Case Study: Managing Change: Action Planning For The Vélo V Project In Lyon, France

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Read the case study and then answer questions following in the format stated.

 

The city of Lyon is located in the central part of France, about two hours south of Paris via TGV. It has a long and rich history as the capital of Gaul in the Roman Empire, a worldwide center of silk production, and a stronghold of the French resistance during World War II. Today, Lyon is the third largest city in France, has a thriving high tech and pharmaceutical industry, and is considered the gastronomical capital of a country known for its cuisine and wine. Unfortunately, with size and industry came pollution, overcrowding, and traffic jams. In the mid-1990s, only 18% of its citizens had easy access to public transportation versus 30% in other towns of equivalent size.

By 2000, Lyon’s city government had constructed an above-ground light rail system to complement theexisting underground metro and bus network in an effort to extend public transportation to more people. However, the outdoor station’s stops needed shelters to protect waiting passengers from the wind, rain, and snow. In an innovative program, the marketing and advertising firm, JCDecaux, in cooperation with Lyon’s development office, created “street furniture” to house the benches, ticket vending machines, route maps, and time tables. JCDecaux constructed and maintained the sites in exchange for the revenue from advertisements placed on the shelters. The program was a win-win for both organizations.

The success of the cooperative tram and bus shelter project, and the city’s continued interest in easing pollution and traffic jams in the commercial center of the city, led them to seek out additional change. They asked JC Decaux for input. JCDecaux had been testing the idea of a self-service bicycle program inVienna, Austria and Córdobo and Gijon, Spain and they proposed adopting and implementing a “bike exchange” network in and around Lyon in mid-2002. For Lyon and its neighboring city of Villeurbanne, it was a risky and large-scale proposal.

The vision—common now in many European cities, but completely novel at the time—was that commuters and pedestrians could pick up a bicycle at installations around the city—near metro stops, businesses, or large public venues—and use it to shop, go to work, or simply get from one part of town to the other more conveniently than a car or the bus, metro, or light-rail system. The original idea was that the bike could be used for free for less than an hour and at very low prices if used for longer periods. (To get a picture of the system and its different parts today, go to www.velov.grandlyon.com.) “It is our intent to turn bicycles into a mode of daily travel for workers in the city,” said one government official.

An initial budget of €2 million per year was estimated to invest in bikes, registration systems, installations, and support operations until about 2007. To support the project, the city also envisioned construction or remodeling of several parking garages to encourage people to park their cars on the outskirts of town and then pick up a bike to finish the commute. Two parking garages in the downtown area had already begun offering free bicycles for those who parked their vehicle there.

The project—named Vélo V—was presented by the city’s mayor before the second annual “day without a car” festival. Vélo V would be managed by JCDecaux. They would own and maintain the bikes and finance operations through advertising receipts. The head of the city’s development function suggested that it was a bold attempt to “effect a radical change in the philosophy” of the urban community. At the time, less than 3% of the people in Lyon used a bicycle, against 10% in Strasbourg and other cities. The proposal was supported by Les Verts, France’s Green political party, but the president of the local nongovernmental transportation union was upset that there had been little dialogue with various concerned organizations.

The goal was to launch a 24 hours/day operation in May 2005 with 1,200 bicycles in 120 stations. According to a JCDecaux regional manager, they expected 2,000 bikes in 180 stations by October and projected 3,000 bikes in 2006 and 4,000 bikes in 2007.

Questions

  • 1. Assume you are a project manager at JCDecaux and      have been assigned to work with the city of Lyon to implement this      physical, organizational, and social change. What are the practical and      philosophical implications of this work?
  • Using the      tools, methods, and processes described in the chapter, construct a      comprehensive “action plan” for this  project.
  • Where      would you start?
  • Who are      the key stakeholders and how will you manage them?

you must have a minimum of 3 scholarly sources (peer-reviewed journal articles). Please ensure that you follow standard APA formatting. Your paper must have a title page and a reference page. You must have a minimum of five (5) in-text citations.

 
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Unit 7

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Unit 7

Chap 9,10, 11

1.      There are two ways of combining candidates’ assessment scores so that they can be compared with one another. Discuss the multiple hurdles approach and the compensatory approach. Which approach to combining candidates’ assessment scores would you favor for choosing candidates? Why? Be certain to discuss key components used within each process.
Your response should be at least 200 words in length.

2.      The job offer process is very critical when choosing the best candidate for the job. Some of the things that attract and entice candidates were mentioned in previous units. As with strategies for recruiting candidates, the company must also have strategies in place for making job offers. Identify and discuss, in detail, the factors that affect the content of job offers. What should occur if the company rejects a candidate? If the candidate rejects the company?
Your response should be at least 200 words in length.

3.      Choosing the best candidate for an organization can require a great amount of time and effort for the human resources department. Often times, HR looks at both internal and external candidates. Discuss the firm’s external and internal assessment goals. How does this impact the hiring decision?
Your response should be at least 200 words in length.

4.      Several internal and external assessment methods were discussed within this unit. Identify and discuss three internal assessment methods that you feel are most effective and three that you feel are least effective. Identify and discuss three external assessment methods that you feel are most effective and three hat you feel are least effective. Explain your reasoning.

Your response should be at least 200 words in length

 
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Biggest Challenges Facing Organizations In The Next 20 Years

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In this assignment, you will create a PowerPoint presentation that outlines what you believe will be the biggest challenges facing organizations in the next twenty (20) years.

