more important, and technical skills less important, at higher level organizational levels. 1) Is the GM’s approach wrong?
➢ Risk associated with the type of product they carry, company may carry products that went obsolete. ➢ Risk associated with regulatory requirements should have been considered. ➢ What is the reputation and integrity of the management? ➢ Assess the current situation in that particular industry the company operates in. Is it a maturing industry?
There is a danger that these end up as two separate lists and the matrix shown in Illustration 3.5 fails to ensure that the connections are made. Recognise that individual factors may be either a strength or a weakness, depending on the choice of strategies. State priorities and weightings given to individual factors - again through the process of using the matrix. Consider how they would use what emerges from the SWOT analysis for purposes of strategy evaluation and in particular the screening of options for suitability (see Section 1.2 of Chapter I I). • • • • :.,.-~. '
The target market. This is the next major section of your marketing plan. It should describe exactly who your customers and what, where, when, how, how much, and how frequently they buy. In this case you have to define your target market in terms of: a) Demographic b) Geographic or location c) Psychographics (i.e. how they think) d) Lifestyle 3.
Part A You will need to refer to your business plan to complete part A of this assessment. Prepare a minimum (2 page) report to the Managing Director of Global Star. Your report should communicate the viability of making changes to current business operations. Please include the following points (minimum 1 paragraph) per point in your report as follows: * Outline at least three new marketing ideas and opportunities as a result of your research * Link these new marketing ideas to the goals and future objectives of the organisation * Evaluate each opportunity and outline the impact to the current business * Include financials and feasibility information to include a probable return on investment * Suggest recommended operational changes to the current business model * Estimate the resources and costs associated with these operational changes * Include all relevant forms of Legislative considerations when making operational changes (e.g. privacy laws, anti-discrimination, ethical principles etc.)