Please answer of the below question in detail and with good example

In order to manage change and implement change strategies, it is important to avoid implementing irrelevant or random methods and try to focus on a suitable plan of action. Change management is an ongoing process that takes time, expertise, dedication and efforts to implement and run. It requires the involvement of people or staff of the company and may also result in these people being affected by the changes too. Before adopting one of the many effective and popular change management approaches and models, an organization must first figure out why it needs the changes and how will the changes benefit it.

Question 01: Demonstrate the most important major approaches,models, cost and risks of change management

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Note: Plagiarism is strictly prohibited please give good answer of the above question with good example and please do not copy from internet

How dependent have we become to the Internet...what would happen if were to just stop working?

Argue for or against the following statement: “In the electronic age, customer relationships are more important than ever, and Zappos provides the new benchmark that all corporations should follow.”

If a company is considering expansion, what variables would it consider in making a decision? What might be useful sources of information to use in computing the net value of an expansion?

Maurice Stokes was one of the best classmates of Roy Russell while he studied his MBA in the USA. Maurice grew up in Addis Ababa, the capital of Ethiopia. Ethiopia’s GDP per capita ranked 187 out of 191 countries due to adverse geopolitics and civil wars in the past. Maurice is talented and hard working. He went through his bachelor degree in Ethiopia and luckily won a scholarship to study an MBA in the USA. Right after he got his MBA degree, Maurice joined AB&T, the world’s biggest mobile phone service provider, as a management trainee. After 5 years’ working in the USA, Maurice was assigned to work as the Vice President in Addis Ababa, where AB&T’s African headquarter is located, to oversee all African operations.

After his MBA graduation, Roy Russell joined his father’s family business– a medium size mobile phone service provider in Hong Kong. Three years later, AB&T acquired Roy’s family business and retained all existing staff. Roy then became an employee of AB&T and he was happy to work for a multinational company with good reputation. After 3 years’ working as financial controller in AB&T’s Singapore office, Roy was offered an opportunity for promotion to work as chief financial officer (CFO) in its African headquarter in Addis Ababa. Eager to get more international exposure, Roy said yes to this offer. This is how Roy came to a reunion with Maurice.

AB&T provides its senior employees in Addis Ababa with a monthly housing allowance of up to $2,500. Compared with the US standard, most of the housing in Addis Ababa is of low quality, and in many regions the law and order are bad. By giving a generous allowance, AB&T aims to ensure that its senior employees live in areas that are safe, convenient and comfortable to ensure that senior executives can have good rest, that they live in a district that is appropriate to the company’s reputation. For housing allowance claim, senior executives need to hand in their monthly receipts for reimbursement. Every month Maurice submits a bill of $2,500 from his landlord to the finance office for re-imbursement. Roy suggested paying a visit Maurice’s house for a few times. However, every time Maurice rejected this suggestion, claiming that he had never entertained any coworkers at home so that his family members would not be distributed. Roy considered this understandable and so did not insist.

After working for six months in Addis Ababa, Roy had a business dinner with a supplier. The supplier mentioned that Maurice was a neighbor in a district called Winter Town. Winter Town is a district quite far from AT&T’s African office and is well-known for its high crime rate in Addis Ababa. Roy was surprised to hear that, as Maurice told him that he lived in Spring Town, a district that many foreign ambassadors lived and a lot more expensive than Winter Town. Through some connection, Roy verified that what the supplier said was true.

Roy decided to confront Maurice about the housing allowance issue. Maurice at first denied but later admitted that his apartment was in Winter Town and the rent was less than $2,500. He defended his action by saying that “Every AB&T senior executive gets $2,500 a month. If I live in an economically way, why should I be penalized? I just receive the same as others”. As a reply, Roy stressed that “It is AB&T objective to let senior employees to live in a safe place and have good rest for the challenging duties during office hours. Besides, the districts that the company’s senior executives live in represent the image of the company. Moreover, the company’s housing allowance policy is reimbursement on an actual basis, i.e. the amount of monthly claim should be the same as the rental value of the apartment and not to allow staff to make a profit. As the regional CFO, I have to maintain my professional standing”. When Roy challenged Maurice for using falsified rental receipts for disbursement claims, Maurice admitted but replied that this is a common and well-accepted practice in Ethiopia.

