2.      Mention & describe the five stages, which teams go through that Tuckman provided.

please wrait without hand

Organizational Behaviour

This assignment must be completed within your assigned teams

Fairfax Financial Holdings Limited (Ticker Symbol: FFH) is a Toronto-based financial service holding company whose CEO is Prem Watsa.

You must provide references for your research

1.Is FFH centralized or decentralized? Provide evidence to support your answer.

2.Based on your answer to Question 1, is there a narrow or wide span of control at the holding

company? Explain why with evidence to support your answer.

3.What structure is employed at FFH? Explain your answer and provide evidence to support it.

4.How would you describe the culture at FFH? Hint: This requires research!

Your responses should be informal sentence/paragraph structure with correct spelling and grammar.

Point form responses are not acceptable. Assignments are graded on quality, not length.

Grading

All questions will be graded using the rubric below and then a mark out of 25, and 5 marks will be

assigned for Spelling, Grammar, Format, Neatness, Overall readability, Research

Total Marks= 25

Case Study 10.1: Publicized Conflict at Yahoo In the Age of Information, many big companies will eventually suffer a publicly aired scandal, but it seems that Yahoo has had more than its share in recent years. To name a few: the public, bitter ousting of CEO Carol Bartz in 2011; the unpopular moves by current CEO Marissa Mayer to halt work-from-home privileges and her decision to rate employees on a bell curve. The most recent commotion came in January 2014 when Mayer ousted Henrique De Castro from his position as COO.

De Castro was brought on as her second in command, and he walked out with a much-talked-about $58 million severance—after just 15 months on the job. De Castro was a former vice president of Google’s Partner Business Solutions group, and Mayer, also an ex-Google exec, lured him from Google with a hefty pay bump and more powerful title. His job: to turn around declining ad revenue as Yahoo’s de facto top ad man and liaison to marketers on Madison Avenue as the company continued to lose bids to rivals Facebook and Google. There are indications, however, that Mayer did not know quite what she was getting into by hiring De Castro. “Interestingly, despite giving off the impression they did, the pair actually did not work closely at Google, according to dozens of sources there,” wrote Kara Swisher in Re/Code. “Therefore, Mayer did not seem to grok the many signals that De Castro had a troubled time there near the end of his tenure.” Moreover, De Castro’s performance reviews by Google peers were mixed; he “was a polarizing figure at Google, where Mayer had hired him from [and] quickly became the same polarizing figure at Yahoo,” Swisher added.

As COO with Yahoo, De Castro was charged with nurturing clients, fixing broken relationships with them, and building business. Yet according to Google ex-colleagues quoted by Business Insider, De Castro was known as smart and effective but was “not well-liked by people under him” (a sentiment later echoed by his fellow Yahoo-ers). His enemies were many, it seems, and he made a number of incautious public statements—not good characteristics in someone charged with smoothing over troubled relationships. Moreover, he wasn’t bringing in the dollars his under-the-gun CEO needed, and pressure was mounting. Within the first couple of months, “he and Mayer had developed a tense relationship that many in meetings with the pair found it hard not to notice,” wrote Swisher, quoting a Yahoo insider as saying “They just did not get along and did not hide it at all,” adding that “it was really awkward.’” De Castro had also reportedly been fighting for power with Ned Brody, the new sales head, M&A head Jackie Reses, and marketing head Kathy Savitt. “In other words, everyone inside the Mayer inner circle.”

Although De Castro’s performance reviews by Google peers were mixed, his time at Yahoo was decidedly disappointing. He achieved little in terms of boosting ad revenue, and his time was marked by tensions, including with Mayer herself. No top Yahoo-er earned a full bonus given the company’s financial troubles that year, but others among the top brass were granted between 83 percent and 92 percent of their target bonuses. De Castro, however, was left out in the cold. Industry watchers began to openly speculate that De Castro was on his way out with his conspicuous absence from the Consumer Electronics Show in early January 2014, where giants like Yahoo typically tout their latest and greatest and court new advertisers. In a company memo announcing De Castro’s departure later the same month, Mayer wrote, “Overall, I am confident that the leadership team, our direction, and these changes will enable even more successful execution.” Conspicuously absent was any praise for De Castro’s brief tenure.

