The following are descriptions of three different employees. Describe what the potential causes of poor performance for each of the following employees might be and solutions that could enhance the person’s performance. Carl Spackler is the assistant greenskeeper at Bushwood Country Club. Over the past few months, members have been complaining that gophers are destroying the course and digging holes in the greens. Although Carl has been working evenings and weekends to address the situation, the problem persists. Unfortunately, his boss is interested only in results, and because the gophers are still there, he contends that Carl is not doing his job. He has accused Carl of “slacking off” and threatened his job. Clark Griswold works in research and development for a chemical company that makes nonnutritive food additives. His most recent assignment has been the development of a nonnutritive aerosol cooking spray, but the project is way behind schedule and seems to be going nowhere. CEO Frank Shirley is decidedly upset and has threatened that if things do not improve, he will suspend bonuses again this year, as he did last year. Clark feels dejected because without the bonus he will not be able to make a down payment on the family’s swimming pool. Tommy Callahan Jr. recently graduated from college after 7 years and returned home to Sandusky, Ohio. His father, Big Tom Callahan, the owner of Callahan Motors, offers Tommy a job in the auto parts factory that makes brake pads. The factory is in severe danger of going under unless sales of the company’s new brake pads increase dramatically. Tommy must go on the road with Richard (Big Tom’s right-hand man) in a last-ditch effort to save the company. But Tommy proves to be unfocused, inexperienced, and lacking in confidence. Sales call after sales call he meets with rejection, even when the prospect looks promising. Customers express some concern about a warranty on the brake pads, but Richard believes that Tommy’s inexperience and awkward approach are the big problems.

Explain the following as the elements of leadership: Give examples in your explanation under each element

1.Authority

2.Power

3.Influence

4.Delegation

5.Responsibility and accountability

How Adidas Company care about customer equity

PLEASE ANSWER AS A TEXT. DON'T WRITE ON A PAPER.

Read the article below and answer the questions.  Your answers should be written to address the question in a report format not questions and answers format. The rubrics for assessment is given below.

1. Explain how the corona virus affect the supply chain in food industries starting from supplier, manufacturing and distribution.
2. Explain how the uncertainty in demand and supply is addressed in the article
3. Explain the solutions the article suggested to mitigate the uncertainties in the supply chain due to COVID-19.

As the coronavirus crisis deepens in Europe Bo Zhou, CEO of supply chain software specialist FuturMaster, shares insights into managing the crisis and lessons learnt from keeping the cogs turning in China. "Everything that seems normal everyday becomes totally impossible."

The food supply chain in Europe is coming under increasing pressure. On the one hand, manufacturers and retailers are struggling to meet a sudden jump in demand. On the other, they may face new transport and distribution restrictions designed to stop the spread of the disease. While the European Commission has introduced measures, such as dedicated lanes, designed to keep good flowing between member states, food industry associations have reported delays at the boarder that impact fresh foods in particular. Labour shortages and forced factory shutdowns should be expected.

According to Bo Zhou, chief executive of A1 planning software provider FuturMaster, 'many' of the company's clients in Europe are 'worried about the impact on their supply chains'. The company counts the likes of Warburtons, Haribo, Bonduelle and Yoplait among its European customer base.

Covid-19: Prepare with forecasting and simulations

FuturMaster has operations in China, where 'huge' disruption was caused to businesses after the onset of the coronavirus crisis. Official data shows Chinese exports in January and February were down 17.2% year-on-year. For one of FuturMaster's beverage customers saw February sales plunge a massive 80%.

According to the tech company, there is still a 'lot of trepidation' around consumer demand - not least because new confirmed local transmission has started again after the full lockdown put a pause on the spread of the disease. The World Health Organization's latest status report reveals 103 new cases were confirmed in the country, all due to local transmission, on 23 March.

What are the key demand trends that FuturMaster has witnessed? Short-term demand from end-consumers has fallen sharply. Due to so many people being quarantined at home, the geographical distribution of demand has also changed. A lot of demand has shifted online. Understanding how demand is likely to evolve will be crucial if the food industry in Europe is going to meet the needs of citizens, Zhou believes.

"During times of such uncertainty, every company needs to make simulations on how demand may evolve and if and how they can satisfy this demand based on their production and warehouse capacity.

