5.         A health care organization that discovered weaknesses in the organization’s ability to collect and analyze information and implemented a $50 million information system upgrade. This is an example of a _____ change.

            a. system

            b. process

            c. strategic

            d. cyclic

6.         The recent merger and subsequent divestiture between Dow Chemical and DuPont is an example of a _____ change.

            a. system

            b. process

            c. strategic

            d. cyclic

7.         Which of the following is true about cultural change?

1. Change may go in unintended directions
2. It is quickly and easily accomplished.
3. Imposed change will meet little resistance.
4. Positive results to change will likely be observed early in the process.

8.         Which of the following is a common change implementation mistake

1. The effort is regarded as a long-term program.
2. Process is driven by focus on customer, connection to strategic business issues, and support from senior management
3. The goals are set too high
4. Structural elements in the organization block change.

2)

Part A: Explain the concept of a Total Rewards Philosophy. Discuss the difference between rewards and compensation. Why is it important to understand what motivates employees? Why do organizations provide both monetary and non-monetary rewards to employees? Use the articles and resources provided to support your ideas.

Part B: Of the benefits discussed in chapter 7, list the ones you consider essential. Why are these benefits important to you?

The distribution system for the Herman Company consists of three plants, two warehouses, and four customers. Plant capacities and shipping costs per unit (in $) from each plant to each warehouse are as follows:

                       Warehouse

Plant           1                       2            Capacity

1                4                        7               450

2                8                         5              600

3                5                         6               380

                            Customer

Warehouse          1                        2                            3                             4

1                            6                       4                            8                             4

2                           3                         6                            7                             7

Demand                300                     300                         300                        400

Formulate the linear programming model to minimize the cost of shipping for this transshipment problem.

A-at the optimal solution how much is shipped from Plant 3 to Warehouse 1?

B-what is the range of optimality of coefficient of cost from Plant 3 to Warehouse 1 and what does this

mean?

C-what is the range of feasibility for the supply amount for Plant 2 and what does it mean?

D-what is the range of feasibility for the demand amount for customer 2 and what does it mean?

1. Name three products that have completed their life cycles.

2. Name a product you use that will soon be on the decline of its life cycle. Why is it on the way out?

3. Why can't you afford to say "that's not my job" anymore?

DO NOT COPY PREVIOUS ANSWERS!!!

The district manager of basketball officials has to assign each team of officials to one game on Friday night.

There are four sites for games. So each site needs one group of officials. Below are the distances in miles each

group of officials is from each site.

	Game site
Officials	Wayne	Sioux City	Winnebago	Wakefield
Group A	210	90	180	160
Group B	100	70	130	200
Group C	175	105	140	170
Group D	80	65	105	120

Formulate the linear programming problem to minimize distance traveled by the groups of officials in this

assignment problem.

A-Which Group is assigned to each location?

B-what would happen to the distance traveled if instead of the best assignment we had Group A go to

Wayne, Group B to South Sioux City, Group C to Winnebago, and Group D to Wakefield?

please respond to this assignment with a post of a minimum of 400 words.

According to SHRM, looking at where recruiters sourced their recent hires underscores the value of healthy social media life. About two-thirds of organizations found new employees through social media, mainly LinkedIn and professional or association networking channels. What will companies need to do in order to actively use the Internet as a recruiting tool as they compete for qualified applicants? In addition to LinkedIn, what other social media sites and professional membership site are available to recruiters?

SCENARIO
You are in a job which you do not like, but it is well paid (high salary). You live close to your work and usually walk to work every morning. You also come home for lunch every day and eat with your wife in the home. Just today, you have been offered a job which you know you will enjoy, but it is slightly less paid (lower salary) and twenty kilometers from your home. You are married, but no children now. You would like to have children in the near future.

WHAT TO DO a, b, c
.
25-35 words maximum for each answer to each question. Do not write a full paragraph or essay.
(a) Type the HEADING for each question copy the question to your WORD file. Use the HEADINGS . . .
1. Situation and Information
2. Barriers
3. Alternatives or Choices,   
4. Values,   
5. Decision,
6. Communication,
7. Risks and Consequences.

