CHAPTER 7-10 EOC

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CHAPTER 7 EOC:

Michael Bag Goes From Idea to Worldwide Success

 

1. Assess Corbin Church’s plan for selling Miche bags.  How was changing his approach from franchising to a direct sales home party approach a more effective strategic plan?

2. Would you characterize Corbin Church’s sales method as a standing plan or a single-use plan?  Why?

3. As the economy improves, should Corbin Church change his plan?  In other words, should he consider going back to a franchise model of sales rather than the direct sales home party method he’s currently using?

KANEVA:

 

1. Why would a company ever give any of its products away for free?

2. How does management by objectives impact Kaneva’s planning process?  Describe why Kaneva’s daily meeting is a stand-up meeting.

3. At the end of the video, CEO Chris Klaus says that Kaneva employees can spend 20 percent of their time on projects outside of the scope of the “roadmap.” What does this mean? Do you approve or disapprove?

Chapter 8 EOC:

HP’s Tough Decisions

1. What do you think about Meg Whitman’s decision to keep the PC business at HP?  Would you have made the same decision?

2. Using the rational decision-making process, evaluate Whitman’s decision.  In other words, what was the existing problem, what were the possible alternatives, etc.?

3.  How would you characterize the scope of Whitman’s decision?  What levels of management were affected?  Finally, should Whitman have used consensus in making her choice?  Why or why not?

Southwest Airlines:
1. Using information provided in the video, give examples of both programmed and non-programmed decisions made by the leaders of Southwest Airlines.

2. Are decisions made by Southwest primarily done so under conditions of risk, uncertainty, or both?  Explain your answer.

3. Explain how the rational decision making process was applied to solve a problem at Southwest Airlines.

CHAPTER 9:

b. Antioch College’s No-Tuition Strategy

1. Assess Antioch College’s mission statement as it appears above.  What is good about this mission, and what would you change?

 

2. What do you think about Antioch College’s no-tuition strategy?  Is it sustainable for its first four years?  What challenges do you see for the college?

 

3. What kind of internal and external environment currently exists for Antioch College?

4. Based on what you read here, conduct a brief SWOT analysis of Antioch College.

Strategic: NOMNOM:

1. Do the special advantages of having a restaurant on a truck outweigh the disadvantages for the owners of Nom Nom? Explain.

 

2. What was the strategy of Stankunas and the other owners of Nom Nom when they began the venture? How has this strategy changed or evolved?

3. How does owner David Stankunas feel about planning a business? What advice does he give for would-be entrepreneurs?

 

CH 10 EOC:

 

1. Does it seem reasonable that Sherilyn McCoy and Andrea Jung before her were attempting to organize Avon to make it more competitive?  Explain.

2. List five questions that McCoy should ask herself in exploring how to best organize Avon.

3. Explain why it would be important for McCoy to ask each of the questions you listed.

b. How 3M is Departmentalized

1. Do you feel that a product departmentalization structure is best for 3M?  Why or why not?

2. What challenges do you envision for Buckley in attempting to maintain his current organizational structure?

3. Based on 3M’s departmentalization, do you think it has a very tall organizational chart or a very short organizational chart?  Why?

 

 
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Healthcare Case study

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Running head: CASE STUDY 1

CASE STUDY 4

Case Study Analysis and Write-Up

(Student)

DeVry University

Case Study Analysis and Write- Up

Introduction

The first portion of your analysis write up will be an introduction. Briefly introduce the situation you have chosen in a short paragraph

 

Background Statement

In this section you will summarize what is going on in this case – It should include a concise statement of the major problem you identify in the case.

You will want to include the key points you want your audience to know.

Summarize the scenario in your own words. Briefly describe the organization, the players, the setting, the situation, etc.

This part of your analysis should not exceed one to two paragraphs in length. You will want to be careful about identifying too many problems before you select the most relevant one that you will discuss in part 3

 

Major Problem and Secondary Issues

This section should provide a detailed analysis of the causes of the problem you identified in Section 2. You should describe in detail the major and secondary problems. A major objective is to illustrate clearly how you are using course concepts to better understand the causes of the problem. This section should be at least one page in length and can be longer if needed to make your points.