Write an eight (8) slide presentation in which you:

  1. Provide a title slide (as indicated in the format requirements below) followed by a slide with an introduction to your presentation.
  2. Presentation should include your choice of the five (5) challenges you believe organizations will face in the next twenty (20)years. Only include one (1)challenge and your explanation for choosing that challenge per slide for a total of five (5) slides.
  3. Provide one (1) summary slide which addresses key points of your paper.
  4. Narrate each slide, using a microphone, indicating what you would say if you were actually presenting in front of an audience.

Your assignment must follow these formatting requirements:

  • Format the PowerPoint presentation with headings on each slide and three to four (3-4) relevant graphics (photographs, graphs, clip art, etc.), ensuring that the presentation is visually appealing and readable from 18 feet away. Check with your professor for any additional instructions.
  • Include a title slide containing the title of the assignment, the student’s name, the professor’s name, the course title, and the date.

The specific course learning outcomes associated with this assignment are:

  • Understand human behavior in organizations and the forces shaping that behavior while analyzing the individual differences within those organizations and their impact on organizational behavior.
  • Analyze the facets of organizational culture, including influences and functions, challenges related to changing the culture, and the impact of culture on organizational performance.
  • Use technology to research issues affecting organizational behavior in order to deliver assignments which are clear, concise and have proper writing mechanics.
  • Write clearly and concisely about operations management using proper writing mechanics.
 
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Computerized Decision Making

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Computerized Decision Making 1

COMPUTERIZED DECISION MAKING 2

Computerized decision-making

Week 6 Assignment

Kevin Dennison

ID: 0165853

MG 630: Organizational Behaviour and Leadership in the 21st Century

Michael A. Altamirano

18/10/2014

Abstract

The case study evaluates computer assisted decision support in the context of contemporary research on decisional thinking, outlines the potential that computers have for overcoming known limitations in this thinking and the problems that occur when some aspects of thinking are overlooked. With the advent of technology, computers can now make many well-informed decisions that managers or office workers may deem unnecessary for a human to make. These decisions may include crunching profit numbers to determine future layoffs or gauging whether certain global offices should remain open or not. If you are evaluating whether computerized decision making is right for your organization, there are advantages and disadvantages to implementing the technology into your corporate strategy.

 

Computerized decision-making

Decision-making is a vital activity; it determines the actions that people take and the appropriateness of these actions is important for both individuals and organisations. While human brains can contain a high level of information to use in making a decision, a computer’s “brain” can contain even more data and information, depending on the storage space it is connected to. With a higher capacity for more data, especially data that a human brain might not retain, such as complex equations, more information can be incorporated into the “brain” or algorithm of the computer in its decision-making, leading to better results.

Computers can process information much faster than a human brain. One advantage to computers making decisions is that you will have decisions made faster and more accurately than a human brain, which may get hung up with different factors involving the decision, leading to slower overall results. Also, unlike people who can become tired or suffer from a lack of concentration and deliver inaccurate decisions, a well-tuned computer is always alert and can process reams of information without growing bored or tired, leading to more precise results.

Case Incident 1: Computerized Decision Making

Q-1: What are the specific advantages of using computerized decision-making? How can computers be better decision-makers than humans?

The advantages of computer decision-making are Faster and efficient in processing of information, automatic generation of accounting documents like invoices, cheques and statement of account. With the larger reductions in the cost of hardware and software and availability of user-friendly accounting software package, it is relatively cheaper like maintaining a manual accounting system. More timely information can be produced. No more manual processing of the data- all automatically been posted to the various ledgers/accounts and Many types of useful reports can be generated for management to make decisions.

 

Limitations in memory are the crucial aspect of human cognition that impinges on decision-making. People were severely limited in terms of the amount of information they could process at any particular moment in time. Given that limited capacity processing is seen as a primary constraint some have argued that computers should be used to support decision-making since they can provide the extra computational power needed to retain all the information about every available alternative and to undertake the complex calculations that underpin the rational model. , computers can acquire and hold more information about a particular decision domain than. In addition, computers recall precisely what they store in terms of both the data themselves and their format so are not subject to the human memory.

Q-2 what are the weakness of using computer as decision tools? Are computer likely to have any specific problem in making decision that people wouldn’t have?

The cost of computer and associated equipment’s is falling steadily. Still this equipment’s are and continue to be much more costly as compared to manual processing equipment’s. Also technological complexity of this equipment makes it more difficult to learn and maintain these equipment’s as compared to equipment’s of manual information processing. Use of computers require additional infrastructure, such as power supply and software back up. This increases the chances of problems due to failure of infrastructure. For example, a computer will not work where there is no electric power supply. Even a laptop with a battery will work without power supply only for a limited period. Failures of computer system can be more serious and difficult to correct. For example, one scratch on a hard disk can make the complete data on the disk inaccessible. In comparison, manual system faults have comparatively limited impact. One page torn from a cabinet full of documents has no impact on other documents. A computer generally reduces the errors of processing. However if there is an error in input data, it can result in major blunders in the processing which the computer system is unable to detect. In manual systems the chances of such blunders passing undetected and corrected is much less.

Q-3: Do you think computer decision-making system can effectively take ethical issue into account? What is the role of human decision-makers in creating ethical choices?