(b) Type/copy the question under the Heading
(c). Type your answer under the question.   

SAMPLE ANSWER FORMAT
FORMAT FOR ANSWERS

1. SITUATION and INFORMATION
What is the problem you wish to solve with your decision? Follow the first step of CCT.   

What information do you need to solve the problem or to make a decision?

2. BARRIERS
Any BARRIERS to making this decision?

3. ALTERNATIVES or CHOICES
What are the alternative solutions to your problem?   

4. VALUES
What values do you have which may influence your decision?

5. DECISION

6. COMMUNICATION
How will you tell your boss?   

How will you tell your wife?   

7. RISK AND CONSEQUENCES
What possible risks and consequences could happen because of your decision?
>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>

Answer these 6 questions USING WHAT YOU HAVE LEARNED ABOUT DECISION MAKING
1. THE SITUATION and INFORMATION: What is the problem you wish to solve with your decision? What information do you need to solve the problem or to make a decision? (remember to use the process of decision making that you learned.)

2. BARRIERS: What are the barriers to making this decision? Use the information from the slides.
3. ALTERNATIVES or CHOICES (different possible solutions): What are the alternative solutions to your problem? Hint: Maybe there is some other decision that is not keep the old job, or take the new job. BUT . . . you CANNOT JUST QUIT AND HAVE NO JOB.   
4. VALUES: What values do you have which may influence your decision?
What are the values you have and believe in which might influence your decision? Such values could include: 

having lots of money to buy things and do things, 

having a successful career, big job 

respecting your wife’s wishes, and feelings 

having plenty of time to do fun things and the things you want to do 

What are your goals in life? 

What does your work mean to you? 

What does your marriage/family mean to you?
5. DECISION. Write your decision.   
6. COMMUNICATION. How will you tell your boss? How will you tell your wife? Remember the Model of Communication to help you with the channel.
7. RISKS & CONSEQUENCES: What possible risks and consequences could happen because of your decision?
>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>

7-29.Define brand recognition and brand recall. Explain the difference between the two concepts? Suppose a home furniture store wants to increase its brand recognition. Explain the process and media that should be used. Instead of brand recognition, suppose the furniture store wanted to increase brand recall. How would the media and message be different? Be specific.

1)

What is the relationship between compensation and employee retention? Do employees stay with organizations based on salary? Do they leave organizations because of compensation factors? How do benefits impact retention? Use the articles and resources provided to support your ideas.

Your company is entering into a contract with an overseas company. Without further information, name two (2) legal, two (2) ethical, and two (2) contractual considerations you would likely include in your deliberations.

COMPANY Case: Porsche: Guarding the Old While Bringing in the New

Porsche (pronounced Porsh-uh) is a unique company. It has always been a niche brand that makes cars for a small and distinctive segment of automobile buyers. In 2009, Porsche sold only 27,717 cars in the five models it sells in the United States. Honda sold about 10 times that many Accords alone. But Porsche owners are as rare as their vehicles. For that reason, top managers at Porsche spend a great deal of time thinking about customers. They want to know who their customers are, what they think, and how they feel. They want to know why they buy a Porsche rather then a Jaguar, a Ferrari, or a big Mercedes coupe. These are challenging questions to answer; even Porsche owners themselves don’t know exactly what motivates their buying. But given Porsche’s low volume and the increasingly fragmented auto market, it is imperative that management understands its customers and what gets their motors running.

Since its early days, Porsche has appealed to a very narrow segment of financially successful people. These are achievers who see themselves as entrepreneurial, even if they work for a corporation. They set very high goals for themselves and then work doggedly to meet them. And they expect no less from the clothes they wear, the restaurants they go to, or the cars they drive. These individuals see themselves not as a part of the regular world but as exceptions to it. They buy Porsches because the car mirrors their self-image; it stands for the things owners like to see in themselves and their lives.