· Discuss what you have identified as the real issues and what are the differences.

· Present an analysis of the causes and effects of the situation

· Fully explain your reasoning

Some questions to ask when writing your causes of the problem section are:

Have I applied the appropriate course material?

Do the causes I have identified relate to the problem stated in Section II?

When I draw conclusions or make assumptions do I support these conclusions or assumptions with a sentence from the case or a quote or paraphrase from the readings or an example from class?

Can the secondary problems become major problems if not dealt with?

 

Your Role

In a short paragraph or two declare which role you are going to address this problem from, i.e, manager, administrator, consultant, etc. You can choose any role you wish, but you need to justify in this paragraph why you have chosen this particular role. Be specific on the advantages and disadvantages of this role may be.

 

Organizational Strengths and Weakness

In this section you will identify the strengths and weaknesses and state how they relate to the major problem. Stress what the organization is capable of and what it is not capable of. Discuss this at a managerial level of the problem.

For example, if you have chosen to address the problem from the departmental perspective and the department is understaffed, that is a weakness worthy of mentioning. Be sure to remember to include any strengths/weaknesses that may be related to diversity issues.

This section can be any length you need to convey your points but must be well thought out and developed appropriately.

 

Alternatives and Recommended Solutions

Describe the two to three alternative solutions you came up with. What feasible strategies would you recommend? What are the pros and cons? State what should be done—why, how, and by whom. Be specific.

This section should be any length you need to convey your points.

 

Evaluation and Conclusion

How will you know when you’ve gotten there? There must be measurable goals put in place with the recommendations. Money is easiest to measure; what else can be measured? What evaluation plan would you put in place to assess whether you are reaching your goals?

TIP: Write this section as if you were trying to “sell” your proposed solution to the organization. Convince the reader that your proposed solution is the best available and that it will work as planned. Make sure the goals you identify are worth the effort required to achieve them!

This section can be any length you need to convey your points and conclusion

References

Include all references used here in APA format

 
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MGT 330 Week 2 Dq 1&2 Discussion Responses

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Need Help responding to these 4 discussion post

 

Discussion 1

 

Structure for Conglomerates

Reflect on your reading for the week, specifically Analytical Exercise 8. Is another form of structural configuration better suited to multiproduct, multiservice companies? If not, is there a form of departmentalization for multiproduct, multiservice companies which would match somewhat the divisional structure configuration?”

Explain how the following somewhat match each other:
• functional structure with simple structure
• divisional structure with departmentalization by product
• machine bureaucracy with centralized, mechanistic structure
• professional bureaucracy with decentralized, organic structure

Guided Response:
Your initial post should be at least 200 words in length. Support your claims with examples from required material(s) and/or other scholarly resources, and properly cite any references. Respond substantively to at least two of your classmates’ posts.

Justin Patterson

After reading this weeks chapter I am really torn. I can say that yes SOME companies aren’t best with multi-product and multiserviced using the departmentalization by product approach, but others are. I believe it boils down to who you have working there and who can handle the task of using that approach. As some companies grow they realized they need to use this approach to keep the flow of products.

Functional Structure and Simple Structure- the simple structure of small business is that in most mom and pop shops everyone reports just to the business owner. This is just like most “shops” that use the Functional structure because all orders come down from the owner(s).

Divisional Structure and Departmentalization of Product- Divisional structure is defined as a company divided into autonomous units which reports to a executive leader. Departmentalization of Product has each product and all of its activities placed into one department. All of the departments report to one executive

Machine Bureaucracy and Centralized, Mechanistic Structure- Both are rigid and are able to thrive in simple environments. Structure can only handle low levels of change.

Professional Bureaucracy and Decentralized Organic Structure- Both are more of a self-running or self-governing style, with few ranks, but they both survive in different environments.