Ethical decision-making is a very important part of the business environment because often a situation may come along. Computer ethics deals with the issues that relate to the moral implications of the way decisions are being made in regarding to the computer domain. It also refers to the morality of the computer professionals, and their usage to computers

Human decision makers in creating Ethical decision making deals with preferences, utilities, costs, benefits, goals, and objectives. One must take all of these into account in order to define the problem and determined the desired end result. Basically, it is “the process of identifying a problem, generating alternatives, and choosing among them so that the alternatives selected maximized the most important ethical values while also achieving the intended goal“

Q-4 Are there advantages to completely disconnecting from the wired world when possible? What can you do to try to retain your ability to focus and process information deeply?

In many ways, it is. Computers, smart phones and other digital devices perform countless wonderful tasks for us, and have enormous potential to enrich our lives in the decades to come. Without depth, everything we do suffers—from the smallest everyday task, to the personal relationships that matter most to us, to how we think and work. In technologically advanced societies around the world, workers now sit at their desks all day shuttling computer. This endless cycle of distractions is making businesses, governments and other organisations less, rather than more, efficient – defeating the purpose the technologies were created for in the first place

General Discussion

The full potential of computer-based decision support can only be realised if it is developed and evaluated in the context of a broad understanding of how decision-makers think. While limits in information processing can be overcome by drawing on the computational power of computers, there is also a need to recognise that: there are occasions when simple rather than complex rules are appropriate; beliefs and values are constructed during the process of deliberation making them highly sensitive to the interfaces supporting this process; intuitive thinking provides important insights and should be used alongside the outputs of formal computer modelling to evolve a requisite decision model; the support mechanism should complement existing forms of decisional thinking, particularly if these are known to be functional. Similarly limitations in memory can be very usefully overcome by computer support, but these must be developed to ensure that they do not exacerbate other thinking biases such as confirmation and inside thinking. This may be achieved through training decision-makers to think smarter, the use of decision analysts or through the development of appropriate interfaces between computer and decision-makers.

 

References

books.google. (2014, 10 18). books.google. Retrieved from http://books.google.com/books?id=55WMAwAAQBAJ&pg=PA194&lpg=PA194&dq=case+incident+1+computerized+decision+making&source=bl&ots=0ED4s1sEzu&sig=EJhefwzq0ueXv9SkScgrn4OW3u8&hl=en&sa=X&ei=8whDVPyCHaKCsQTY8oCACQ&ved=0CD8Q6AEwBA#v=onepage&q=case%20incident%201%

chron. (2014, 10 18). chron. Retrieved from http://smallbusiness.chron.com/advantages-disadvantages-using-computer-technology-decision-making-14639.html

digital. (2014, 10 18). digitalcommons. Retrieved from http://digitalcommons.unl.edu/cgi/viewcontent.cgi?article=1000&context=buroscomputerdecision

dssresourses. (2014). dssresourses. Retrieved from http://dssresources.com/faq/index.php?action=artikel&id=130

smallbusiness. (2014, 10 18). smallbusiness. Retrieved from http://smallbusiness.chron.com/advantages-disadvantages-using-computer-technology-decision-making-14639.html

 
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Business Ethics: Merck & Blindness Case

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Objectives

ü APA Formatting (title, headings & references)

ü Information organized intelligently and holistically (i.e. not simply answers to questions)

ü Support the paper with appropriate sources, including at least two academic sources (books or juried articles)

ü Identify the facts of the case.

ü Identify the case methodology of the author

ü Examine the ethical issues of the Merck river blindness case

ü Synthesize the facts and issues to make a reasoned decision whether to market the river blindness drug.

ü Determine the issues raised in the readings, and in your personal observation and study, that you will focus on in your case study analysis.

NO PLAGIARISM.

Overview

Examine a case of ethical responsibility to shareholders, stakeholders and the public. Merck faced the dilemma of whether to develop, test and market a drug which might not produce a profitable return.

Description

In 1978, Merck, one of the largest pharmaceutical companies in the world, undertook major research to develop new drugs. This occurred as two of its blockbuster drugs were about to go off patent. One of the drugs they developed was capable of curing a rare disease that resulted in blindness. The drug that they found, ivermectin, showed promise in curing the rare disease; however, the cost of testing and marketing the drug would be very high, resources were limited and the people who needed the drug were in poor parts of the world.

Materials Required

Trevino, L. K., & Nelson, K. A. (2014). Managing business ethics: Straight talk about how to do it right (6th ed.). Hoboken, NJ: John Wiley & Sons, Inc.

§ Case study Merck & Blindness Case, pp 345-346 in textbook.

Study and Learning Center. (2006). Answering a case study. Retrieved from https://www.dlsweb.rmit.edu.au/lsu/content/2_assessmenttasks/assess_tuts/case%20study_LL/answering.html

Instructions in Answering a Case

Review the process of analyzing a case study Study, https://www.dlsweb.rmit.edu.au/lsu/content/2_assessmenttasks/assess_tuts/case%20study_LL/answering.html

Then review the case study on pages 345-346 of the text. You will apply your analysis from the article on it.

1-. Proper introduction.

2- Make an argument for the course of action that Merck should take

3-Decide what course of action should have been taken.

4- Identified the elements of the case study.

5- Identify the methods of research used in the case study.