Most of us buy what Porsche executives call utility vehicles. That is, we buy cars primarily to go to work, transport children, and run errands. Because we use our cars to accomplish these daily tasks, we base buying decisions on features such as price, size, fuel economy, and other practical considerations. But Porsche is more than a utility car. Its owners see it as a car to be enjoyed, not just used. Most Porsche buyers are not moved by information but by feelings. A Porsche is like a piece of clothing—something the owner “wears” and is seen in. They develop a personal relationship with their cars, one that has more to do with the way the car sounds, vibrates, and feels, rather than the how many cup holders it has or how much cargo it can hold in the trunk. They admire their Porsche because it is a competent performance machine without being flashy or phony.

People buy Porsches because they enjoy driving. If all they needed was something to get them from point A to point B, they could find something much less expensive. And while many Porsche owners are car enthusiasts, some of them are not. One successful businesswoman and owner of a high-end Porsche said, “When I drive this car to the high school to pick up my daughter, I end up with five youngsters in the car. If I drive any other car, I can’t even find her; she doesn’t want to come home.”

For its first few decades, Porsche AG lived by the philosophy of Ferry Porsche, Ferdinand’s son. Ferry created the Porsche 356 because no one else made a car like he wanted. But as the years rolled on, Porsche management became concerned with a significant issue: Were there enough Porsche buyers to keep the company afloat? Granted, the company never had illusions of churning out the numbers of a Chevrolet or a Toyota. But to fund innovation, even a niche manufacturer has to grow a little. And Porsche began to worry that the quirky nature of the people who buy Porsches might just run out on them.

This led Porsche to extend its brand outside the box. In the early 1970s, Porsche introduced the 914, a square-ish, mid-engine, two-seater that was much cheaper than the 911. This meant that a different class of people could afford a Porsche. It was no surprise that the 914 became Porsche’s top selling model. By the late 1970s, Porsche replaced the 914 with a hatchback coupe that had something no other regular Porsche model had ever had: an engine in the front. At less than $20,000, more than $10,000 less than the 911, the 924 and later 944 models were once again Porsche’s pitch to affordability. At one point, Porsche increased its sales goal by nearly 50 percent to 60,000 cars a year.

Although these cars were in many respects sales successes, the Porsche faithful cried foul. They considered these entry-level models to be cheap and underperforming. Most loyalists never really accepted these models as “real” Porsches. In fact, they were not at all happy that they had to share their brand with a customer who didn’t fit the Porsche owner profile. They were turned off by what they saw as a corporate strategy that had focused on mass over class marketing. This tarnished image was compounded by the fact that Nissan, Toyota, BMW, and other car manufacturers had ramped up high-end sports car offerings, creating some fierce competition. In fact, both the Datsun 280-ZX and the Toyota Supra were not only cheaper than Porsche’s 944 but also faster. A struggling economy threw more sand in Porsche’s tank. By 1990, Porsche sales had plummeted, and the company flirted with bankruptcy.

But Porsche wasn’t going down without a fight. It quickly recognized the error of its ways and halted production of the entry-level models. It rebuilt its damaged image by revamping its higher-end model lines with more race-bred technology. In an effort to regain rapport with customers, Porsche once again targeted the high end of the market in both price and performance. It set modest sales goals and decided that moderate growth with higher margins would be more profitable in the long term. Thus, the company set out to make one less Porsche than the public demanded. According to one executive, “We’re not looking for volume; we’re searching for exclusivity.”

Porsche’s efforts had the desired effect. By the late 1990s, the brand was once again favored by the same type of achiever who had so deeply loved the car for decades. The cars were once again exclusive. And the company was once again profitable. But by the early 2000s, Porsche management was again asking itself a familiar question: To have a sustainable future, could Porsche rely on only the Porsche faithful? According to then CEO Wendelin Wiedeking, “For Porsche to remain independent, it can’t be dependent on the most fickle segment in the market. We don’t want to become just a marketing department of some giant. We have to make sure we’re profitable enough to pay for future development ourselves.”

So in 2002, Porsche did the unthinkable. It became one of the last car companies to jump into the insatiable sport utility vehicle (SUV) market. At roughly 5,000 pounds, the new Porsche Cayenne was heavier than anything that Porsche had ever made, with the exception of some prototype tanks it made during WWII. Once again, the new model featured an engine up front. And it was the first Porsche to ever be equipped with seatbelts for five. As news spread about the car’s development, howls could be heard from Porsche’s customer base.