Later in the discussion, Maurice tried to convince Roy regarding his housing allowance claim practice. Maurice explained his situation that “You may not understand my situation. I have to save every dollar to pay school fees for my ten nephews and nieces. I got my family members’ great support to finish my education. I owe it to my brothers and sisters to give their children the same chance to study as I did. My parents can never understand why I live in a big apartment instead of helping their grandchildren. I am just doing what I should do. The company has no extra expense to reimburse me $2,500 housing allowance per the monthly receipt I submit. As my old classmate and my best friend, please pretend you know nothing and pay me $2,500 housing allowance as before. As a person grown up in Ethiopia, I know all business practice here and have good connection in this country. I know many senior executives in the government tax department and that will be helpful to your work here. I will fully support you to do an excellent job to save some tax for the benefit of our company. You will be compliment by your boss for paying a lower tax than other companies here”.

Roy does not want to lose his friendship with Maurice and he believes it will make his working life easier if he can make use of Maurice’s connection in Africa. Roy is not sure what should be his next step.

Required

1. Identify the ethical issue, if any, involved in this case?   

2. Who are the stakeholders in this situation? How are they affected?  

3. What are Roy’s alternatives?

4. What course of action will you suggest Roy Russell to take and justify your suggestion?

How are the potential risks involved in the process of the Samsung business venture?

Provide Management practices you will be implementing to minimise or eliminate the problems/issues you have or might have in the future.

hi can you write 800 words plagiarism-free, thank you

Discuss how managers build, reinforce, and change culture.

Your post should be approximately 2 -3 paragraphs (100-150 words)

Kelson Sporting Equipment, Inc., makes two different types of baseball gloves: a regular model and a catcher's model. The firm has 900 hours of production time available in its cutting and sewing department, 300 hours available in its finishing department, and 200 hours available in its packaging and shipping department. The production time requirements and the profit contribution per glove are given in the following table:

Assuming that the company is interested in maximizing the total profit contribution, answer the following:

Opening any kind of business requires a great deal of patience, dedication and perseverance. Lynn Leach jumped into the world of restaurants with both feet when she decided to open her own quick service restaurant. Truthfully, the industry is filled with stories of people who dove in, got knocked down, but pull themselves back up.

In the small town of Wilmington, Ohio, Lynn opened a Skyline Chili franchise. The town of 12,000 people has embraced the location and Lynn’s friendly business practices built upon strong customer service and delicious offerings. Recently, Lynn celebrated the restaurant’s one-year anniversary. But getting started was no easy task. “I hadn’t worked in a restaurant since high school and here I was, opening a restaurant”, she said. Skyline Chili is a Southern Ohio-based restaurant chain that serves “Cincinnati Style” chili. This rather unique blend of chili and seasonings is typically served over spaghetti and hot dogs and is a favourite in the Midwest. With over 100 stores, Lynn’s franchise is somewhat typical of their small town locations.

Lynn calls her foray into the restaurant business as a “great learning experience”. Fortunately, she had a lot support from Skyline’s corporate office. But, much of what needed to be done was driven by her. “My ultimate goal” she said, “is to help people and make them feel good – people’s careers, our customers, and the community”.

First, she had to determine just how many employees she would need before ever opening doors. “We did scores of interviews”, she said, and hired some really good people”. However, she discovered during her first year of business that some who may have interviewed well were not necessarily the best employees. After turning over about half the staff, she now feels she has the right people in place. But every employee must be properly trained. They have to learn the menu, how to properly greet and serve the guest, handle their transaction at the cash register, and keep the entire restaurant fastidiously clean. In addition to hiring, she had to plan the marketing for the grand opening and order the initial inventory for the restaurant. “All this took a great deal of planning”, she said. “From a to z, we thought things through and how best to get them done”.

Once the operation was up and running, Lynn had to pay attention to her costs as well as her staff. Form a cost standpoint, she discovered that there were some very efficient steps the restaurant could contain the expenses. One idea implemented was to stop serving half-pint cartons of milk to children. It was found that more half the carton would be wasted and thrown away. However, by serving a small amount in a glass, the restaurant wasted very little. To keep tabs on all the raw ingredients, Lynn conducts an inventory every Monday – literally counting every hot dog bun, chees, chili, onions, etc. “It’s painstaking work, but highly necessarily so we know what we have and what we don’t”, she said. The Monday inventory is how we now what we need to order and when we need it”. Lynn is not alone in her approach. Successful restaurateurs understand that counting food costs down to the penny is critical. Restaurants should look at every shift of operation with a before, during, and after approach to not only monitor inventory costs, but also identify important best practices throughout the facility.

For her team of servers, cooks, and cleaners, Lynn believes in creating a fun, yet productive atmosphere. “Positive feedback is important”, she said. “I ‘m not going to yell at an employee in front of everyone”. Instead, she counsels employees when performance is not up to par or the quality of work is suffering. “We do role-plays”, she said, where we ask each other how you would like to be treated if you were the customer”. These role-plays demonstrate the proper way to engage with customers and provide a safe training ground to fine-tune the servers’ skills. For those employees who go above and beyond with their service – whether to customers or to co-workers – Lynn provides a gift card. “When an employee goes out of her way to serve the customer”, she said, “they should be rewarded”.