6- Evaluate the ethical elements of the case study methods in this case.

7-Describe your reasoning that led to your position and conclusion

 

 
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DB Replies 2 Each

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Reply to 2 of your classmates’ threads from the last module/week. Each reply must be at least 150 words and meaningfully expand the discussion. With references

Hi my name is K. H. and I’m from a North Carolina I’m pursuing my masters with a concentration in family counseling. I wanted to pursue this as I see it as a gift from God. God has always provided a way for me to help individuals in different situations without them turning into violent situations. I work as a social worker and find it difficult at the amount of hatred as I see from family’s specifically the connection between Father and child I often see homes without father figures and it’s normally a mother playing the role of Father and Mother. I want to establish the goal of you don’t have to be like your father you can set your own path and trail and encourage children to strive for the best and be whatever they want to be.

***REPLY TO THIS!! The most important historical event of the Human Services profession would be the establishment of the Social Security Act and The Affordable care act. The Social Security Act set forth by then President Franklin D. Roosevelt was established to help the unemployed sick and retired. It was essentially the first time the government had really stepped in to help under privileged individuals with food, work and moneys to help keep a family going. But to me I believe The Affordable care act is the biggest greatest human services event because of the way it was established. (Martin 2014) The Affordable Care Act breaks almost every barrier that is described as Human service agencies face when and consider when trying to get someone’s needs met. When first hearing about the Affordable Care Act people automatically gave it a nickname (Obama Care). The outrage was unbelievable that individuals were going to have to pay for insurance. No one thinks about the potential of getting sick. But what most people do not understand is that the only difference between what the Social Security Act established by Franklin Roosevelt and the Affordable care act is the Obamacare is made to have instead of free willed. The Affordable care act is specifically piggy backed off the Social Security act in the establishment of the same focus. Children, Poverty and the “Working Class”. Why fuss because someone wants an individual to have insurance to help them I the long run. Everyone gets sick and as a precaution Obamacare was established so medical services would not be hindered in case of not having insurance. Often in the medical industry without insurance you are left with Hefty hospital and doctor visits. The Affordable Care Act is essential to the thriving of the “working class” The affordable care act essentially says hey I can still live and have a net to catch me in case something happens or my family gets sick.

References:

Martin, M.E. (2014). Introduction to Human Services Through the Eyes of Practice Settings 3rd ed. Upper Saddle River: Pearson Education, Inc.

 
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Case Study Unit 8

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Using your textbook, read the case study provided on pages 305-311. Once you have completed reading the case study, answer the questions on pages 310-311.

Your Case Study should be at least 1-2 pages in length. You are required to use at least your textbook as source material for your response. All sources used, including the textbook, must be referenced; paraphrased and quoted material must have accompanying citations. Include an APA format title page and reference page with the assignment. The title page and reference page are not included in the required page length

Dowling, P., Festing, M., & Engle, Sr., A. (2013). International human resource management (6th ed., 305-310). Andover, Hampshire: Cengage Learning.

Unit VIII Case Study

Using your textbook, read the case study provided on pages 305-311. Once you have completed reading the case study, answer the questions on pages 310-311.

 

Your Case Study should be at least 1-2 pages in length. You are required to use at least your textbook as source material for your response. All sources used, including the textbook, must be referenced; paraphrased and quoted material must have accompanying citations. Include an APA format title page and reference page with the assignment. The title page and reference page are not included in the required page length

 
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Long-Term Objectives And Strategies Ch 07 MCQs

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Chapter 07

Long-Term Objectives and Strategies

Multiple Choice Questions
1. (p. 179) Objectives should be suited to the broad aims of the organization which are expressed in the statement of the company:
A. Profile
B. Mission
C. Philosophy
D. Goals

 

Difficulty: Medium
Learning Objective: 1

2. (p. 179) The function of objectives is:
A. To provide a specific statement of the desires of the firm
B. To deal with profitability, growth and survival without specific targets or time frames
C. To provide specific benchmarks for evaluating the company’s progress in achieving its aims
D. To enhance stock market optimism

 

Difficulty: Easy
Learning Objective: 1

3. (p. 179) Which of the following are intended to provide benchmarks for the evaluation of the company’s progress in achieving its aim?
A. Mission
B. Long-term objectives
C. Grand strategies
D. Business policies

 

Difficulty: Easy
Learning Objective: 1

 

4. (p. 179) Grand strategies provide a comprehensive general approach to guide the organization’s:
A. Major actions designed to accomplish long-term objectives
B. Major actions designed to accomplish short-term objectives
C. Operational actions designed to accomplish short-term objectives
D. Operational actions designed to accomplish intermediate term objectives

 

Difficulty: Easy
Learning Objective: 1

5. (p. 179-180) Which of the following is NOT a commonly pursued long-term objective as described in the text?
A. Profitability
B. Public responsibility
C. Efficiency
D. Productivity

 

Difficulty: Easy
Learning Objective: 1

6. (p. 179-180) To achieve long-term prosperity, strategic planners commonly establish objectives in which of the following?
A. Profitability, employee relations and public responsibility
B. Acceptability
C. Flexibility
D. Joint ventures only

 

Difficulty: Medium
Learning Objective: 1

 

7. (p. 180) To achieve long-term prosperity, strategic managers commonly establish long-term objectives in seven areas. Which of the following describes one of these areas?
A. Technological leadership
B. Technological innovation
C. Social change
D. Marketing