“You also need to closely monitor which transportation routes are cut, or how many workers will be unable to show up at various sites due to lockdown. For many companies in China, the problems were compounded because they don't have the technologies to support these simulations; so they were unable to anticipate demand and supply by looking at multiple scenarios," Zhou noted.

Grappling with food shortages and empty shelves

Panic buying - where many European supermarkets have worked to empty shelves due to stock-piling - is likely to test suppliers 'to the limit'. But spikes in demand are not the only problem food makers in Europe will face.

According to Zhou, sourcing materials may not be the biggest problem on the supply side. Companies will also have to contend with reduced production and warehousing capacities due to labour shortages. When one worker tests positive, the whole team has to be put into quarantine.

Moving products around can turn out to be an issue as well, especially when transportation routes are affected due to border closures. This has clearly been an issue in China. According to a recent McKinsey report, trucking capacity to ship goods from factories to ports is operating at around 60-80% of normal capacity in the country. This has resulted in goods facing delays of around 8-10 days.

"During the crisis, companies need to produce more with reduced resources. This is made possible by optimising the production by reducing set-up times. Manufacturers also need to produce more efficiently: having updated demand planning data allows you to produce only what is most in demand and profitable," Zhou said.

"Anticipating ahead - by doing simulations - enables companies to be better prepared. Being able to react in an agile and efficient way is vital for coping with any crisis situations. "

FuturMaster case study: A 'major' bottled water supplier in China

China consumes more bottled water than anywhere else in the world: around 25 billion

gallons a year, according to the IBWA trade association, which accounts for more than a

quarter of the world's volume.

One of the largest suppliers of bottled water to China - which did not want to be named - has been able to avoid 'severe' stock shortages using FuturMaster's 'sophisticated' supply chain

planning technology to help anticipate and respond quickly to the emergency, the tech group revealed.

The water company has 'numerous factories' it can leverage to adjust capacity based on forecasting of demand and market supply. It was also able to determine which products should be prioritised by taking into account stock on hand in each warehouse and available production and distribution capacities.The timing of the crisis was interesting. Most factories in China were already scheduled to close for a week over the Chinese New Year. At this time, coronavirus cases were threatening to bring Wuhan (where the Covid-19 virus outbreak started) to a standstill. A team of planners at the water supplier were already gearing up and preparing for various possible closures as news of new lockdowns spread. So it looked at the areas likely to be most affected and where else it could produce, and at what capacity. Using FuturMaster's system to make an updated plan for the supply network, the supply chain team tracked traffic restrictions and collected information from local managers to understand labour force trends. "It ran simulation after simulation. It came up with a plan A, B, C, and so on. This foresight and planning meant that it was less likely to be taken by surprise and resulted in continued supplies to almost everywhere."

FuturMaster's A1 allowed large amounts of data to be collected and interpreted, Zhou explained. Modelling different scenarios allows the company to come up with solutions - for

instance, shifting production capacity to different locations to cope with factory closures and transportation disruptions. Importantly, this was achieved at speed.

"In times of extreme uncertainty and volatility in demand, digital technology can certainly make

sense ofa multitude of data, quickly and optimally. This requires a supply chain planning too

that's highly flexible and data-driven. Ideally, you need to be able to manage as many variables as possible to get more accurate forecasts on demand and optimise the supply accordingly. It's

something that would normally take days to do manually. And a machine is often much better

than humans at crunching numbers and making decisions from wades of information. "

Managing disruption and re-thinking logistics

Zhou does not downplay the level of disruption coronavirus will bring to food and other businesses in Europe. "Everything that seems normal everyday becomes totally impossible," he stressed.

"For many businesses, you might need to find another logistics network. You have to focus on where's the best factory that you can produce in and look closely at costs and feasibility. All the normal variables that supply chain planners use on an everyday basis become uncertain and questionable. But you can act with foresight to mitigate risk.

"In times of panic - and against a backdrop of empty shelves - some digital technology can be used to avoid a crisis. Digital technology can help make better decisions afterwards and prioritise things whenever there's a choice to be made," added Zhou.

Explain value-defining, value-developing and value-delivering processes in KFC company

1.In BBC Airline, a training program on improving customer service was given to flight attendants in response to the increasing customer complaints. However, when the trainees are back to the workplace, most of them have not served customers as expected in the training. To make transfer of training possible, you are required to:

(a) suggest what should be done by the organization and

(b) discuss how the training should be designed.