QUESTION :

Which of Katz’s managerial skills (technical, human, and conceptual) does Lynn seem to use most often? Why?

Project 7: Evaluating Recruiting Sources

The purpose of this exercise is to (a) conduct an in-depth analysis of various recruitment sources and (b) recommend the ideal mix of sources for an organization.

Using the data above, compute the following:

• Cost per hire
• Cost per 6 month of survival
• Cost per 1 year of survival
• Cost per above average performer

What is your best source and why?

What is the worst source and why?

If no one source could supply more than 40% of the total number of hires needed, what mix of recruitment sources would you recommend and why?

Question 1

Stephen wants to cultivate perishable goods in Sogakope; a business which he has saved money for. Discuss five(5) post-operative problems he is likely to encounter.  

Critical Thinking

The global marketplace has witnessed an increased pressure from customers and competitors in manufacturing as well as service sector (Basu, 2001; George, 2002). Due to the rapidly changing global marketplace only those companies will be able to survive that will deliver products of good quality at cheaper rate and to achieve their goal companies try to improve performance by focusing on cost cutting, increasing productivity levels, quality and guaranteeing deliveries in order to satisfy customers (Raouf, 1994).

Increased global competition leads the industry to increasing efficiency by means of economies of scale and internal specialization so as to meet market conditions in terms of flexibility, delivery performance and quality (Yamashina, 1995). The changes in the present competitive business environment are characterized by profound competition on the supply side and keen indecisive in customer requirements on the demand side. These changes have left their distinctive marks on the different aspect of the manufacturing organizations (Gomes et al., 2006). With this increasing global economy, cost effective manufacturing has become a requirement to remain competitive.

To meet all the challenges organizations try to introduce different manufacturing and supply techniques. Management of organizations devotes its efforts to reduce the manufacturing costs and to improve the quality of product. To achieve this goal, different manufacturing and supply techniques have been employed. The last quarter of the 20th century witnessed the adoption of world-class, lean and integrated manufacturing strategies that have drastically changed the way manufacturing firm’s leads to improvement of manufacturing performance (Fullerton and McWatters, 2002).

secondary available data on internet and answer the following questions.

Question:

1. Why Companies adopted Lean Thinking and JIT model?

2. Discuss major types of Waste, companies has to keep in mind during production.

3. Assess the reasons for using lean thinking (suitable examples), what are the benefits from Suppliers to end users?

4. Due to COVID 19 emergency do you think agile supply chain is the right concept in this kind of situation? Give reason with example.

The Answer should be within 4- 5 pages.

The Answer must follow the outline points below:

• Lean Thinking and JIT Concept

• Agile Supply chain

• Their Main functions

• Reasons with suitable Examples

• Reference  

About the Company

Almarai is an integrated organization spanning its food and beverage products from dairy farms through to retail stores.The other brands are known as “ALMARAI”, “ALYOUM”, “SMOOTHY” and “ZADY”. Almarai company limited, a dairy company, provides nutritious food and beverages in Saudi Arabia. It provides dairy liquids, including flavored milks and lactose-free milk; yoghurts and desserts; food products, such as cheese spreads, cheese slices, butter, ghee, cream, and mozzarella; fruit juices; bakery products, including breads, ready-to-eat pastries, and biscuits; and poultry products.

Almarai is the largest integrated dairy foods company in the world, with a reputation for quality that is unmatched within the gulf countries. Almarai began in 1976 under the leadership of HH Prince Sultan bin Mohammed bin Saud Al Kabeer, as it remains to this day. The company's headquarters are based in Riyadh, the capital of the Kingdom of Saudi Arabia, and the Almarai company extends throughout the Arabian Peninsula, leading and influencing the agricultural, dairy processing and food distribution industries.

Logistics In terms of the scale of asserts, the miles cover, and the quantities deliver, Almarai’s transport and logistics division is larger than any logistics company in the Middle East. The division comprises over 1,300 trucks and 1,400 cold trailers. The farming division runs 600 trucks as well. This wholly -Owned logistics operation ensures that products are delivered on time and in perfect condition.
Over 3.000 T&L employees look after transport, warehousing, maintenance and planning. Our logistics team remains committed to improving road safety. It is imperative that our products are
delivered to consumers fresh and within a very tight timeframe, and so our attention to detail when it comes to scheduling and temperature control is unrivalled.
  
