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Category: Management

  • * THE COMPANY IS UPS (UNITED PARCEL SERVICE, INC) *Perform a buy-build-ally analysis for your…

    THE COMPANY IS UPS (UNITED PARCEL SERVICE, INC)
    Perform a buy-build-ally analysis for your company and recommend actions the company can take to realize the identified opportunity within five years. Use resources such as the company website, which will have pertinent information including its most recent sustainability report, and other relevant sources to help complete this presentation. You can also use the resources in the MBA Library Research Guide to conduct further research about your company.
    Create a Microsoft PowerPoint presentation to show the results of your analysis and present your recommendations. Use both on-slide text and narration or speaker notes in your PowerPoint slides to convey your information effectively. If narration is not possible, precise and extensive speaker notes should be used, while addressing all of the rubric elements in the presentation. For example, you can use brief, bulleted lists summarizing the highlights of your analysis on the slide and include more detailed explanations in your speaker notes.
    Specifically, you must address the following rubric criteria:
    Implementation strategy (slides 1–3):
    Recommend an implementation strategy for your company. Determine whether the company will need to buy, build, or ally with another company. Consider the skills, facilities, products, and services the company will need to capitalize on the identified opportunity. Use the speaker notes of your presentation to explain the strategy behind your buy, build, and ally recommendations.
    Timeline (slides 4–5):
    Construct a timeline showing what your company should achieve by the end of each year for the next five years.

  • NewTel is a telephone company with a policy of filling positions internally through promotions,…

    NewTel is a telephone company with a policy of filling positions internally through promotions, rather than hiring from outside. Until recently, the company had a strong engineering focus and tended to prombte people to senior executive positions from the engineering areas. Consequently, almost all of the company’s 14 senior executives joined the company over 20 years ago as junior engineers. There is increasing pressure on NewTelto become more market and service oriented. As a result, four people were hired last year from firms to fill new serior executive positions in marketing and service departments. The extemal hires were necessary because current employees were not sufficiently qualified. Now, there are signs of tension among senior executives, particularly during budget deliberations where there is limited discretionary spending on new corporat activities. The four new hires have been thwarted in their attempts to have the company imvest more in marketing and customer services instead of investing in technological research, and they blame the senior executives for being hard-headed. The confict episodes are being viewed by both sides as personal attacks rather than attempts to resolve the problem. The senior executives push back by insisting that cutting-edge technology speaks for itself, and nothing else matters. This is mainly an example of conflict due to which of the following?lack of communicationpoat incompatitityrele amblguitytequential tast interdependence

  • Phases in decision making: Problem-solving loop illustrates the phases of decision-making developed…

    Phases in decision making: Problem-solving loop illustrates the phases of decision-making developed in a somewhat circular path. Correctly order the following 4 phases of decision making from phase 1-4.
    Group of answer choices
    Phase 1 [ Choose ]
    Select for Phase 1:
    [ Choose ]
    Decision; accept a decision put into effect, evaluate outcome
    Alternatives; generate alternatives and assess their value
    Consensus-building; select the best options, attempt to gain support
    Identification/Clarification; identify problem, formulate goal, assess resources
    Phase 2 [ Choose ]
    Select for Phase 2:
    [ Choose ]
    Decision; accept a decision put into effect, evaluate outcome
    Alternatives; generate alternatives and assess their value
    Consensus-building; select the best options, attempt to gain support
    Identification/Clarification; identify problem, formulate goal, assess resources
    Phase 3 [ Choose ]
    Select for Phase 3:
    [ Choose ]
    Decision; accept a decision put into effect, evaluate outcome
    Alternatives; generate alternatives and assess their value
    Consensus-building; select the best options, attempt to gain support
    Identification/Clarification; identify problem, formulate goal, assess resources
    Phase 4 [ Choose ]
    Select for Phase 4:
    [ Choose ]
    Decision; accept a decision put into effect, evaluate outcome
    Alternatives; generate alternatives and assess their value
    Consensus-building; select the best options, attempt to gain support
    Identification/Clarification; identify problem, formulate goal, assess resources

  • A camera-maker’s price competitiveness in a particular geographic region is determined by whether…

    A camera-maker’s price competitiveness in a particular geographic region is determined by whether the average wholesale price it is charging camera retailers for its models is at least \( 10 \% \) below the highest-priced camera brand in the region; all companies whose average wholesale price is more than \( 10 \% \) below the highest-priced camera brand in the region are considered to be price competitive.
    whether its average wholesale price to camera retailers in the region is above or below the regional average price-companies whose average wholesale price is below the regional average are deemed to be price competitive while those with above-average wholesale prices are considered to have prices that are not competitive.
    how favorably the average wholesale price it is charging camera retailers for its models compares to the lowest average wholesale price being charged by a rival camera-maker in that same geographic region.
    whether the average wholesale price for its camera models is within 10\% of the lowest-priced camera brand in the region; a company becomes progressively less price competitive the greater its average wholesale price is more than \( 10 \% \) above the camera brand with the lowest average wholesale price.
    whether its average wholesale price is at least \( \$ 50 \) below the average wholesale price of the highest-priced camera brand in the region; all companies with average wholesale prices \( \$ 50 \) or more below the price of the highest-priced company are considered to be price competitive. All other companies are considered to be charging average wholesale prices that are NOT competitive.

