Identify and describe ways that policies and procedures facilitate strategy execution.

Study this short case and then answer the following questions:

Differing Perceptions at Clarkston Industries1

Susan Harrington continued to drum her fingers on her desk. She had a real problem and wasn’t sure what to do next. She had a lot of confidence in Jack Reed, but she suspected she was about the last person in the office who did. Perhaps if she ran through the entire story again in her mind she would see the solution.

Susan had been distribution manager for Clarkston Industries for almost twenty years. An early brush with the law and a short stay in prison had made her realize the importance of honesty and hard work. Henry Clarkston had given her a chance despite her record, and Susan had made the most of it. She now was one of the most respected managers in the company. Few people knew her background.

Susan had hired Jack Reed fresh out of prison six months ago. Susan understood how Jack felt when Jack tried to explain his past and asked for another chance. Susan decided to give him that chance just as Henry Clarkston had given her one. Jack eagerly accepted a job on the loading docks and could soon load a truck as fast as anyone in the crew.

Things had gone well at first. Everyone seemed to like Jack, and he made several new friends. Susan had been vaguely disturbed about two months ago, however, when another dock worker reported his wallet missing. She confronted Jack about this and was reassured when Jack understood her concern and earnestly but calmly asserted his innocence. Susan was especially relieved when the wallet was found a few days later.

The events of last week, however, had caused serious trouble. First, a new personnel clerk had come across records about Jack’s past while updating employee files. Assuming that the information was common knowledge, the clerk had mentioned to several employees what a good thing it was to give ex-convicts like Jack a chance. The next day, someone in bookkeeping discovered some money missing from petty cash. Another worker claimed to have seen Jack in the area around the office strongbox, which was open during working hours, earlier that same day.

Most people assumed Jack was the thief. Even the worker whose wallet had been misplaced suggested that perhaps Jack had indeed stolen it but had returned it when questioned. Several employees had approached Susan and requested that Jack be fired. Meanwhile, when Susan had discussed the problem with Jack, Jack had been defensive and sullen and said little about the petty-cash situation other than to deny stealing the money.

To her dismay, Susan found that rethinking the story did little to solve his problem. Should she fire Jack? The evidence, of course, was purely circumstantial, yet everybody else seemed to see things quite clearly. Susan feared that if she did not fire Jack, she would lose everyone’s trust and that some people might even begin to question her own motives.

Q1: Explain the events in this case in terms of learning, perception, and attribution (18 marks, 3 marks for each point)?

Q2: If you were to decide about this case, would you fire Jack or give him another chance? Why?

Q3: Does personality play a role in this case?

Guidelines - Do not rewrite the questions in your answers. - When answering, refer to each question by its symbol (e.g. Q1) - Answer in a new Word file

Ch 07 - Leadership Moment (BW13)

11 unread reply.11 reply.

You are now a leader. What you do and say is important. Please read the following situation in its entirety.  

1) Write 3 sentences or more about what you will say to the new men now under your command?

1. You can write a script of what exactly you would say, or
2. Write about the topic or thing you would want to convey to the men.

After you are done. Go find Prof. Grooms' comment. There is a video of what possibly the real Colonel Joshua Lawrence Chamberlain said.

You are also free to comment on your classmates' posts, but you are not required.

*******

A Leadership Moment

It is May 24, 1863, and you are 34-year-old Colonel Joshua Lawrence Chamberlain, commanding officer of the 20^th Maine Regiment of Infantry. You have been with the 20^th Maine since it was founded less than a year ago in late summer, 1862, but you took command of the regiment only four days ago. Your unit is currently marching through Virginia as part of a larger Union army that is on course to engage General Robert E. Lee’s Confederate Army.

Everything you know about military command you have learned in the last nine months. Prior to the war, you were a professor of modern languages at Bowdoin College in Maine, with no military experience. To the surprise and regret of your academic colleagues, your passion for the Union cause led you to sign up. Your colleagues had sent a message to the Governor of Maine saying that you were “no fighter,” but the Governor had nonetheless appointed you a Lt. Colonel in Maine’s newest regiment.

You have just received a message that you are to be given charge of about 120 new troops from the 2^nd Maine. You need them – your unit began with about a thousand men when it was formed, but a combination of illness, injuries, deaths, and desertion have left you with fewer than 400.

The new troops would be good news except for the fact that they are mutineers. The 2^nd Maine has been decommissioned. A majority of its members had signed two-year contracts, and they have gone home. Left behind were 120 survivors who had signed for three years. After fighting in 11 battles and losing most of their fellow soldiers, they are tired and discouraged. They want to go home too, and they have stubbornly refused assignment to any other regiment.

In transferring these soldiers to your regiment, General George Meade has ordered you to “make them do duty or shoot them down the moment they refuse.” The mutineers have just been dropped in your regiment’s lap, still in uniform but disarmed. One of their number has been elected as a spokesman to relate their grievances. You meet him, and he explains that they had not been fed in several days (part of an effort by the Army to whip them into line), most of their fellow soldiers had died or gone home, they had fought and suffered in numerous battles, they were discouraged with the pace of the war and expected that the Union would probably lose, in no small part because the leadership of Union officers was so poor.

Your regiment will be moving out shortly. You need to talk to the 120 soldiers from the 2^nd Maine. They’re yours now. What is your plan, and what will you say to them? Will you bring them along under guard? Order them to fight? Shoot them if they refuse? Persuade them to join your unit? If so, how? You don’t have much time to choose a course of action and put it into motion.