References

Baack, D., Reilly, M., & Minnick, C. (2014) The five functions of effective management [Electronic version]. Retrieved from https://content.ashford.edu

Monique Pucci

I believe the divisional structure would be best suited for this type of organization. There the presence of independence in the unit even though it will have that centralized HQ. But if not, Departmentalization by-product I believe would work out quite well. In our text, it talks about giving the authority to on “executive or senior manager” to make those decisions on the product.

Functional Structure with Simple Structure

The definition for a Functional structure states “allows for top-level control with expertise maintained in the individual departments” (Baack, Reilly & Minnick. 2014). In a simple structure, almost everyone reports directly upward to the owner of the business (Baack, Reilly & Minnick.2014). They match each other in that both relate to lower businesses and they both promote the top-down approach. The two also advise the use of apex for each structural group.

Divisional Structure with Departmentalization by Product

Departmentalization by-product is characterized as “in which all activities related to a product or service are placed in one department under one executive or senior manager” (Baack, Reilly & Minnick.2014). Divisional structure is showed as “actually a set of autonomous units, each typically a machine bureaucracy unto itself, coordinated by a central headquarters” (Baack, Reilly & Minnick.2014). They match because they both grant for companies to be branched into departments managed by higher leadership.

Machine Bureaucracy with Centralized, Mechanistic Structure

Each topic match in a way that they both maintain a high use of methods, regulations, and performing tasks. Machine bureaucracy illustrates the features that have highly routine operating tasks grouped into functional departments (Baack, Reilly & Minnick.2014). In centralized/mechanistic organizations, first line staff members will come into contact with a small number of projects as they do their job (Baack, Reilly & Minnick.2014).

Professional Bureaucracy with Decentralized, Organic Structure

Professional bureaucracy confides on highly skilled specialist, for example, hospitals, colleges, and accounting firms. Decentralized organic structure refers to the “delegation of decision-making, authority, and power within an organization” (Baack, Reilly & Minnick.2014). Both of these cases somewhat match each other because they both lack an in-depth rank structure and contribute to their employees a degree of autonomy.

References

Baack, D., Reilly, M., & Minnick, C.(2014).The five functions of effective management (2nd ed.) San Diego, CA: Bridgeport Education. Retrieved from https://content.ashford.edu/books/AUMGT330.14.1

Discussion 2

 

Classifying Structure

Address the following questions and also provide the name of a company example of each structure with supporting rationale. Reply substantively to two other learners.

1. What kinds of companies should employ the simple structure organizational configuration?

2. What kind of companies should use the machine bureaucracy form of structure?

3. What kinds of organizations should feature a professional bureaucracy form of structure?

4. What kinds of firms should use the divisional form of structure?

5. What types of organizations are best suited to the adhocracy form of structure?

Guided Response:
Your initial post should be at least 200 words in length. Support your claims with examples from required material(s) and/or other scholarly resources, and properly cite any references. Respond substantively to at least two of your classmates’ posts.

Kathryn Beasock

Classifying Structure

What kinds of companies should employ the simple structure organizational configurations?

One type of business that lends itself to the simple structure organizational configuration is a locally owned pizza place. Our text states “The local dry cleaner, the corner restaurant, the auto repair shop, and many others are likely organized as simple structures” (Reilly, Minnick, Baack, 2011 p.3.5). In our area, there is a local pizza place called Brothers it is family owned, and the owners run the site as well as cook the products they would be considered as following the simple structure.

What kind of companies should use the machine bureaucracy form of structure?

These companies have several different levels of top management to the shop floor. “There is high formalization, central authority, and decision making flows through a chain of command” Organization that have a high volume of production, resulting in a routine (Reilly, Minnick, Baack, 2011 p.3.5). Large companies such as the post office, Walmart or McDonald’s are companies that would use machine bureaucracy form of structure.

What kind of organizations should feature a professional bureaucracy form of stricter?

Organizations that are more of that of government offices or offices licensed by the state should feature a professional bureaucracy form of structure. An organization such as schools, social security officers, social services and businesses of that kind, “Certified public accounting firms are licensed in most states. They have a professional organization (American Institute of Certified Public Accountants) and several governing bodies, including the Financial Accounting Standards Board and The Securities and Exchange Commission” ” (Reilly, Minnick, Baack,

2011 p.3.5).

