Based on following article answer the question given in the end

Helena Stevens is the manager of the engineering department at QVC Company. Ms. Stevens started her career at a competitor straight out of college and has worked hard to attain her current position. She was passed over for promotions several times when working for the other company and she’s confident the promotion decisions were based on her gender. Now that she is at QVC, she worries that she’ll face the same practices. She fears that she is looked down upon by superiors and subordinates in performing her role because she is a woman in a position most often held by male employees. Stevens and QVC’s Chief Operating Officer (COO) worked together previously at the competitor and, in fact, the COO convinced Stevens to join the company after the COO moved to QVC. Stevens and the COO have an excellent professional relationship. The COO has consistently commented to Stevens that he believes she’s capable of moving into senior management. John Johnson is the manager of the finance department at QVC and is well-liked by all in the company. Johnson is considered a “rising star” despite the fact that he joined the company only two years ago. He is quickly becoming known as a political player who, while quite skilled in his field, is more likely to advance as a result of his professional relationships with more senior executives. Johnson reports to the CFO, a person with whom he works well and, given the opportunity, would gladly replace. Stevens and Johnson have only interacted in cross-functional team meetings led by the COO. At his insistence, Stevens is leading a new and significant project for the company. To succeed, she’ll need the support of many other departments to kick off the project and see the new product to market launch. Stevens knows she needs to ensure that Johnson is “on the team” since he controls the amount and timing of the release of funds for capital expenditures for research and development of the product’s hardware and software; production costs; the amount that may be spent on marketing and legal matters, the efforts to sell the inventory of the current model and depreciating the inventory that ultimately can’t be sold once the new product is available. Adequate funding is critical to the success of the project; however, Stevens is uncertain about how to persuade Johnson to approve the different costs and expenses associated with the overall plan. She knows she needs a specific amount of capital to get started and to continue with some momentum. Stevens doesn’t want to push Johnson more than is absolutely necessary to ensure that he doesn’t speak negatively about her to others on the management team. Consequently, Stevens suggested to the COO that he host a get-together for Johnson and her before she began discussing the project in detail with Johnson. The COO obliged and recently invited both of them to a game of golf at Dallas Country Club on a beautiful Friday afternoon. The threesome never discussed the project itself, but the COO spoke positively on several occasions about Stevens’ ability to lead projects successfully. Stevens and Johnson met recently in Johnson’s office to discuss the project. Instead of sitting at the table typically used for meetings, Johnson directed Stevens to the chair in front of his desk. Johnson remained seated in his chair behind the desk and immediately propped his feet up on the desk and reclined back in his chair striking a casual pose. Instead of taking a seat, Stevens chose to stand. Although puzzled by her decision to stand, Johnson asked questions about the project and the discussions were well underway. Johnson then rose and stepped from behind his desk and took a seat at the table. He then
motioned to Stevens that she should also take a seat at the table, which Stevens did. The discussions continued for some time before Johnson asked Stevens, “Are you married?” Stevens, without missing a beat, smiled and said, “Not yet. . . I’ve been waiting for you to become available.” Johnson smiled and returned to the topic of the project. Consequently, Johnson began to discuss Stevens’ financial proposal in detail for more than an hour. Johnson is concerned that Stevens plans to spend far too much money in the earliest phases of the project instead of spending conservatively for long-term success. Stevens doesn’t immediately understand why Johnson refuses to approve her plan. Johnson states, “The amounts of cash to be spent in the first phase are somewhat high for a product that isn’t proven in the marketplace.” Stevens and Johnson identify a variety of options and after they identify as many as they believe are available, they discuss each option’s feasibility. Stevens then asks Johnson, “Will you agree to $x amounts, which are just slightly lower than I originally proposed?” Johnson responds with, “Yes, I will.” Stevens adds, “I’ll be sure to include you on my next golf outing with the COO.”