Why did Mayer hire De Castro? According to sources who spoke to Business Insider, the reasons were twofold: she believed he was responsible for building Google’s advertising business from zero to billions, and she thought he was the driving force behind the brand advertising success of YouTube. Others saw De Castro as having little to do directly with Google’s growth, mainly sailing in on the coattails of others and being in the right place at the right time. Did Mayer’s reputation suffer for her decision? Many saw De Castro’s departure as a smart and necessary move, but Mayer had hand-selected him and paid him well. Some called for Mayer herself to resign, while others were willing to give her more time in the job to turn the company around. Mayer has taken some responsibility for the mess, saying, ““I think it was the right time for us to go our separate ways. . . . There were issues there that I potentially created, and it was important to me to fix them.” And though Mayer may have made a mistake in hiring De Castro, she’s certainly done a lot right in her two years as CEO: she oversaw the acquisition of 37 companies including Tumblr; she launched a tidal wave of new, critically acclaimed products; and she added to Yahoo’s brand cachet and credibility by hiring celebrity journalists like Katie Couric and David Pogue, former tech writer for the New York Times. On Mayer’s watch, Yahoo’s stock has more than doubled. Her leadership has not been without controversy, but it hasn’t been without achievement, either. As the Motley Fool suggested, “Time to move on and focus on what matters: winning back some of Google’s industry-leading $14.9 billion in quarterly online revenues, most of which are related to advertising.”

“Conflict among team members, in and of itself, is not the enemy,” wrote Ilan Mochari in Inc. “The enemy is when conflicts become personal. One of the signs of a healthy organization is when members of the top team can openly disagree with each other without their relationships becoming tense.” With De Castro and Mayer, that became impossible, and when paired with De Castro’s disappointing sales performance, it resulted in one of the most expensive—and embarrassing—executive partings in Silicon Valley history.

Case Questions

1. Explain whether the ousting of former CEO and COO, as well as the employee standards reform, have been functional or dysfunctional conflict for Yahoo.

2. Explain what type of conflict made DeCastro less than suitable for the position of COO at Yahoo.

3. Describe why trust will be an important factor for Yahoo as a company.

Discuss people/innovation perspective as one of the dimension of balanced scorecard in hotel context

explain customer perspective as one of dimensions of the balanced scorecard in Hotel context

Explain the Financial perspective as one of dimension of the balanced scorecard for hotel business

Explain the traditional and technology-based training methods available for employees (exhibit 11-9). In your opinion which method(s) offers the best value in terms of accessibility, cost and ability to deliver information?

1.What was the response to change as in acceptance or negative reaction to change?

2. How could GM encourage employees to be more open to change?

3.Discuss the change agents in GM’s social media change communications strategy and why change agents should be mindful of leading and lagging indicators to measure the effectiveness of the GM change initiative.

1.Discuss the change that GM is attempting to drive with social media.

2. Describe how GM’s social media use to drive change is an application of working the plan.

3. Describe GM’s communication plan.

4. Identify the stakeholders and discuss their role and response to how change is being driven by social media at GM.

Consider a hypothetical company who is considering itex expansion in India (soft drink company)

Need the below information

TOPIC :Media

A)Availability of Media

B)Costs

C)Agency assistance

250 words

No copy please.Use your own words.

DQ1. Choose a company or product to use as the focus of your marketing project (which create a complete marketing plan). Give a brief explanation on why you are choosing this company or product.

DQ2. Find an industry report covering your industry or products/services

Assignment: A complete analysis should include a summary of the case, a SWOT analysis, a financial analysis, identification of strategic issues and challenges, and a strategic plan. You must support your case analysis with at least 3 sources in addition to the textbook.