What kinds of firms should use the divisional form of structure?

The companies that use the divisional form of structure is the post-industrialized business world. “General Motors, Microsoft, 3M Company, AT&T, General Electric Company, International Business Machines, Coca-Cola Company, United Technologies Corporation, and the Walt Disney Company” (Reilly, Minnick, Baack, 2011).

What types of organizations are best suited to the adhocracy form structure?

“Most people working in an organization have experienced a project team, task force, or a cross-functional team” (Reilly, Minnick, Baack, 2011). Organizations that are temporary are best suited to the adhocracy form of structure. A local construction company that has an active construction project and when it is finished they move on the other projects. Any small team that has come together to work for a standard finish, but without structure and very informal such as a local community putting on a car wash.

Kathryn

Reference

Baack, D., Reilly, M., & Minnick, C., & (2014). The five functions of effective management (2nd ed.) [Electronic version].

Jay Redd III

Instructor,

The following are examples of structural organizations.

Simple structure– This type of configuration can be associated with small entrepreneurships. Most commonly local mom and pop stores or local gas stations; non franchised. Its strength functions under a strategic vertex. Although fairly simple to operate, it has no formal system.

Machine bureaucracy – A business or corporation such as this involves departments that run with their own agenda, but yet achieving results aligned with the company’s goal. One fault of this type of structure is that it does not give room for change “This type of organizational design requires asimple and stable operating environment, which may be its single greatest weakness” (Baack & Reilly & Minnick, 2014). Mass producing businesses do not have the ability to adapt overnight. This often involves ordering new machines that require allocating funds and time. Some examples of this type of structure are Eaton, Cuttler Hammer and Styris.

Professional bureaucracy – Most commonly associated with skilled level professionals who work in a industry that provides a certain type of service. This could be anywhere from a nurse or doctor to a lawyer. They must maintain a high ethical and performance standard due to the governing body that holds their license. It is often self imposed, but the derelict of duty could cause them to lose their authorization “Accounting professional training incorporates the standards of conduct, legalrequirements, and the skills appropriate to the profession. Thus accountants have a degree ofautonomy within the organization and in the exercise of professional judgment” (Baack & Reilly & Minnick, 2014).

Divisional form – Often associated with machine made corporations. One of the weaknesses of this form is that it creates undue allocation of resources; creating internal competition with its own brand “It was a significant factor leading to GM’s 2009 bankruptcy reorganization and federalgovernment bailout. Now reorganized with fewer divisions and dealers, GM may be able to rebuildits business and value” (Baack & Reilly & Minnick, 2014).

Adhocracy – Any organization that creates project opportunities is using this type of structure. Most projects do not have an undefined end date. So when the project is ended those team members move on to a different venue or task. This type of structure can be attributed to all of the above except the simple structure example. Roth construction company and Turner construction are examples of adhocracy ran organizations.

Baack, D., Reilly, M., & Minnick, C., & (2014). The five functions of effective management (2nd ed.) [Electronic version]. Retrieved from https://content.ashford.edu/

 
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Data Quality Checklist

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Scenario: The flow of patient care must run efficiently and effectively from the point of admission to discharge.  Clinical and Administrative health care teams greatly rely on the availability of complete and accurate data to examine, diagnosis, devise a treatment plan, and monitor the patient’s outcome/or response to the prescribed health care plan. As a participating member of the American Health Information Management Association (AHIMA), you were appointed to serve on a global health workforce aimed at developing a Data Quality Management System similar to that of AHIMA’s DQM Model to assist in modernizing health information infrastructures in other countries. The final product to submit is a proposed Health Record Content & Documentation Checklists & Procedures that includes all items in the following list. Submit one (1) single Microsoft Word document.