Read this statement from the scenario:

Stevens doesn’t want to push Johnson more than is absolutely necessary to ensure that he doesn’t speak negatively about her to others on the management team.

a. How does Helena Stevens' hesitation or even fear affect her negotiation with John Johnson? (10 points)

b. How does this approach differ from what is considered a traditional male approach to negotiating? (10 points)

2. Identify 1 of Stevens' verbal messages that is more typical of a male negotiator than a female negotiator? (10 points)

3. Identify 2 nonverbal messages that Helena Stevens uses with John Johnson that is effective in this negotiation and explain why each of her messages is effective. (20 points)

4. Focus on the exchange in the excerpt of the scenario below:

The discussions continued for some time before Johnson asked Stevens if she is married. Stevens, without missing a beat, smiled and said,

“Not yet. . . I’ve been waiting for you to become available.” Johnson smiled and returned to the topic of the project.

a. Explain why Stevens' verbal response is effective under these circumstances. (10 points)

b. What do Stevens' and Johnson's smiles indicate? (10 points)

5.  Identify and explain the process Stevens is affected by that may cause her to misjudge her work environment? (10 points)

6.  Identify and explain a communication channel that is most effective for Stevens and Johnson to use to follow-up on their face-to-face meeting held about the financial aspects of this project. (10 points)

7. Assume for this question that Johnson refuses to accept Stevens' proposal on capital expenditures and he is extremely positional. Stevens is not at all happy about it. Also assume that they say the following:

Stevens: "You're only taking this position because you don't want me to succeed in this company!"

Johnson: "You must be kidding. You're being irrational about this."

Stevens: "Are you saying that because I'm a woman?"

Johnson: "Your proposals sure sound like what a woman would propose. Don't get all emotional now!"

Explain why Stevens and Johnson are stuck in this cycle. (10 points)

How do I write an analytical paper on a book?

What distractions in your life pull your focus away from your new student responsibilities? What concerns do you have about managing these distractions? After completing the Support Network Exercise, what did you learn about your support network?

Develop and share your plan to either obtain the support you need or to grow your current support network to help alleviate some of your distractions.

(Question 1)Module 8 - Strategic Thinking

Design two specific processes that you can use to encourage strategic thinking in your HCO. Compare how these different processes offer this encouragement.

• Your post should be 175-250 words.

(Question 2)

Module 8 - Future External Challenges to Health Care Organizations

Identify at least one external challenge to HCOs you see arising in the near future. Provide at least one example of how your HCO could prepare to meet that challenge.

In your post, discuss your prediction related to how the roles of the strategic planners and facilitators will change in the future.

• Your post should be 175-250 words.

Complete a SWOT analysis for the below case study:

• SWOT analysis using SWOT diagrams or matrices is a key part of any business planning or analysis.
• SWOT stands for strengths, weaknesses, opportunities, and threats. Strengths and weaknesses are internal factors and opportunities and threats are external factors. A SWOT diagram analyzes a project or business venture by focusing on each of these factors. It typically consists of four boxes, one for each area, but the exact shape may vary depending on the design.
• SWOT diagrams can be especially useful when trying to decide whether or not to embark on a certain venture or strategy by visualizing the pros and cons. By clearly outlining all positives and negatives of a project, SWOT analysis makes it easier to decide whether or not to move forward.

Case study: Bavarian Auto Works in Indonesia (Germany/Indonesia) Dennis R. Briscoe, PhD, University of San Diego The organizations involved: Bavarian Auto Werks GMBH (BAW) Jakarta Electro-Assembly Ltd (JEA) The IJV: Jakarta-Bavarian Auto Works Ltd (JBAW)