 

Difficulty: Medium
Learning Objective: 1

8. (p. 180) Competitive position as a measure of corporate success is typically measured as:
A. The input-output relationship of the company
B. The earnings per share of the company
C. The company’s relative dominance in the marketplace
D. The firm’s stock value

 

Difficulty: Medium
Learning Objective: 1

9. (p. 180) Larger firms often establish an objective by which to gauge their comparative ability for growth and profitability. This is often stated in terms of:
A. Competitive product line
B. Competitive position
C. Product innovation
D. Competitive edge

 

Difficulty: Medium
Learning Objective: 1

 

10. (p. 180) Establishing objectives for minority training is an example of which type of long-term objective?
A. Competitive position
B. Employee development
C. Public responsibility
D. Productivity

 

Difficulty: Hard
Learning Objective: 1

11. (p. 180) Safety programs, employee stock option plans and worker representation on management committees are all commonly directed toward achieving which type of long-term objectives?
A. Employee relations
B. Public responsibility
C. Employee development
D. Competitive position

 

Difficulty: Medium
Learning Objective: 1

12. (p. 181) Which of the following does NOT describe a good objective?
A. Flexible
B. Acceptable
C. Marketable
D. Achievable

 

Difficulty: Easy
Learning Objective: 2

 

13. (p. 181) Flexibility is usually increased at the expense of:
A. Reliability
B. Timeliness
C. Specificity
D. Mobility

 

Difficulty: Medium
Learning Objective: 2

14. (p. 181) Which of the following is NOT a fundamental criterion for a long-term objective?
A. Acceptable
B. Sustainable
C. Measurable
D. Suitable

 

Difficulty: Easy
Learning Objective: 2

15. (p. 181) Which of the following qualities of an objective improves its chances of being attained?
A. Timeliness
B. Flexibility
C. Cost efficiency
D. Ground breaking

 

Difficulty: Hard
Learning Objective: 2

16. (p. 182) “To achieve our vision, how will we sustain our ability to change and improve?” is part of which perspective in the Balanced Scorecard?
A. Financial
B. Customer
C. Learning and growth
D. Internal business process

 

Difficulty: Hard
Learning Objective: 2

 

17. (p. 182) Which one of the following is NOT a perspective found in the Balanced Scorecard?
A. Stakeholder performance
B. Financial performance
C. Customer knowledge
D. Learning and growth

 

Difficulty: Easy
Learning Objective: 2

18. (p. 183) Which of the following is a generic strategy developed by Michael Porter?
A. Market development
B. Differentiation
C. Liquidation
D. Innovation

 

Difficulty: Medium
Learning Objective: 3

19. (p. 183) A properly constructed Balanced Scorecard is balanced between:
A. Short and long-term measures
B. Stakeholder financial measures
C. Organizational and stakeholder performance perspectives
D. Pricing and packaging of the firm’s products

 

Difficulty: Medium
Learning Objective: 2

20. (p. 183) Striving to create and market unique products for varied customer groups is called:
A. Cost leadership
B. Differentiation
C. Focus
D. Concentrated growth

 

Difficulty: Medium
Learning Objective: 3

 

21. (p. 184) Intense supervision of labor is a commonly required skill for which one of Michael Porter generic strategies?
A. Differentiation
B. Market development
C. Product development
D. Overall cost leadership

 

Difficulty: Hard
Learning Objective: 3

22. (p. 185) Which of the following is NOT a value discipline?
A. Operational excellence
B. Cost leadership
C. Customer intimacy
D. Product leadership

 

Difficulty: Medium
Learning Objective: 4

23. (p. 188) Which of the grand strategies is typically lowest in risk?
A. Horizontal integration
B. Concentrated growth
C. Market development
D. Divestiture

 

Difficulty: Easy
Learning Objective: 5

24. (p. 188) Firms that focus on a specific product and market combination are utilizing a _______ strategy.
A. Concentrated growth
B. Turnaround
C. Innovation
D. Product development

 

Difficulty: Easy
Learning Objective: 5

 

25. (p. 187) Grand strategies are designed to accomplish which of the following?
A. Short-term objectives
B. Long-term goals
C. Short-term goals
D. Long-term objectives

 

Difficulty: Easy
Learning Objective: 5

26. (p. 187) Grand strategies are often called:
A. Corporate strategies
B. Coordinate strategies
C. Master strategies
D. Directed action

 

Difficulty: Medium
Learning Objective: 5

27. (p. 188) The grand strategy in which the firm directs its resources to the profitable growth of a single product, in a single market and with a single technology is termed:
A. Product development
B. Market development
C. Concentrated growth
D. Vertical integration

 

Difficulty: Easy
Learning Objective: 5

28. (p. 190) Under stable conditions, concentrated growth is characterized as:
A. Higher risk
B. Lower risk
C. Increasing resource needs
D. Increasing costs

 

Difficulty: Medium
Learning Objective: 5

 

29. (p. 190) Under changing conditions, concentrated growth is characterized as:
A. Higher risk
B. Lower risk
C. Decreasing resource needs
D. Lowering revenues

 

Difficulty: Medium
Learning Objective: 5

30. (p. 190) Typical risks facing the firm that follow a concentrated growth strategy include:
A. Riskier in stable conditions
B. Extra funds required
C. Faltering markets
D. Defining a broad market correctly