 

Deliverables:

  1. Compare and contrast the American Health Information Management     Association’s (AHIMA’s) Data Quality Management Model (DQM) http://library.ahima.org/PB/DataQualityModel#.WL2U-hBWDi8 in comparison to the Canadian Institute for Health Information (CIHI) Data Quality Framework (DQF) aka Six Dimensions of Quality (http://www.ec.gc.ca/inrp-npri/default.asp?lang=En&n=23EAF55A-1)
  2. Assess the effectiveness of both models by developing two (2) separate data quality checklists based on the AHIMA DQM Model and CIHI Data Quality Framework, to be used, randomly, for the evaluation of a sampling of inpatient health records. The results yielded from the assessment will be used as a tool in the development of a data quality management system. The checklists must assess each data quality characteristic from the two models and include at least two (2) measures to assess each data quality characteristics. A checkbox for each measure, along with a comment box to record any findings, recommendations and/or notes must be included on the checklists.
  3. In a written one (1) to two (2) page summary, address the following:
  4. Summarize significant limitations found with either model
  5. A final recommendation to submit to AHIMA’s global health workforce
  6. Discuss any concerns in the development and/or use of the data quality checklists
  7. Use the Data Quality checklist, provided below, as a sample to assist you as you develop your data quality checklists.

References & Resources:

Medical Nomenclatures and Vocabularies http://www.delmarlearning.com/companions/content/1418012556/Student_Resources/ForMoreInfo/Medical%20Nomenclatures_Vocab.pdf

Clinical Vocabularies: Essential to the Future of Health Information Management:  http://library.ahima.org/xpedio/groups/public/documents/ahima/bok3_005532.hcsp?dDocName=bok3_005532

 
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Labor Relations

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Read Case Study 6-2, “Classification of a Bargaining Subject,” on page 285 in your textbook, and answer the questions provided.

Questions

1. What is a mandatory subject of bargaining? 2. Can a union waive its right to bargain over a mandatory subject of bargaining? 3. Would the established labor agreement apply to this case study? 4. Was management’s refusal to bargain over the subject of surveillance camera usage in the workplace a violation of the duty to bargain in good faith under the Labor Management Relations Act (LMRA) as amended? If so, what should be the appropriate remedy? 5. Discuss the merits of the parties’ respective positions in this case.

Information about accessing the grading rubric for this assignment is provided below

 
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W2 Case Study

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Case Study 1

Globalization at Levi Strauss

Blue jeans are a legendary component of American culture. They were created in the United States in 1873, when Levi Strauss patented the riveted denim jeans that proved so successful among customers that they launched an entire industry. Yet, the one company that has perhaps been most synonymous with blue jeans—Levi Strauss—doesn’t actually make its blue jeans in the United States.

In the late 1990s and early part of this decade, Levi Strauss undertook a substantial shift in the location of its manufacturing operations. In 1997, Levi Strauss closed 11 plants and laid off 7,400 employees to cut excess production. In 1999, Levi’s announced a large-scale layoff of almost 6,000 jobs and the closing of more factories in Georgia, North Carolina, Virginia, Texas, Tennessee and Arkansas in an effort to move production to foreign facilities. Over time, the layoffs and the closing continued.

Once a mainstay of U.S. manufacturing, plants in areas such as San Antonio, San Francisco, El Paso, and Brownsville, were closed, and by 2004, Levi Strauss had shut its domestic operations and moved production facilities to foreign countries such as Mexico and China. Costs were a major factor for this decision. What might cost $6.67 to make in the United States costs about $3.00 in Mexico and $1.50 in China. While Levi Strauss was reluctant to move these jobs, it faced a competitive market operating with lower costs and lower prices.

Questions:

How did the four environmental factors discussed in this chapter influence Levi’s decision to move its manufacturing outside the United States?

How would you evaluate this decision from a business perspective? What about from an ethical perspective?

Assume that you are an employee working for Levi Strauss and are assigned to the management team in one of the manufacturing facilities in Mexico. What differences would you anticipate in terms of how you manage your Mexican employees versus how you manage employees located in the United States?

 

Case Study 2

Are Affirmative Action Plan Goals Evidence of Discrimination?