It has been one month since management at Bavarian Auto Werks in Germany had increased its stake in the Indonesian firm, Jakarta Electro-Assembly Ltd, to just over 50 percent. The initial negotiations for this joint venture had been lengthy and difficult, but finally there had been an agreement to move ahead with joint manufacturing on a limited scale, with BAW providing limited equity, technology and equipment, and managerial expertise. The initial collaboration seemed to work out, so now BAW was increasing its ownership. At the conclusion of the original negotiations, BAW had sent a team of managers and engineers to Jakarta to provide some management assistance to the ailing Indonesian firm. The head of that team, Stephan Ritter, had been a member of the original team that performed the due diligence to analyze the condition of Jakarta Electro-Assembly (JEA) and had headed the team that had negotiated the joint venture agreement. This was the first joint venture that either BAW or JEA had entered into, so both were inexperienced in this process of international negotiations. The joint venture was named Jakarta-Bavarian Auto Works Ltd (JBAW). Stephan and his wife, Nicole, were the first Germans to arrive in Indonesia. The pace of change had been incredibly rapid and now Stephan was wondering what could be done to ensure the success of the new restructuring, based on BAW’s new majority ownership (now at 52 percent). With the exception of a few of the most senior managers, employees at JEA (now JBAW) had no direct way to receive information about the negotiations or its results. Initially, JEA employees were quite supportive of a deal with BAW. But soon after the deal was completed, and the new team of additional Germans had arrived (six specialists: an accountant and five manufacturing engineers), the high expectations were gradually replaced with fear of the actions the Germans were likely to take as they assumed their management and operational roles. The existing senior Indonesian managers were afraid that they would be replaced by younger managers who spoke English. And the other Indonesian employees were afraid they would be laid off as the Germans sought higher productivity and lower costs. Rumors, supported by inaccurate reports in local newspapers, ran rampant. One newspaper even reported that many Germans would be imported to Indonesia from BAW in Germany. Anxiety mounted as speculation increased about the magnitude of downsizing that BAW would implement as it restructured the Jakarta Electro-Assembly business, now that they were majority owners of the joint venture operation. In general, since the Indonesians did not have much experience with Germans, they expected them to take the same sorts of actions that other foreign firms had taken, such as the American firms in Indonesia, with heavy layoffs and replacement of top management with expatriates. However, since only a few managers from BAW had been involved in the due diligence and negotiations, the Germans were also well aware that they had gained only limited knowledge and insight into the Indonesian culture. As a result, Stephan and Nicole had spent a month prior to relocating to Jakarta in intensive study of Indonesian culture and in language training, trying to pick up some fluency in Bahasa Indonesian, the official language, influenced by Dutch, from the Netherlands, which was the governing colonial power for a long time. The team of six Germans who has recently arrived expects to also spend at least one month learning about the Indonesian culture and Indonesia itself before they begin to make changes in the manufacturing equipment and processes. They recognize that this process of adapting to the local culture will be an ongoing one that will not end at the end of the first month. Even though most high-level communication in the new company is expected to take place in English (a common language for the Germans and for at least some of the Indonesian managers, as well as for most prospective customers), the Germans realize the importance of gaining some ability to communicate with their counterparts and other employees in their own language. The Situation Indonesia is the fourth most populous country (over 253 million people as of mid-2014) and the most populous Islamic country, with a per person annual GDP (Purchasing Power Parity) of about US $5,200 (2013 estimate).1 The JEA is located on the outskirts of Jakarta, the capital and largest city, located on the island of Java. The IJV agreement is based on the continuation of JEA’s business of making auto parts for the Indonesian after-market (for sale in auto parts stores and garages) and to add to this as soon as possible the manufacturing as a sub-contractor original equipment (OEM) auto parts for four German auto firms, Volkswagen, BMW, Opel (General Motors in Europe), and Ford Europe, who are all customers of BAW in Germany. The hope is that the IJV can eventually expand to other OEM business, such as for American and Japanese automobile manufacturers. One of the issues that Stephan and BAW are concerned about is the type of organizational culture that will evolve in the new joint venture. In essence, as of now, there are three different possibilities, and it is not clear which would be best: ■ The culture that is already present, from JEA (which was founded originally as a government-owned enterprise, but was sold to a group of Indonesian businessmen four years ago). This culture is that of a typical Indonesian business. ■ A second possibility would be to implement a more traditional German culture, as exists in BAW. ■ Or, as a third alternative, the new combined joint venture could work to create a new culture, a hybrid of some kind, using characteristics of both the Indonesian culture and the German culture. The joint venture is still in formation and is as yet largely undefined. The primary objectives that BAW initially wants to achieve include the following: ■ Develop an organization focused on the customer. ■ Improve the productivity and efficiency of all operations and activities. ■ Improve the firm’s profitability. ■ Improve the integrity and accuracy of the financial information. Other issues that need to be addressed include managerial control issues (sharing of top management positions between BAW and JEA managers); schedule for transfer of technology from Germany to Indonesia; protection of intellectual property; sharing of revenues and distribution of costs; downsizing (amount and scheduling); performance management (use of performance appraisals, setting work goals and performance standards); health and safety