 

Difficulty: Medium
Learning Objective: 5

31. (p. 191) Marketing present products, often with only cosmetic modification, to customers in related market areas describes:
A. Diversification
B. Concentrated growth
C. Product development
D. Market development

 

Difficulty: Easy
Learning Objective: 5

32. (p. 192) Concentration encompasses increasing present customer rate of usage. This includes:
A. Increasing size of purchase
B. Pricing up or down
C. Developing quality variations
D. Marketing in new channels

 

Difficulty: Hard
Learning Objective: 5

 

33. (p. 192) Specific options under the concentration grand strategy include which of the following?
A. Opening additional geographic markets
B. Increasing present customer’s rate of usage
C. Developing new products
D. Selling to a differentiated customer

 

Difficulty: Medium
Learning Objective: 5

34. (p. 191) The grand strategy commonly ranked second in low risk and cost is:
A. Market development
B. Vertical integration
C. Joint venture
D. Concentrated growth

 

Difficulty: Medium
Learning Objective: 5

35. (p. 192) Market development encompasses attracting other market segments. This includes:
A. Increasing promotional effort
B. Including trial use
C. Advertising in other media
D. Opening more branches in the same city

 

Difficulty: Medium
Learning Objective: 5

36. (p. 192) Specific approaches to the grand strategy of market development include which of the following?
A. Entering additional channels of distribution
B. Attracting competitors’ customers
C. Reducing prices
D. Attracting current non-users

 

Difficulty: Medium
Learning Objective: 5

 

37. (p. 192) Attracting competitors’ customers encompasses:
A. Decreasing promotional efforts
B. Establishing sharper brand similarities
C. Initiating price cuts
D. Increasing purchase size

 

Difficulty: Medium
Learning Objective: 5

38. (p. 192) Methods to develop new product features include:
A. Inverse
B. Modify
C. Review
D. Retreat

 

Difficulty: Medium
Learning Objective: 5

39. (p. 192) _______ strategy allows firms to leverage some of their traditional strengths by identifying new uses of existing products and by finding new demographic or psycho graphic markets.
A. Innovation
B. Product development
C. Market development
D. Horizontal integration

 

Difficulty: Medium
Learning Objective: 5

40. (p. 193) A “new and improved” product describes:
A. Diversification
B. Concentrated growth
C. Product development
D. Market development

 

Difficulty: Medium
Learning Objective: 5

 

41. (p. 193) Improving the way a detergent smells is an example of:
A. Market expansion
B. Product development
C. Product innovation
D. Product extinction

 

Difficulty: Medium
Learning Objective: 5

42. (p. 194) Creating a new-product life cycle is the underlying philosophy of a grand strategy of:
A. Product development
B. Innovation
C. Horizontal integration
D. Market development

 

Difficulty: Medium
Learning Objective: 5

43. (p. 194) Few innovative ideas prove to be profitable because of:
A. Low development costs
B. Low pre-marketing costs
C. High research costs
D. High post-marketing costs

 

Difficulty: Medium
Learning Objective: 5

44. (p. 195) The acquisition of one or more businesses operating at the same stage of the production-marketing chain is an example of:
A. Market development
B. Product development
C. Innovation
D. Horizontal integration

 

Difficulty: Easy
Learning Objective: 5

 

45. (p.195) When the long-term strategy of a firm is based on growth through the acquisition of one or more similar businesses operating at the same stage of the production-marketing chain, this is called:
A. Vertical integration
B. Conglomeration
C. Horizontal integration
D. Liquidation

 

Difficulty: Easy
Learning Objective: 5

46. (p. 197) If a textile producer acquires a shirt manufacturer, this is called:
A. Vertical horizontal integration
B. Backward horizontal integration
C. Backward vertical integration
D. Forward vertical integration

 

Difficulty: Medium
Learning Objective: 5

47. (p. 195) If Cola Creations acquires Seltzer Spirit Co., this merger would describe what type of strategy?
A. Joint venture
B. Horizontal integration
C. Vertical integration
D. Divestiture

 

Difficulty: Medium
Learning Objective: 5

 

48. (p. 195) The grand strategy that provides access to new markets for a company while at the same time eliminating competitors is termed:
A. Concentric diversification
B. Horizontal integration
C. Vertical integration
D. Conglomerate diversification

 

Difficulty: Easy
Learning Objective: 5

49. (p. 197) If a shirt manufacturer acquires a textile manufacturer, this strategy is called:
A. Backward vertical integration
B. Diversification
C. Joint venture
D. Horizontal integration

 

Difficulty: Medium
Learning Objective: 5

50. (p. 198) Motivations of acquiring firms include:
A. Decreased stock price
B. Increased market share
C. Different debt/equity ratio
D. Decreased P/E ratio

 

Difficulty: Hard
Learning Objective: 5

51. (p.197) The grand strategy involving the acquisition of businesses that serve as a customer for the firm’s outputs, such as warehouses for finished products is called:
A. Backward concentric diversification
B. Pooled horizontal integration
C. Forward vertical integration
D. Sequential horizontal integration

 

Difficulty: Easy
Learning Objective: 5

 

52. (p. 197) The grand strategy involving the acquisition of businesses that supply the firm with inputs such as raw materials is termed:
A. Forward concentric diversification
B. Sequential horizontal integration
C. Backward vertical integration
D. Retrenchment