Xerox Corporation manufactures and markets copy machines and also provides facilities management services through Xerox Business Services (XBS). In the 1990s, Xerox started a Balanced Workforce Initiative (BWF) that involved the publication of specific affirmative action goals for each job and each salary grade level within the company. This plan was started in an effort to ensure proportional representation of all racial and gender groups throughout the company. The BWFs were based on government labor force data and established annually. Part of the annual performance evaluation for managers was how well they met the desired racial and gender compositions for their locations. In one instance, BWF reports compiled for the Houston office indicated that black employees were overrepresented and white employees were under-represented. Over a period of five years, steps were taken to reduce the percentage of black employees in the office in an effort to correct this imbalance.

Six black employees filed suit against Xerox stating that they were denied promotion opportunities in the Houston office even though they were qualified for the jobs into which they wanted to be promoted. They also indicated that they felt the BWF data adversely affected their opportunity for advancement. Each plaintiff had a slightly different situation, but they collectively raised concerns that included denial of promotions, salary disparities, hostile work environment, and termination.

Questions

 

Based on the evidence presented, has discrimination occurred? If so, which type of discrimination (i.e., disparate treatment, disparate impact, both)? If you aren’t sure, what questions would you want to have answered to make your determination?

Which party (plaintiffs or defendant) has the burden of proof in this case? What defense could Xerox offer if the plaintiffs make a case of discrimination? Discuss how successful you think the company will be at defending its actions.

Could Xerox have achieved the same goals in a less discriminatory manner? If so, how? If not, why not?

How do the actions in this case differ from the intent and recommended practices for affirmative action?

 
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Assignment

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CASE: VALUE STREAM MAPPING APPROACH

Value stream mapping involves first developing a baseline map of the current situation of a company’s external and/or internal operations and, then, applying lean concepts, developing a future state map that shows improved operations. Exhibit 12.14, for example, shows the current state with a production lead time of 4.5 days. This system is a batch/push system (indicated by striped arrows) resulting in long delays and inventory buildups. Exhibit 12.15 shows the future state map with production lead time of 0.25 day. This was accomplished by moving to a continuous-flow pull system and attacking the seven wastes. VSM uses a number of special icons and display format of boxes and flows. For a more complete discussion of the methodology, see Jared Lovelle.8

 

Exhibit 12.14 Map of the Current State

Exhibit 12.15 Map of the Future State

QUESTIONS

1. Eliminating the queue of work dramatically quickens the time it takes a part to flow through the system. What are the disadvantages of removing those queues?

2. How do you think the machine operators would react to the change?

3. What would you do to ensure that the operators were kept busy?

 
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MKT 100 Week 10 Assignment 2: Situation Analysis

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Assignment 2: Situation Analysis

A company self-examination. What are we known for? Who do we want to become?
In this assignment, you will create a Situation Analysis for one (1) of the following companies / brands: Fiat Chrysler, Amazon.com, or Google.

Each of these three (3) companies (Jeep Cherokee, Amazon.com, and Google) has been through numerous changes in recent years. For this assignment, select only one (1) company / brand. Use the information listed, as well as your own knowledge and research, to complete the provided situation analysis template. Additional research should include the use of the company’s Website, the course textbook, and other online sources.

*Remember to only select one (1) brand from the options

TEMPLATE 

Based on what you’ve learned so far in this course, regarding the 5 Cs, 4Ps, and STP, complete the assessment questions below. Submit the completed template in the Week 10 assignment submission link.

 

Name:

Professor’s Name:

Course Title:

Date:

Company/Brand Selected (Fiat Chrysler Automobiles, Amazon,   or Google):

1. Customers

Who are the current customers/users? Include information related to demographics, psychographics and buying behavior, price sensitivity, customer satisfaction and loyalty.

For example: You could include information such as whether the brand is trying to appeal to a certain social or cultural group and how customers perceive the product/brand. It’s also possible to include demographic information related to: age, educational attainment, geographic area, gender, race, employment status and/or home ownership. Additionally, you can discuss psychographic information which includes those attributes that relate to personality, values, attitudes, interests, or lifestyles of people. This area is also related to situational life stages as well as customer beliefs, and how customers want to see themselves and be perceived. Some examples of psychographic groups include video gamers, soccer moms, sports fanatics, hipsters, and single moms. Life cycle stages include: retirees, new homeowners, college students and new parents. Be aware that some products/brands may appeal to a wider customer base than others.