concerns; and hiring standards. Stephan realizes that there are a number of communication challenges for the Germans. These include the overriding importance in Indonesia of family and friends and the nature of interpersonal relations and respect for “face” in all dealings. Since only a couple of the Indonesians in JEA speak German while a number of the managers (and a few of the lower-level employees) speak some English, it was decided that English would be the language for managerial meetings, including the ongoing negotiations to determine the nature of the new joint venture and to address the above objectives and concerns. However, it was also clear that there would be a need to use a translator for these meetings. Indeed, Stephan thought it would be best to use two translators, one for the Indonesians and one for the Germans. In the end, Stephan wanted to establish a culture within JBAW that would achieve and sustain world-class quality and world-class productivity in all operations and in all interactions with current and potential customers. So, Stephan now had to prepare for the negotiations and he needed to develop a plan for the ongoing operations of the joint venture that would move them toward his and BAW’s hopes for JBAW. The question he needed to address was: how do I proceed? Indonesian Negotiation Style Indonesians do business typically only with persons they know and like. Establishing this personal relationship takes time and is vital for success. Establishing a successful business relationship hinges on establishing a social relationship as well, and this may take some time. The pace of business negotiations is quite slow, such that one needs to be quite patient and not rush or push for quick decisions. Foreigners should expect few decisions from Indonesians at the negotiation table. Indonesians expect to examine copious amounts of information, so negotiators in Indonesia need to always provide as much information and detail as possible, in response to their questions and in anticipation of their needs. Presentations should be well prepared and simply presented. Details are best left to questions and backup material, which should be translated into Bahasa Indonesian and left behind. Ideally, foreign negotiators should present their material to the Indonesians for study, along with a proposed agenda, prior to the meeting. Extra copies of the agenda should be made available, as it is likely that more people are likely to be present than are expected. Foreigners should negotiate with a well-organized team, whose roles have been clearly thought out and defined. Members of this team should never disagree with each other in front of the Indonesians, or appear uncertain, unsure, not authorized to make a decision, or out of control in any way. Indonesians generally do not like to bargain, but when they do, they approach it as a win/win possibility (something should be in the agreement for both sides). In general, negotiations are viewed as time to build relationships. Although any negotiated contract must be legal down to the dotted i’s, to the Indonesians it is a piece of paper that merely signifies that an agreement has been reached and which will be followed because of the trust and commitment that has been built between the parties. The deal should be finalized with a celebratory meal or round of drinks, and the actual signing might be delayed until an auspicious or lucky day: this is likely to affect the schedule. Communications need to be kept open, especially when at a distance, and foreigners need to stay in touch often with their Indonesian associates: foreign negotiators should share more information than they normally would, not less; and because business is so intimately connected with the government and because the political situation is so fluid, foreign negotiators should try to have a source of information “on the ground” in Indonesia who can always keep them informed about what is really going on, if at all possible. All communications should be very formal and respectful of rank and hierarchy. Indonesians show great deference to superiors (even protective) and they expect other people to do the same. Thus, disagreeing with high-ranking Indonesians just is not done, and this can make negotiating with them quite difficult (as well as understanding or interpreting words like “no” or “yes, but”). Politeness is one of the most important attributes for successful relationships in Indonesia. But this politeness in no way hinders the determination of Indonesian businesspeople to get their own way. Always, decision making in Indonesia is a group process, so don’t expect individuals in negotiation to make decisions quickly. Decisions will have to be discussed in private before agreement can be reached. German Negotiation Style Germans respect people who come to negotiations with established knowledge and experience. No detail is unimportant, and a carefully planned, logically organized proposal is key. Even from the beginning, Germans are very matter-of-fact. It would not be uncommon for Germans to get right down to business, without any socializing first (after introductions and greetings). Time is very important and is expected to be managed carefully, with meetings planned well in advance and a detailed agenda circulated prior to the scheduled date of the meeting. However, the pace of German decision-making can be quite slow. This is often because German companies have a parallel “hidden” series of advisors and decision-makers who must give their approval of any decisions. Germans dislike exaggeration, and they expect people in negotiations to be able to back up their claims with lots of data and examples—and studies, if possible. German firms have a well-deserved reputation for superior quality, which is based in part on slow, methodical planning. Every aspect of a deal will be pored over by many executives and specialists, which can slow down negotiations. Germans believe that it takes time to do a job properly and well. Germans consider the contract to be sacred; once it is decided it determines the nature of the business relationship. If either party wants to change anything in a contract (or circumstances require the need for a change), it would be expected that there be a formal renegotiation of the contract. Contracts are considered enforceable in law, so Germans pay very close attention to the exact wording and punctuation of their contracts. Germans can take a long time to establish close business relationships. Their apparent coldness at the beginning will vanish over time. Once they get to know you, they are quite gregarious.

