INSTRUCTIONS: Weber's analysis of legitimate authority: traditional, charismatic, and rational-legal. Which of these three types of authority serves a healthcare manager the best, in your opinion? Describe that type of authority and defend your position.

We end with leadership, which many would argue should be at the start of any organization.

Discuss the importance of leadership behaviors in effective strategy implementation. What qualities and behaviors do you believe are most important in a leader relevant to strategy implementation. If applicable, include your personal experiences.

a recent bloomberg business week article reported that de beers (an international corporation that specializes in diamond exploration, diamond mining and diamond retail business), is lowring prices for the first time in years in reaction to an oversupply of polished gems. one might point towerds the impact of economic and technological macro environmental factors

Read the article “Rehired Hydro One staffer ‘made amends’ for FHRITP incident, union says.” a. Do you think employers in the future will terminate employees for similar off-duty conduct if there is a risk of reinstatement? b. Is the risk worth it in order to ‘send a message’ about acceptable social conduct? c. Do you agree with the arbitrator’s decision in this situation? Why? Why not?

Do you think you can have a strong Threat and Error Management system without good Crew Resource Management? Why or why not?

1. According to Hau Lee’s uncertainty framework, which of the following supply chain is the least challenging to manage?

1. Agile Supply Chain
2. Efficient Supply Chain
3. Responsive Supply Chain
4. Risk-Hedging Supply Chain

     Answer: ______     

2. If the customer value is high, clock speed is high, and the competitive position is weak, the firm should

1. Outsource only
2. Develop in-house capability
3. Acquire a supplier
4. Develop strategic partnering.
5. Either strategy from B, C, D is appropriate.

Answer: ______     

Share a time where an organization you worked with used a process improvement tool. What tool was used, what was the situation that warranted this work and what was the outcome. If you haven't worked with a process improvement tool, please discuss a situation where you felt like one of these tools would have come in handy.

Who is a stakeholder and why are they, and their voices, important?

As a stakeholder in Post University, next week in all your courses you are going to be asked to complete your student survey. Big deal… Why should your instructors care about what you have to say? Why should Post care about what you have to say? What difference can you, or any stakeholder make by conveying your thoughts to the company you’re a stakeholder in? Is there a better way to reach for a result or action from the company?

If you own the company, why should you listen to feedback regarding improvement for the company you have poured you heart, soul, and monies into?

Consider yourself as a management consultant, specializing in supply chain projects, hired by the executive leadership team of Kellogg's. The scope of your consulting engagement is to research and analyze the company's current problem and supply chain abilities and provide recommendations on how the company could better align their reverse logistics capabilities going forward with their stated company mission, and their perceived approach to strategic competitive advantage.

The company is Tesla, Inc. (Formerly Tesla Motors Inc.)

Please make an assessment and evaluation of proposed alternative strategies and course of actions.

Make sure it's Tesla again.

Thank you!

What are the best social media campaigns and what can you learn from them?

What is AI? Give examples of it's use today. What do you think its significant will be over the next 5 years?

How would you improve the customer experience for your company/school? What role would IT play?

HUAWEI’S INTERNATIONALIZATION STRATEGY

INTRODUCTION

In October 2016, Shenzhen-based networking and telecommunications equipment and services company Huawei Technologies Ltd. (Huawei) unveiled its 14-port and 3-D Hexa-beam antennas to address the challenges associated with the 4.5G and 5G era at the 5th Annual Global Antenna and Active Antenna Unit Forum held in Paris. Commenting on the launch, Zhang Jiayi, president of Huawei’s antenna business unit, said, “Huawei focuses on satisfying the requirements of operators in the MBB (mobile broadband) era.”

Founded in 1987 in Shenzhen by Ren Zhengfei (Ren), a former military engineer in the People’s Liberation Army (PLA) – the unified organization of the armed forces of China, Huawei started as a sales agent for a Hong Kong-based company selling private branch exchange (PBX) switches. Soon, the company innovated and started selling its own PBX switches. Having established its domination over the Chinese telecommunications market, the company entered the global markets of Russia and Africa in 1996 and later mature The origin of Huawei Technologies Ltd. (Huawei) dated back to 1987 when Ren Zhengfei (Ren), a former military engineer in the People’s Liberation Army (PLA), founded the company in Shenzhen with the aim of making it the backbone of China’s communications industry.

The company started as a sales agent for a Hong Kong company selling private branch exchange (PBX) switches with an initial investment of US$ 3400. By 1990, it had acquired enough resources to open its first research laboratory. In the same year, i.e. 1990, the company made its own PBX and started selling the switches to hotel networks at prices lower than those of imported devices

HUAWEI’S INTERNATIONALIZATION STRATEGY

In the mid-1990s, the Chinese domestic telecommunications networking equipment market was dominated by giant international telecom equipment companies. Their dominance led to Huawei having a relatively weaker position in China. Ren believed that the Chinese telecommunications market was the largest and among the most open markets in the world attracting global telecommunication giants to the country. As a result, he felt, “The best food has all been eaten up by the global giants and what we can do is to have those leftovers.” This prompted Huawei to consider entering international markets. Commenting on its international expansion, Ren, said, “We were forced to go into the international market for our very survival.”

CHALLENGES IN THE GLOBAL TELECOM MARKETS

Though Huawei achieved huge success in several global markets, the US was a different story altogether. Despite bidding several times since the company first entered America, Huawei failed to win a single big contract from top-tier carriers such as AT&T, T-Mobile, and Verizon. The US telecom companies had had long relationships with home-grown suppliers such as Lucent, Motorola, and Cisco. Moreover, the US telecom majors felt that while the telecom equipment manufactured by Huawei was fine for emerging markets, it was not reliable or suitable for the 24/7 service required by networks in the US. Though by 2011, Huawei had developed some of the most innovative and fastest equipment in the telecom industry, it continued to face resistance in the US.

THE CHALLENGES CONTINUE...

While Huawei was making several efforts to crack the global telecom markets, in July 2015, Malcolm Turnbull, Communications Minister, Australia, stated that amidst security threats, telecom companies in Australia had been barred from using equipment from Huawei and ZTE. This meant that Huawei would lose its existing business in Australia since it provided equipment for consumer devices and backend networks for Vodafone and Optus. There could also be more trouble in store for Huawei with the Pentagon and the US military announcing plans in October 2015 to ban the use of Huawei equipment.....

LOOKING AHEAD

In November 2016, when the US telecom market announced its plans to build the nation’s 5G wireless network, Huawei was also gearing up to roll out its 5G wireless network by 2020. Though Huawei had earlier stated that it had given up on the US market, Ren hinted that the company had not given up on the country permanently and that it planned to make a “glorious” return to the US. However, Huawei stated that it would not focus on the US market currently but would concentrate on other global markets. According to Ken Hu (Hu), Huawei’s CEO-in-rotation, “For our 5G strategy, we currently focus on markets like China and Japan among others. In the US right now, we’re not making significant progress and we don’t have big plans for that market.”

Case study question

In the context of Huawei discuss the strategies for having a global footprint which is followed by companies in an International Business setting.