A queueing system serves two types of customers. Type 1 customers arrive according to a Poisson process with a mean rate of 5 per hour. Type 2 customers arrive according to a Poisson process at a mean rate of 3 per hour. The system has two servers, both of which serve both types of customers. All service times have an exponential distribution with a mean of 10 minutes. Service is provided on a first-come-first-served basis. a. What is the probability distribution of the time between consecutive arrivals of customers of any type, what is its mean? b. Assume that when a Type 2 customer arrives, he finds two Type 1 customers being served and no other customers in the system. What is the probability distribution of this Type 2 customer’s waiting time in the queue and it mean?

Write a report about intercluter communication

the report must include

introduction

3 paragraph

conclusion

( at least 800 words)

Case Study: “Supply chain whirl”
While the 2001 global overhaul of Whirlpool's supply chain systems remains a work in progress today, managers say its success to date is encouraging the remaining systems work.
The supply chain at Whirlpool in 2000 was broken. Indeed, a manager there at the time quipped that among the four major appliance makers in the U.S., Whirlpool ranked fifth in delivery performance.
"We had too much inventory, too little inventory, wrong inventory, right inventory/wrong place, any combination of those things," says J.B. Hoyt, who was then supply chain project director. He says a sales vice president approached him one day and said he'd accept even worse performance from supply systems if they would just be consistent rather than wildly bouncing back and forth between good and poor production and shipping plans.
So in 2001, Whirlpool embarked on a multiproject global overhaul of its supply chain systems. The meta project remains a work in progress today, with a number of systems yet to be rolled out and some major technical issues to be resolved. But managers at Whirlpool say its success to date -- including huge improvements in customer service and reduced supply chain costs -- is providing the psychological and financial impetus to drive the remaining systems work.
Source: Anthes, G.H. (2015)

1. In order to understand Whirlpool’s supply chain information needs, discuss the purpose, characteristics and key performance dimensions for information flows for the following supply chain activities:
 Strategic decision making
 Tactical planning
 Routine decision making
 Execution and transaction processing (20)

2. Discuss, using examples, the difference between CRM and SRM applications. (5)

Discuss the pros and cons of a strategy of unrelated diversification.

With product development and product positioning in mind, describe a new product concept that you think would meet unfulfilled consumer needs in your favorite sport. Be sure to describe the product and explain/justify your decision.

1. How do consumers process and evaluate prices?

2. How should a company set prices initially for products or services?

3. How should a company adapt prices to meet varying circumstances and opportunities?

4. When and how should a company initiate a price change?

5. How should a company respond to a competitor’s price change?

Hyewon Kim owns her own catering business. She continually monitors her other expense costs, including the cost of liability insurance for drivers of her catering vans. This year, Hyewon’s auto insurer advises her that insurance rates for her coverage will increase by 15 percent next year. The insurance company also states that if Hyewon will institute a preemployment drug-testing program for those employees who will drive her vans, there will be no insurance rate increase. Hyewon does not currently require potential employees to agree to be drug-tested prior to becoming employed in her business, but it is legal to do so in her state. What should Hyewon tell potential employees about her reason for implementing a preemployment drug-testing program? What should she do if a potential employee refuses to agree to the test?

Student Instruction for This Assignment

You have entered the OM Program after finishing an a post-secondary degree in a discipline. Some of you have worked after you last graduated and thus have acquired work experience. These two background can lead you to start a career in Operations Management in Canada, for which you will have to go through job interviews. Your confidence in presenting your work experience and education is crucial for your success. It would be prudent to build and showcase such confidence and this assignment intends to help you with this task.

In this assignment you consider yourself in a job interview and faced with this question: what do you know about Operations Management that distinguishes you from others? Give us an example of how you may apply your skills and knowledge.

-Choose one area (method, procedure, etc.) of Operations Management you have learned well,

-Give an example of how you can apply that area to what you had learned or the area you worked in previously.

1-What is a marketing channel system and value network?

2.What work do marketing channels perform?

3.How should channels be designed?

4.What decisions do companies face in managing their channels?

5.How should companies integrate channels?

Q3.

Premium Toyota dealership wants to develop forecasts for next year’s quarterly sales of a midsize SUV. Sales were 80,000 in 2018 and 84,000 in 2019. It has collected quarterly sales for the past two years. It has also forecast total annual sales for next year to be 90,000 SUVs. What is the forecast for each of the four quarters of next year?

Q4

Mister Baker wants to evaluate performance of its pastries forecast. Mister Baker sales in last four weeks were 80, 100, 105, and 90 units, respectively. In addition, the sales forecasts (for the same four weeks) were 60, 80, 95, and 75 units, respectively. Calculate the MAD, MSE, and MAPE for these four weeks.

National Scan, Inc., sells radio frequency inventory tags. Monthly sales for a seven-month period were as follows:

b. Forecast September sales volume using each of the following:

(1) A linear trend equation.(Round your intermediate calculations and final answer to 2 decimal places.)

Yt   ______thousands

(2) A five-month moving average. (Round your answer to 2 decimal places.)

Moving average _______ thousands

(3) Exponential smoothing with a smoothing constant equal to .15, assuming a March forecast of 16(000). (Round your intermediate forecast values and final answer to 2 decimal places)

Forecast ______ thousands

(4) The naive approach.

Naive approach _______ thousands

(5) A weighted average using .65 for August, .15 for July, and .20 for June. (Round your answer to 2 decimal places.)

Weighted average ______thousands