 

Difficulty: Easy
Learning Objective: 5

53. (p. 197) If a donut corporation acquires a flour company, this strategy would be called:
A. Vertical integration
B. Diversification
C. Conglomeration
D. Joint venture

 

Difficulty: Medium
Learning Objective: 5

54. (p. 197) If a shirt manufacturer acquired a chain of men’s clothing outlets, this would be an example of:
A. Forward integration
B. Backward integration
C. Horizontal integration
D. Conglomerate diversification

 

Difficulty: Medium
Learning Objective: 5

 

55. (p. 198) When the principal or sole consideration of the acquiring firm is the profit pattern of the venture, the grand strategy is usually one of:
A. Innovation
B. Horizontal integration
C. Concentric diversification
D. Conglomerate diversification

 

Difficulty: Easy
Learning Objective: 5

56. (p. 198) Conglomerate diversification is concerned primarily with:
A. Stock appreciation
B. Product development
C. Market synergy
D. Financial returns

 

Difficulty: Medium
Learning Objective: 5

57. (p. 198) If a firm plans to acquire a business because it represents the most promising investment opportunity available, the grand strategy is:
A. Conglomerate diversification
B. Joint venture
C. Concentric diversification
D. Liquidation

 

Difficulty: Medium
Learning Objective: 5

 

58. (p. 198) When diversification involves additions of a business related to the firm in terms of technology, markets or products, it involves:
A. Concentrated growth
B. Horizontal integration
C. Concentric diversification
D. Vertical diversification

 

Difficulty: Medium
Learning Objective: 5

59. (p. 198) With this type of grand strategy, the new businesses selected possess a high degree of compatibility with the current business:
A. Conglomerate diversification
B. Concentric diversification
C. Joint venture
D. Divestiture

 

Difficulty: Medium
Learning Objective: 5

60. (p. 199) A spin-off usually indicates:
A. Integration
B. Diversification
C. Joint venture
D. Retrenchment

 

Difficulty: Hard
Learning Objective: 5

61. (p. 199) The motivations of acquiring firms using diversification strategy include:
A. Steadying the growth rate of the firm
B. Decreasing productivity
C. Increasing stock value of the firm
D. Gaining shareholders

 

Difficulty: Medium
Learning Objective: 5

 

62. (p. 199) Concentric diversification may be undertaken as a grand strategy because the acquiring firm wishes to:
A. Acquire an investment opportunity
B. Sell off unneeded assets quickly
C. Balance or fill out its product line
D. Trim its product line

 

Difficulty: Medium
Learning Objective: 5

63. (p. 200) According to researchers, the grand strategies of retrenchment/turnaround are most often accomplished in extreme circumstances through which of the following?
A. Cost reductions
B. Asset reductions
C. Changes in top management
D. Diversification

 

Difficulty: Medium
Learning Objective: 5

64. (p. 199) The type of strategy typically accomplished either by cost reduction and/or asset reduction is known as:
A. Market development
B. Innovation
C. Liquidation
D. Turnaround

 

Difficulty: Easy
Learning Objective: 5

 

65. (p. 199) Retrenchment is typically accomplished through:
A. Asset reduction
B. Profit reduction
C. Cost reduction
D. Revenue enhancement

 

Difficulty: Medium
Learning Objective: 5

66. (p. 203) When the grand strategy is liquidation, the business is:
A. Typically sold in parts
B. Sold as a going concern
C. Sold for “good will” value
D. Leased with the option to repurchase

 

Difficulty: Medium
Learning Objective: 5

67. (p. 201) The grand strategy that involves the sale of a business or major business component is called:
A. Divestiture
B. Integration
C. Diversification
D. Liquidation

 

Difficulty: Easy
Learning Objective: 5

68. (p. 203) If a business is sold for its tangible asset value, the strategy is one of:
A. Divestiture
B. Conglomeration
C. Liquidation
D. Diversification

 

Difficulty: Easy
Learning Objective: 5

 

69. (p. 201) The second phase of the turnaround process is called:
A. Recovery response
B. Turnaround
C. Retrenchment
D. Divestiture

 

Difficulty: Medium
Learning Objective: 5

70. (p. 203) As a long-term strategy, this minimizes the loss to all stockholders of the firm:
A. Concentrated growth
B. Divestiture
C. Turnaround
D. Liquidation

 

Difficulty: Hard
Learning Objective: 5

71. (p. 204) When a firm attempts to persuade its creditors to temporarily freeze their claims while it undertakes to reorganize and rebuild its operations more profitably, this form of bankruptcy is called:
A. Reorganization bankruptcy
B. Liquidation bankruptcy
C. Partial bankruptcy
D. Organizational bankruptcy

 

Difficulty: Medium
Learning Objective: 5

72. (p. 203) Which is considered the least attractive grand strategy?
A. Joint venture
B. Liquidation
C. Concentrated growth
D. Divestiture

 

Difficulty: Easy
Learning Objective: 5

 

73. (p. 203) When a firm agrees to a complete distribution of its assets to creditors, most of whom will receive a small fraction of the amount that they are owed, this form of bankruptcy is called a:
A. Reorganization bankruptcy
B. Liquidation bankruptcy
C. Partial bankruptcy
D. Organizational bankruptcy

 