The case describes the business model of one of the world’s largest e-tailers, Amazon.com, Inc. (Amazon). Amazon had been at the forefront of innovation, adding and refining technology and changing the way customers shopped. It had a sustainable and innovative business model that intensely focused on its long-term growth opportunities as opposed to short-term profit margins. The case discusses the business model innovation at Amazon and how it evolved from just an online bookstore into one of the largest e-commerce platforms in the world where customers could find and discover anything they wanted to buy online in a more convenient way. The case outlines the four pillars of Amazon’s business model — low prices, wide selection, convenience, and customer service. Amazon attracted customers through low prices, prompt delivery, an ever-expanding array of services and products, and exemplary customer service.In 2015, Seattle-based e-commerce giant Amazon.com, Inc.(Amazon) surprised investors by posting an unanticipated second quarterly profit in a row after struggling with profitability the previous year. In the third quarter ended September 30, 2015, Amazon’s revenues increased by 20% to US$23.2 billion, while net income was US $79 million, compared with a net loss of US$437 million in the corresponding quarter of the previous year. The revenue growth was attributed to the company’s rapidly growing cloud-computing business, higher sales in North America, and initiatives to attract more customers. On the back of these unexpected quarterly results, Amazon shares surged, making it the most valuable retailer in the world surpassing Wal-Mart Stores Inc as of July 2015. BUILDING AND EVOLVING THE BUSINESS MODEL Over the years, Amazon had disrupted the online retail industry and transformed itself from an e-commerce player to a powerful digital media platform focused on growth and innovation. It constantly reinvented its business model and found new ways to create value for its customers. According to analysts, Amazon’s business model was innovative because it combined the company’s online retail expertise with its ability to understand the needs of its customers. Amazon moved beyond books to foray into completely new product categories such as e-readers and enterprise cloud computing services. AMAZON’S GROWTH WHEEL In 2001, Bezos and his employees outlined a virtuous cycle called the “Amazon Flywheel”, which they believed powered their business. Bezos once invited well-known author and business consultant Jim Collins (Collins) to participate in Amazon’s executive retreat in 2001 to discuss the company’s future. As part of the discussions, Collins told Bezos and his executives that they had to decide what they were best at. Drawing on Collins’s concept of a flywheel, Bezos and his executives drew their own virtuous circle placing customer experience at the core of Amazon’s flywheel. Internally, it was referred to as Bezos’ napkin diagram as he drew it on a napkin... GROWTH NOW, PROFITS LATER Amazon generated revenues by selling millions of products to customers through its retail website and by charging third party sellers who sold products on Amazon’s website. It also served as a platform for independent publishers to publish books on Kindle with a 35% or 70% royalty option. In addition, Amazon generated revenue from its cloud business by providing web technology infrastructure to developers and enterprises. It followed a high fixed costs and low marginal costs business model. According to Eugene Wei, a former Amazon employee... RESOURCES AND PROCESSES THAT SUPPORT THE STRATEGY Amazon was one of the most innovative companies in the US. From the beginning, it had been at the forefront of innovation, adding and refining technology and changing the way customers shopped. On invention being a second nature at Amazon, Bezos said... CHALLENGES According to industry observers, Amazon over the years had disrupted other online retailers and brick-and-mortar stores and leveraged its e-commerce operations to become a retail Goliath. However, some critics felt that Amazon was too ambitious as it had been growing alarmingly and investing heavily. They felt that the strategy could backfire and that Amazon needed to be selective about the opportunities it pursued as it could not take customers and the competition for granted... THE ROAD AHEAD Going forward, the company planned to launch new digital products and service categories, build more fulfillment centers, power AWS, and expand the Kindle Fire Ecosystem. The company also planned to hire 100,000 people in North America for the holiday season.

Explain two ways for optimizing physician documentation within the EHR of a hospital. Why is such optimization important?

Discuss the potential value and liabilities to HR of utilizing international assignments.