Here is your chance to analyze an actual co-worker conflict situation and make suggestions on how to positively resolve this issue.

The #1 people issue I have is with a younger employee who has been speaking over me in meetings with external vendors.

I approached one of my co-workers to ask if they noticed it as well and they said of course - they were actually angrier than I was.

During the next few meetings, I attempted different techniques to see if she'd notice she was talking over me but it was still happening. Eventually, I pulled her aside and told her the issue I was having with her during meetings and explained it made us look unprofessional.

It worked for a few months but she ended up going back to her old ways. From then on, whenever she spoke over me in meetings, I would stop talking immediately and let her finish her sentence.

Sometimes she got flustered and would look back to me to finish up her thoughts but I wouldn't cut in.

I hope it reflected negatively on her, and not myself or the company.

1. The employee relaying her upset used 2 conflict styles. What are they and discuss their effectiveness in this situation? .
2. What is probably the root of this employee’s discontent? As well, why do you suppose the younger employee is interrupting this employee? Your answer will need to dig below the surface statements.
3. As the manager of these two employees, how would you resolve this conflict? State the conflict resolution style you will use and the specific steps you will take.

WANT LONG PARAGRAPH FOR EACH. PLEASE DONT COPY FROM PREVIOUS QUESTION OR INTERNET. THANKS

Using what you know from the Competing Values Framework from the chapter, describe and provide an example of the culture at Wells Fargo at the beginning of the case. Chapter 8

b) Outline and explain the theoretical and practical differences between functional and orientation approaches to marketing. Explain the reasons for your answer, are there any industries, products or activities to which either one of these approaches is unsuitable? 15 Marks

Find a company that sells gold in Australia or South Africa?

1. Using the profile information, you have already developed to identify a shipment size for

your commodity coming to Canada.

2. Using the information above, along with the supplier’s terms of sale, negotiate an

Incoterm and purchase price for your commodity.

3. Use the Internet to identify logistics suppliers who will pick up your commodity from the

foreign supplier, ship it to Canada and deliver it to your business location in Kitchener.

4. Use the Internet to find logistics suppliers’ rates for the various stages of the journey so

you can begin to calculate total unit costs for your shipment.

5. For this exercise, you are responsible for the procurement component and all of the

logistics and Customs requirements.

6. State all assumptions made in arriving at a total landed cost for your commodity.

* with all references link for all the questions.

a) A marketing orientation is a way of doing business or the philosophy that guides marketing effort. Discuss the following philosophies in marketing: Production concept, Selling concept, Product concept, Marketing concept, Societal marketing concept. 25 Marks

Your shoe factory has a production capacity of 10,000 units per month. Your fixed costs are $200,000, your variable cost of production is $30 and you sell each pair for $35. The problem is that this requires you to sell 40,000 pairs of shoes each month just to breakeven – which is physically impossible given your production capacity. Assuming that you will always be able to sell out your current production capacity, which of the following changes would allow you to breakeven?

3. Using your favorite search engine, research the Global Competitiveness report (from the World Economic forum) and the World competitiveness Ranking (from the IMD World Competitiveness Center). Identify and discuss the main factors used to create each ranking. Which method and result do you trust more? Why?

4. Using information from the Global Competitiveness report, prepare a memo discussing the strengths and weakness of location facilities in any two South American countries. Pick one for establishing a manufacturing beachhead and make you case for why.

5. Using your favorite search engine, research the Global Manufacturing Competitiveness Index (from Deloitte). Compare and contrast the three top-ranked countries. Why would you choose to operate in each of the three? Are there any reasons you would not want to operate in these countries?

Case Study - Nathan Conyers

Directions:

1. Read the following case study: Conyers Case
2. Think about the facts of this case and answer the following questions:
   • Why did Conyers diversify its staff?
   • What possible problems might arise in a family-owned business that provides employment for the father and his children?
   • How is Detroit's socio-cultural environment affecting Conyers' management decisions?

Evaluate the performance of the CEO of Johnson & Johnson from the perspective of (a) stockholders, (b)

employees, (c) customers, and (d) suppliers. What does this evaluation tell you about the ability of

the CEO and the priorities that he or she is committed to?