Managing supply chain Vertical integration requires Almarai’s stringent quality standards to be met or surpassed at every stage. First-class ingredients are sourced from around the world before passing through industry leading manufacturing facilities in Saudi Arabia, Egypt and Jordan. Almarai import 1.5 million tons of animal feed annually, an increasing proportion of which is supplied from our own arable farming assets around the world. These are managed according to international best practice principles, ensuring that that our dairy and poultry farms consume only the highest quality feed.
Supply chain design Supply chain design process is helpful to enhance the profitability and the shareholder valuation. The management of Almarai requires to follow the market and the sourcing strategies. This will generate the optimum financial performance. Supply chain design needs to manage the constraints and margins. By following these regulations and practices in their business, the management of the organisation can earn higher profitability. It is argued that there is uncertainty as well as risk in demand and supply and these are required to the organisation during the designing of supply chain. On the other hand, Almarai needs to balance the short term and longterm plans and objectives. Therefore, it can be inferred that supply chain design requires to provide the organisation a detailed insights, which would shows how the demand can achieve the business profitability. In addition, with the help of supply chain designs, opportunities to increase the profit can be identified. Moreover, supply chain cost can reduce the consumer responsiveness.

Figure : Supply chain design

Responding to rapid business growth, food and beverage producer Almarai Company expanded its workforce to more than 20,000 employees. Yet the company’s paper-based, manual HR processes caused inefficiencies, inaccurate data, and excessive delays in handling employee and manager requests. By deploying SAP® software, Saudi Arabia–based Almarai automated its HR processes, helping to reduce cycle times and costs and increase employee satisfaction.
Identification of major operation areas and the competitive advantage It is stated that the operation areas are critical to the competitive advantage of an organisation. There are five major operational areas, which can gain the competitive advantage of Almarai. These operational areas are such as quality, speed, dependability, flexibility and cost.
It is mentioned that quality can enhance the competitive advantage of the organisation. As a result, it can be stated that the organisation can set out their targeted consumers. In addition, Almarai can reduce the price of their manufacturing goods. However, the speed aspect can deliver their products to the consumers more quickly. This aspect can also offer superior consumer services, which focus to the after sales services. Hence, it can be mentioned that the organisational risks can be reduced.
Dependability is helpful to identify the level of stocks of the organisation. In order to measure the level of stock of the organisation, Almarai requires to improve the working conditions as well as the internal maintaining facilities. This would in turn save the money of the organisation due to the lack of disruption. The workplace flexibility can be categorised into four sections such as product, mix of the goods, quantity and the delivery.Almarai has focused to the quantity and the time of delivery in order to satisfy the consumers’ needs. This will improve the product development approach for the development of new products. Evaluate the performance of each area
In order to measure the performance of quality, speed, flexibility, dependability and cost for gaining the competitive advantage, the organisation has used some specific tools such as capacity planning, inventory management, supply chain design and the quality management. Capacity planning is helpful to forecast the budget of a business in order to meet the present operations and can meet the business objectives. As a result, based on the predicted budget, Almarai can set out the price of the products and the quality aspect can be improved. Moreover, capacity planning is helpful to identify the future capacity needs. This will in turn increase the production of an organisation. It can monitor the cost structure of the manufactured goods.
Supply chain management is a network, which can move the product from one stage to another. In addition, this can increase the customer service of the organisation. Therefore, it can be mentioned that Almarai aimed to improve the customer service of the organisation by delivering the products to the customers within the proposed date. Therefore, the speed aspect can perform successfully in order to gain the competitive advantage of an organisation.
It can be recommended that Almarai requires to follow some relevant marketing dynamics such as speed, dependability, flexibility, cost and quality, which can gain the competitive advantage of the business. In this respect, it can be stated that if Almarai would not be able to deliver the products to the consumers, then the good will of the organisation towards the consumers would be declined. The dairy farm has planned to set out the price of the product affordable. They used modern technology and updated techniques in the manufacturing process. As a result, it can be inferred that the quality of products would be improved. This would be helpful to gain the competitive advantage of the organisation. In this respect, it can be stated that Almarai has the competitive advantage in the manufacturing of dairy products based on the level of stock.
Capacity management can efficiently estimate this level of stock of an organisation. Therefore, it can be mentioned that the productivity and service quality of the organisation will be increased.




Questions



1.What are the challenges faced in logistics and transportation?

2.How the supply chain design helps to manage the constraints and margins?

3.What are the dynamics followed to satisfy the customer needs?

4.Which is focused to reduce the organizational risk?

5.What are the recommendations for gaining competitive advantage of the business?

Developing a strategy for your firm is key to being successful in Airline. Your strategy will serve as your firm’s “roadmap” throughout the simulation. This assignment will guide you through the planning process. Be sure to read the case and the section on “The Strategic Management Process” in the Airline manual before you begin. Respond to the following questions to help you in planning your strategy.