Description Of A Person Essays - , Term Papers

Description Of A Person Descriptive Essay As I was sitting in the cafeteria, I realized that this assignment wasnt easy to write. I began to observe many people and I noticed that it could be very interesting to actually sit and observe someone for a long period of time. I decided to sit alone and actually pick someone who probably would have a lot to describe about. I chose this elderly man whom Ive seem since I started the university. I think he must be about 80 years old and he is enrolled in many classes. Coincidently, he was sipping his coffee and eating his crackers when I began to observe him. The first thing that came to my mind is how admirable it is to see someone that age enrolled in the university. It makes really stop and realize that I have a great privileged to be able to come to school everyday. I wonder why he is in school now and I wonder what he must be thinking. He seemed very puzzled for a moment when he began to look for his car keys. I noticed he had dropped them on the floor and I helped him pick it up. He had this enormous smile as I looked at him and picked up the keys for him. He repeatedly said, thank you dear. As I continued, observing him, my mind began to drift and assume all these possibilities in which he might be in school now. Some assumptions I made is that he is retired, maybe not married and wants some entertainment in his life. He looks like a prestigious man. The times I seem he is always wearing his thick, dark glasses which are slightly taped on the side and his red suspenders. His shoes seem old, but he is probably like my grandfather who always liked his oldest pair of shoes because they were the most comfortable. It was great to actually sit and observe someone, you can get a lot of it without actually knowing it. Engineering Reports

Maggie Marketing and Business

Maggie Marketing and Business Maggie: Marketing and Business-level Strategic Planning Essay Global Business Strategy Week10 Business-level Strategic Planning Learning Objectives Types of business-level strategies – Porter’s typology – Miles & Snow’s typology – Product life cycle Business-level strategic planning – Value-chain – Strategy clock Week 10 2 Porter’s Competitive Strategies Overall cost leadership – Supply the same product or service at a lower unit cost than competitors Differentiation – Supply a product or service of which one or more attributes are perceived as more valuable Focus – Target certain types of products for certain customer groups or regions Week 10 3 Cost-leadership Cost leader can be obtained through economies of scale simpler product design lower input costs efficient organisational process Case: IKEA simple, high-quality Scandinavian design (cost-saving in product design) buying offices in 45 countries (cost-saving in inputs) knock-down furniture kits (cost-saving in assembling and delivering) huge suburban stores (cost-saving in warehousing) customer self-service with tape measures, pens and notepaper (cost-saving in staffing) Week 10 4 Differentiation Differentiation brings competitive advantage meet the buyer needs in a unique manner create the higher perceived value and able to charge a higher price quality differentiation Rolex customer service Singapore Airlines value-for-money Fisher and Paykel, Mark and Spencer brand image Coca-Cola, Calvin and Klein Week 10 5 Focus focus strategy brings competitive advantage match the features of specific products to the needs of specific customer groups geographic region ethnicity purchasing power tastes cost focus and differentiation focus Week 10 6 Stuck in the middle Firms with no clear generic business strategy high Differentiation or low-cost strategy Focus strategy profitability Stuck in the middle low low market share Week 10 high 7 Miles & Snow’ Typology (1) Prospector – – – – Risk-taking Growth oriented Aggressively seek markets and opportunities Entrepreneurial style of management defender – – – – Protect current markets Maintain stable growth Serve existing customers Emphasize efficiency over innovation Week 10 8 Miles & Snow’ Typology (2) Analyzer – Protect current market share + create market opportunities – Seek balance between: Efficiency and innovation Risk-avoidance and risk-taking Control and flexibility Reactor – No consistent approach – React to environmental changes – Compared to prospector: Drifts with events vs. seek out opportunities Wait to be influenced/changed vs. influence/change the industry Week 10 9 Product Life Cycle (PLC) introduction growth mature decline Market growth Low High Low to moderate Negative Competition Low Increasing Intense Changing Overall objective Market awareness Create consumer demand Defend market Consolidate, share maintain or exit Sales and marketing Production efficiency Major functional R&D concern Week 10 General management and finance 10 Strategies based on PLC prospector analyzer defender reactor differentiation low cost low cost focus differentiation Week 10 11 Business-level Strategic Planning: value chain Organization Infrastructure Human Resources Information Systems Material Management support inbound logistics production outbound logistics Week 10 marketing & sales service 12 Value-added Analysis: sporting shoe industry Value-added 17 3 30 50 component manufacturing assembling wholesale retail 35% 30% 15% 100 10% cost Week 10 13 The smiling curve Week 10 14 Business-level Strategic

The management styles in the case of MULTICO Study

The management styles in the of MULTICO - Case Study Example On the other hand, there is always the choice of changing existed strategies and developing alternative plans, i.e. of introducing changes that can refer to a variety of organizational sectors. In this context, it is noticed that 'change is a constant in modern working life; since change is inevitable, managers must work to give their staff a sense of control over changing situations' (Rosenberg, 1993, 21). Current paper focuses on the changes implemented in Multico, a firm that operates around the world, especially referring to one of the firm's divisions, the 'DrugDiv'. In this division a series of changes was attempted; these changes involved in the replacement of the firm's (division's) IT systems. Appropriate training was offered to the firm's staff however it seems that there were further more issues that should be discussed regarding the specific initiative of the firm's managers. In Multico, management decisions focus on the expansion of the business activity and the increase of the productivity of employees. For this reason, a series of changes has been promoted by the firm's managers in order for the firm's operational standard to be improved - technology is the main tool for the achievement of this target. ... The implementation of the new IT system has been promoted without the employees to be informed in advance on the attempted changes; even after the implementation of the IT system the employees were not asked to state their view regarding the whole scheme. On the other hand, gradually efforts have been made by the firm's management in order to fill this gap. This effort started in December 1995 when each member of the staff was given a new laptop computer and new software in order to communicate more effectively with the other members of the staff. Apart from that, a database was also provided to all firm's employees (one year after, in December 1996) in order to further support the training of the employees on new systems and to improve the communication and the access of employees to valuable data. The above behaviour of the firm's management team could be evaluated using the relevant literature. In accordance with Eoyang et al. (2001, 5) 'many organization change initiatives start at the top and deal strongly with any resistance from system agents that blocks progress; common ways of responding to resistance include downsizing, restructuring, and re-engineering'. On the other hand, Huy (2002, 31) supported that 'fundamental change in personnel, strategy, organizational identity, or established work roles and interests often triggers intense emotions'. In other words, the way that managers in Multico handle the whole project (implementation of changes in the 'DrugDiv' division of the firm) could have led to severe turbulences within the organization. The above assumption is also supported by Coombs et al. (2004, 491) who noticed that 'managers need to understand how aggressive behaviour may signal organizational problems such as stress, resistance to