[Insert response]

What do the customers buy/use?

[Insert response]

What changes can the company/brand expect in the future? How can the company/brand better serve its customers? Include information about potential opportunities and threats.

For example, you could include information about the current demand for the product/brand, and how it is changing or has changed including possible variations or modifications in the future. You may also determine/discuss if the brand/company can take advantage or has taken advantage of the changes. It’s also possible to consider and talk about whether the product/brand is a less expensive substitute, perhaps, or maybe a product/brand that is easier to use with more features.

[Insert response]

 

2. Company

[This is what the brand is currently.]
Identify strengths and weaknesses of the company/brand as it exists today. What does the company/brand do well and not so well at this very moment?

[Insert response]

[This is what the company/brand needs to become.]
 How can the company/brand improve its weaknesses and maintain or grow its strengths? Suggest how the company/brand can improve upon the things it does well and not so well.

[Insert response]

3. Context

Define the current business environment. Include information about political, legal, economic technological and societal factors that may influence sales.

For example: You could perhaps discuss the current trends and conditions for this Industry and for the brand. It’s possible to include information about how the Economy affects this industry. This could include changes in income: are people losing jobs, or getting paid more?  Changes in spending habits could be considered as well. Other factors such as use of public transportation and shopping online may also be relevant. Whether or not the product is high-tech, or state-of-the-art can be also be included in describing the context. For example, are there other companies producing new versions of the product? Is the market changing quickly? How is technology affecting this product or service? Are there any new laws that may affect the brand?

[Insert response]

4. Collaborators

Define the business partnerships. Does the company/brand have any current partnerships? What other company/brand may be a good partner for them?

[Insert response]

5. Competitors

Who are the main competitors?

[Insert response]

6. Recommendations

Based upon the analysis you just completed in this worksheet, what are three (3) key recommendations that you could pass along to Management regarding the future direction of the company you selected?

1. [Insert response]

2. [Insert response]

3. [Insert response]

 
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Individual Leadership Development Plan

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Assignment Introduction

Preparation

Reflect on your LPI (and/or other leadership assessment) results and your personal career goals. In this paper, which is intended to help you start to build a personal leadership development plan, you should report on the results of your Leadership Practices Inventory (LPI) (and, if desired, other leadership assessment(s) you have done) in light of the course concepts from readings and discussions, and your own background and experience. Consider the behavioral statements (numbered 1-30 in the LPI) on which you rated yourself very high or very low.

Paper Instructions

Your paper should address the following components:

Identify areas of strength and areas for development:

· Describe in what areas you have strengths and why and how you believe you came to develop those strengths.

· Describe why you think you engage so seldom in areas where you rated lower in leadership practices (patterns of action)?

Establish goals for development:

· Identify the specific leadership practices in which you would like to improve. You should describe these practices in terms of your career goals and the leadership competencies you believe will be needed for exemplary leadership in your chosen career. Describe why have you chosen to focus on these practices.

Develop a plan for your development

Describe specifically what you plan to do to improve in these practices (specific action steps). Develop a detailed plan for improvement, including specific actions, resources you plan to use (or find), a timeline, and how you will measure your progress. You may wish to do this in a table format.

5. Describe an ideal mentor to assist you in achieving your leadership development plan (you may already have a person in mind for such a role. If so, describe that person. If not, what would that person be like? e.g., what strengths would they have? What would their personal style be?) Describe how you would like to be mentored. If you don’t have one already, how will you go about finding a mentor?