Difficulty: Medium
Learning Objective: 5

74. (p. 204) Which of the following types of bankruptcies provides the firm with a conditional second chance?
A. Liquidation bankruptcy
B. Total bankruptcy
C. Organizational bankruptcy
D. Reorganization bankruptcy

 

Difficulty: Medium
Learning Objective: 5

75. (p. 203) More than 75 percent of financially desperate firms file for a:
A. Reorganization bankruptcy
B. Partial bankruptcy
C. Liquidation bankruptcy
D. Chapter 12 bankruptcy

 

Difficulty: Medium
Learning Objective: 5

 

76. (p. 204) Chapter 11 of the Bankruptcy Code deals with:
A. Reorganization
B. Liquidation
C. A second chance
D. A conditional second chance

 

Difficulty: Medium
Learning Objective: 5

77. (p. 204) Which kind of bankruptcy provides time and protection to the debtor firm?
A. Chapter 5 bankruptcy
B. Chapter 7 bankruptcy
C. Chapter 11 bankruptcy
D. Chapter 12 bankruptcy

 

Difficulty: Medium
Learning Objective: 5

78. (p. 206) When companies lack a necessary component for success in a particular environment, they may participate in types of joint ventures which include:
A. Leasing
B. Strategic alliance
C. Joint ownership
D. Divestiture

 

Difficulty: Easy
Learning Objective: 5

 

79. (p. 206) Occasionally, two or more capable companies lack a necessary component for success in a particular competitive environment. The optimal strategy in such a case would be:
A. Concentric integration
B. Diversification
C. Conglomerate diversification
D. Joint venture

 

Difficulty: Medium
Learning Objective: 5

80. (p. 208) _______ is partnerships that exist for a defined period during which partners contribute their skills and expertise to a cooperative project.
A. Licensing agreements
B. Franchising agreements
C. Export agreements
D. Strategic alliances

 

Difficulty: Medium
Learning Objective: 5

81. (p. 208) Strategic alliances are distinguished from joint ventures because:
A. Joint ventures do not work in global situations
B. Joint ventures are synonymous with licensing agreements
C. Alliances never transfer property rights from U.S. licensors to foreign licensees for strategic alliance
D. There are no equity positions taken in strategic alliances

 

Difficulty: Medium
Learning Objective: 5

 

82. (p. 208) Consortia are:
A. Licensing agreements that exchange equity positions
B. Joint ventures
C. Decreasing costs but not risks
D. Large interlocking relationships between businesses of an industry

 

Difficulty: Easy
Learning Objective: 5

83. (p. 209) Strategic choice decision making leads to the selection of long-term objectives and grand strategies. This process is:
A. Sequential
B. Random
C. Simultaneous
D. Closed

 

Difficulty: Medium
Learning Objective: 6

84. (p. 208) A chaebol:
A. Is like a keiretsu except financed through government banking groups
B. Is run by the owners
C. Is financed through stock or bond sources
D. Is found in Viet Nam

 

Difficulty: Easy
Learning Objective: 5

85. (p. 209) A Japanese keiretsu:
A. Involves no more than 10 firms
B. Is joined around a trading company or bank
C. Does not minimize risks of competition
D. Is a licensing agreement

 

Difficulty: Easy
Learning Objective: 5

 
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Wk51

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Leadership’s Role in Organizational Change

Prior to beginning work on this discussion, read Chapters 12 through 14 in the Wager, Lee, & Glaser (2017) text.

Health care leaders understand their role as change managers. Managing organizational change in health information systems initiatives can be very complex and concurrently rewarding, even when carried out strategically. The way in which data is inputted, stored, accessed, and disseminated is essential to quality patient health outcomes, profit margins, standardization, and strategic planning. When a health information system implementation is completed effectively and efficiently, the result is a quality IT project that is not only ready for the next generation but is ready for new technology convergence.

Participate in one of the following discussion subtopics as directed by your instructor on or before Day 3 of the week in a 300-word initial post:

  • Justify the importance of enterprise-wide information governance relating to organizational change.
  • Evaluate the role of the Project Steering and Review Committees in change management.
  • Evaluate some ways in which health care leaders strategically think of IT investments as assets.
 
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Nike

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Assignment 5: “Nike: From Sweatshops to Leadership in Employment Practices”

 

Read the “Nike: From Sweatshops to Leadership in Employment Practices” case. You are to write a four to six (4-6) page paper that answers the following questions:

 

  1. Discern how a more effective ethics programs and a more viable code of conduct could have mitigated the ethical issues faced by Nike.
  2. Describe an ethics training and communications program that may have kept Nike from encountering the ethical issues it did in this scenario.
  3. Determine and discuss how Nike could have benefited early on from ethics auditing.
  4. Create a high-level outline for what the ethics auditing process should look like at Nike.
  5. Include at least three (3) references, no more than three (3) years old, from material outside the course

 

The format of the paper is to be as follows:

 

  • Typed, double-spaced, Times New Roman font (size 12), one-inch margins on all sides, APA format.
  • Type the question followed by your answer to the question.
  • In addition to the four to six (4-6) pages required, a title page and a reference page is to be included. The title page is to contain the title of the assignment, your name, the instructor’s name, the course title, and the date. The reference page is to be APA format.

 

Note: You will be graded on the quality of your answers, the logic/organization of the report, your language skills, and your writing skills.

 
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