2.A two-day workshop on improving communication skills will be given to 30 salespersons in three fashion outlets of J&J. Half of them have the requisite skills of active listening. However, the other half are newly recruited and have just graduated from high schools. They know nothing about this area. To save training costs, both the new and existing employees have to attend the workshop together.   You are required to:

1. discuss how the training should be designed, considering the diverse background of the trainees and
2. describe four types of role play to facilitate learning with an example each.

3.In B&B Café, a two-day workshop on effective feedback skills will be given to 20 managers. It is focused primarily on performance reviews. To ensure that the training program can achieve its objectives, you are required to:

1. explain how the training program should be evaluated throughout the training process and
2. describe four types of evaluation outcomes after training with an example each.

4.The increasing number of competitors, which leads to the decline in the business profits of ABC Restaurant, has been brought to the attention of a senior manager. He believes that training should be given to regain the market lead in a highly competitive market.   You, as a training manager, are approached by him for assistance. In a meeting with him, you are required to:

a. discuss the type of training needs analysis relevant to the situation and

b. elaborate how data are collected to analyse the training needs.

Q1. Explain what companies should do to make employees contribute towards the strategic management process in the organization.

Q2. Why do many organizations fail to implement plans successfully?

Q 3&4 : Case: Maestro Pizza

Entering the food industry nowadays became harder than before. The people now pay extra attention to even small details when it comes to food. The variety of food kinds, the way the food being served, the quality of food, the price, and even the place decoration! Furthermore, there are tons of restaurants (competitors) those being in the food industry for decades which makes it even harder to compete with them. Not to mention if a new restaurant will serve one kind of food that already being served by other expert restaurants.

Here we talk about a new restaurant in Saudi Arabia that successfully entered the food industry and managed to compete existed restaurants who are serving the same kind of food for a long time and even considered the best in the world of serving such food! The restaurant's name is Maestro Pizza which is locally founded and operated by Saudi people. This restaurant has successfully dominated the market and stole the throne from underneath of many other pizza restaurants like Pizza Hut and Domino’s Pizza and others.

In the context of the above case analyze and provide solutions to the following questions:

Q3. Bargaining power of consumers.

Q4. Suggest strategies to differentiate Maestro Pizza products and services with its competitors.

why taxpayers must have insurance?

please explain as much as possible

Think of a team that you are on or have been on recently. How does it stack up against the criteria for quality teamwork? What specific steps could be used to improve the performance of your team? How could TQ techniques be used to improve team processes?

A firm uses graphical techniques in its aggregate planning efforts. Over the next twelve months (its intermediate period), it estimates the sum of demands to be 80,000 units. The firm has 250 production days per year. In January, which has 20 production days, demand is estimated to be 8,000 units. Which of the following is correct?

• A. the firm must hire workers between December and January
• B. level production of 320 units per day is below the January requirement
• C. the January requirement is below level production of 400 units
• D. level production is approximately 400 units per day
• E. level production is approximately 500 units per day

What can we explain first order change and second order change in a global support organization? Justify with detail examples of the change efforts.

1. Conflict can actually be useful for organizations. If you wanted to encourage competition in order to motivate better performance, which of the following would you do?

Pay everyone the same regardless of rank or performance.

Throw a company party.

Create a contest to reward the group member with the best performance.

Match employees in small teams by personality type.

2. 3M allows employees to spend 15% of their working time on projects that they feel passionate about. Sometimes there is more interest than roles to play on the respective project teams. If, as a manager of one of these special teams, you chose to make volunteers compete for the right to work on your team, which conflict management approach would you be using?

Resolving conflict

Eliminating conflict

Stimulating conflict

Controlling conflict

3. If your group is experiencing a source of conflict and you wish to approach the resolution of that conflict in a confrontational manner, which conflict resolution approach would you use?

Interpersonal problem solving

Compromise

Avoidance

Smoothing

MANAGE RISK

Activity 7

• Outline how you would gain support within the organisation for risk management policies and procedures? What skills might be used when garnering support and with whom should you communicate the risk management intentions? (Minimum 150 words)

Answer in your words