Paper Guidelines

· Page limit: 12 double-spaced pages (you may disregard appendices from the max page count)

· Review the rubric attached to this assignment for criteria

Submission Details

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Grading

· This activity is graded out of 45 points

· See the rubric below

 

Rubric

Assignment 1 Rubric

Assignment 1 Rubric
Criteria Ratings Pts
This criterion is linked to a Learning Outcome1. The results of the student’s Leadership Practices Inventory are clearly stated.
5.0 to >0.0 pts

Full Marks

 0.0 pts

No Marks

 

 5.0 pts
This criterion is linked to a Learning Outcome2. Practices with high and low ratings are identified, and the reasons for these are discussed.
5.0 to >0.0 pts

Full Marks

 0.0 pts

No Marks

 

 5.0 pts
This criterion is linked to a Learning Outcome3. Specific leadership practices are identified for improvement, and the rationales for choosing these practices are presented. (Credit for this item is weighted twice as high as for items 1, 2, 5, 6 and 7.)
10.0 to >0.0 pts

Full Marks

 0.0 pts

No Marks

 

 10.0 pts
This criterion is linked to a Learning Outcome4. Specific plans are presented for improving the practices chosen for improvement. (Credit for this item is weighted twice as high as for items 1, 2, 5, 6 and 7.)
10.0 to >0.0 pts

Full Marks

 0.0 pts

No Marks

 

 10.0 pts
This criterion is linked to a Learning Outcome5. The paper shows mastery of those portions of The Leadership Challenge that pertain to the practices discussed.
5.0 to >0.0 pts

Full Marks

 0.0 pts

No Marks

 

 5.0 pts
This criterion is linked to a Learning Outcome6. Paper discusses an ideal mentor, given the student’s LPI and development plan.
5.0 to >0.0 pts

Full Marks

 0.0 pts

No Marks

 

 5.0 pts
This criterion is linked to a Learning Outcome7. The paper is well-planned, well-written, and logically organized.
5.0 to >0.0 pts

Full Marks

 0.0 pts

No Marks

 

 5.0 pts
Total Points: 45.0

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3-1 Jamie

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reply to the students’ response and not the question  in 150 words minimum and provide 1 reference. Respond to the students response as though you are talking to them, use name

question

  1. In consideration of merit increase amounts and equity theory, from an employee perspective – how important is the perceived percentage to an employee regarding his/her increase? Why?
  2. From an employer perspective, how do you manage expectations and equity around merit and equity? What are some factors to consider to keep high-level performers engaged.

students answer

 

  • In consideration of merit increase amounts and equity theory, from an employee perspective – how important is the perceived percentage to an employee regarding his/her increase? Why?

Merit pay programs are designed for the employee’s pay increases in compensation to be determined by their job performance.  Martocchio (2020) states that “for the pay increase to be considered meaningful, the employee must see the size of the increase as substantive in a relative sense as well as in an absolute sense” (p. 190).  Equity theory suggests that employees must perceive the percentage increase similar to the ratio for other comparably performing people in the company which means that the best performers should be receiving the largest merit increases (Martocchio, 2020, p. 190).  The employee wants to see that their percentage is equal to the performance conducted. This is important so the employee is perceiving they are being rewarded appropriately based on their performance.

  • From an employer perspective, how do you manage expectations and equity around merit and equity? What are some factors to consider to keep high-level performers engaged.

Employers can manage expectations regarding merit and equity by utilizing compensation budgets to see how much money they have in the budget for employee increases which will help them to develop a system to motivate employees.  Since the company only has so much money to reward the employees with, the top performers should be the ones to receive the merit pay increases through linking job with performance. Employers needs to take into account the cost-of-living increases when increasing an employee’s salary with a merit pay raise so the employee sees it as a meaningful pay increase.  Some factors to keep high-level performers engaged can be for managers not to wait 12 months for an employee review to discuss merit pay increase, providing smaller but more-frequent salary increases or offer a lump-sum bonus that would be equal to a salary increase (Sammer, 2020). Sammer (2020) also suggests that managers should “engage in preparatory communications well before compensation discussions and performance reviews begin.”

References:

Martocchio, J. (2020). Strategic Compensation: A human resource management approach (10th ed.). Boston: Pearson Education.

Sammer, J. (2020). Reward Top Performers Even in Lean Times. Retrieved 22 January 2020, from https://www.shrm.org/hr-today/news/hr-magazine/pages/0914-rewards-performance-based-pay.aspx

 
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