  • While contracting with celebrities to endorse a company’s brand adds to the competitive power of…

    While contracting with celebrities to endorse a company’s brand adds to the competitive power of its product offering vis-a-vis the offerings of rivals, one of the big risks of bidding to win contracts for celebrity endorsements is that the payments made to one or more celebrities are virtually certain to exceed the value of any benefits gained unless and until the company’s overall celebrity rating exceeds 150 in each geographic region.
    Company managers will:
    underestimate the size of the added profits it will be able to earn if it wins the contract for the celebrity,
    submit too low a bid, and
    thus lose the contract to a rival bidder.
    Company managers will also underestimate the increase in the number of branded pairs the company will be able to sell if it wins the contract for the celebrity and not have the capacity to produce the extra volume, thus losing out on much of the added profit potential of signing the celebrity.
    A company can bid too aggressively and end up paying the celebrity an amount that exceeds the value of the celebrity’s endorsement — this is because it is hard to forecast whether the incremental gains in sales volume and revenues will be sufficient to more than cover not just the costs of the contract but also the added costs of the additional pairs sold.
    Company managers will underestimate the size of the extra profits the company will be able to earn if it (1) wins the bid for a celebrity’s endorsement and then (2) immediately boosts the SVO rating of the company’s branded footwear to B-stars or higher in all four geographic regions for the remainder of the contract period.

  • If a company’s actual results for revenues, net profits, EPS, and ROE turn out to be worse than…

    If a company’s actual results for revenues, net profits, EPS, and ROE turn out to be worse than projected, then it is usually because the competitive efforts exerted by rival companies to capture sales and market share for themselves in one or more geographic regions proved stronger than company managers anticipated given the updates of the regional-average competitive efforts that company managers made (or failed to make) in the Competitive Assumptions boxes on the Internet Marketing and Wholesale Marketing decision screens, thus resulting in the projections of the company’s profitability and overall performance being too optimistic.
    The number of model/styles that company managers decided to make available for sale in the various geographic regions for branded footwear was, on balance, below the average number of model/styles offered by rival companies. Company managers failed to do a good enough job of lowering the company’s per pair costs of branded footwear sold.
    This may have been the result of some combination of three factors:
    (1) the company’s product offering included too few models/styles of branded footwear;
    (2) a number of rival companies unexpectedly stole sales and market share by suddenly deciding to offer online buyers free shipping;
    (3) a number of rival firms boosted compensation of production workers to unexpectedly high levels (which had the effect of reducing the company’s expected gains in labor productivity and resulted in higher-than-expected labor costs per pair produced).
    Company managers failed to put enough emphasis on boosting the company’s e-commerce rating and increasing expenditures for brand advertising in most or all of the four geographic regions.

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  • Refer to the following scenario for the next 3 questions.A midsized manufacturing company sells…

    Refer to the following scenario for the next 3 questions.A midsized manufacturing company sells products directly to consumers, hires employees primarily from its local area, and aggressively opposes all employee efforts to organize or to form a union. Shortly after a new HR manager joins the company, an employee claiming to speak on behalf of other employees demands that the new HR manager change employees’ working conditions and threatens to organize if employees’ requests are unmet. The HR manager shares this interaction during a meeting with the HR director. The HR director informs the HR manager of the companys current struggles with productivity and its inability to manage or settle any labor disputes. The HR director also advises the HR manager that although employees have made similar threats in the past, those efforts to organize did not take place. The HR director provides the HR manager with data describing the financial performance deficit the company is experiencing and advises the HR manager to quietly manage employees’ complaints. After the meeting, a reporter in the local news media contacts the HR manager regarding communication with an employee of the company concerning poor working conditions.
    Given the repeated threats to organize as a union, which action is best for the HR manager to recommend to prevent similar threats from occurring in the future?
    AnswersEncourage employees to openly share concerns with company leadership.Revise the hiring process to select candidates capable of working in the current conditions.Resolve all concerns regarding the working conditions indicated by the employee.Provide financial incentives to top-performing employees.

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  • EEO: Equal Employment Opportunity (EEO) provides equal employment opportunities to all applicants…

    EEO:
    Equal Employment Opportunity (EEO) provides equal employment opportunities to all applicants and employees regardless of race, gender, veteran status, sexual orientation, ability, and other factors.
    EEO-1 Report:
    Companies with over 100 employees and government contractors are required to complete an EEO-1 report to monitor their inclusion of EEO in job categories.
    Affirmative Action:
    If there is under-representation of a specific group, the company may need to use Affirmative Action to intentionally recruit or hire from underrepresented groups, to improve opportunities for these demographics. Some steps can be taken such as reviewing job descriptions and interview practices to remove bias, and to improve opportunities for women and minorities.
    Company Brands:
    These days, there is more visibility in terms of an organization’s treatment of applicants and employees due to social media and websites such as Glassdoor. Large companies also can have strengths or weaknesses in terms of hiring and treatment of employees.
    SWOT:
    A SWOT analysis looks at the strengths, weaknesses, opportunities, and threats (SWOT) to a company’s brand or reputation based on its treatment of applicants and employees in some areas. For example, some companies have a positive reputation for worker treatment and others have opportunities to improve in hiring and internal promotion practices.
    Pick a company to research and reflect on how it has either been supportive of EEO and/or has opportunities to improve or compare and contrast two companies.
    Some Company Choices:
    Amazon, Abercrombie & Fitch, Bud Light, Campbell’s Soup Company, Chick-Fil-A, Disney, Google, My Pillow, Target, Walmart, Xerox