But this time, Porsche did not seem too concerned that the loyalists would be put off. Could it be that the company had already forgotten what happened the last time it deviated from the mold? After driving one of the first Cayenne’s off the assembly line, one journalist stated, “A day at the wheel of the 444 horsepower Cayenne Turbo leaves two overwhelming impressions. First, the Cayenne doesn’t behave or feel like an SUV, and second, it drives like a Porsche.” This was no entry-level car. Porsche had created a two-and-a-half ton beast that could accelerate to 60 miles per hour in just over five seconds, corner like it was on rails, and hit 165 miles per hour, all while coddling five adults in sumptuous leather seats with almost no wind noise from the outside world. On top of that, it could keep up with a Land Rover when the pavement ended. Indeed, Porsche had created the Porsche of SUVs.

Last year, Porsche upped the ante one more time. It unveiled another large vehicle. But this time, it was a low-slung, five-door luxury sedan. The Porsche faithful and the automotive press again gasped in disbelief. But by the time the Panamera hit the pavement, Porsche had proven once again that Porsche customers could have their cake and eat it to. The Panamera is almost as big as the Cayenne but can move four adults down the road at speeds of up to 188 miles per hour and accelerate from a standstill to 60 miles per hour in four seconds flat.

Although some Porsche traditionalists would never be caught dead driving a front engine Porsche that has more than two doors, Porsche insists that two trends will sustain these new models. First, a category of Porsche buyers has moved into life stages that have them facing inescapable needs; they need to haul more people and stuff. This not only applies to certain regular Porsche buyers, but Porsche is again seeing buyers enter its dealerships that otherwise wouldn’t have. Only this time, the price points of the new vehicles are drawing only the well heeled, allowing Porsche to maintain its exclusivity. These buyers also seem to fit the achiever profile of regular Porsche buyers.

The second trend is the growth of emerging economies. Whereas the United States has long been the world’s biggest consumer of Porsches, the company expects China to become its biggest customer before too long. Twenty years ago, the United States accounted for about 50 percent of Porsche’s worldwide sales. Now, it accounts for only about 26 percent. In China, many people who can afford to buy a car as expensive as a Porsche also hire a chauffeur. The Cayenne and the Panamera are perfect for those who want to be driven around in style but who may also want to make a quick getaway if necessary.

The most recent economic downturn has brought down the sales of just about every maker of premium automobiles. When times are tough, buying a car like a Porsche is the ultimate deferrable purchase. But as this downturn turns back up, Porsche is better poised than it has ever been to meet the needs of its customer base. It is also in better shape than ever to maintain its brand image with the Porsche faithful and with others as well. Sure, understanding Porsche buyers is still a difficult task. But a former CEO of Porsche summed it up this way: “If you really want to understand our customers, you have to understand the phrase, ‘If I were going to be a car, I’d be a Porsche.’

.

4 Questions – Answer all Total Marks: 25

1.   Critically analyze the relevant Porters generic strategies and the growth strategies Porsche is pursuing , justify your answer by referring to the case study (5 marks)

2. Marketing had evolved through five stages, out of this five which concept or concepts is Porsche following , justify your answer. Do you agree with this why or why not (5 marks)

3. You are asked to develop a Mission statement and four Marketing objectives for Porsche for the next ten years (2021- 2025) . Draft an ideal mission statement and outline your four marketing objectives (5 marks

4. Identify , explain and justify the main consumer behaviour characteristics that influences the Porche buyers.

A discount appliance store sells iPhones. The store purchases iPhones at a price of $95 per unit. The following information applies to this product.

• Demand = 20 units/day
• Order cost = $56/order
• Annual holding cost = 25% of purchase price
• Desired cycle-service level = 90%
• Lead time = 10 days
• Standard deviation of daily demand = 4 units
• Current on-hand inventory 220 units, with no open orders or back orders

The store operates 52 weeks per year, 6 days per week. It has a continuous inventory review system.

1. What is the annual cost saved by shifting from the 500-unit lot size to the EOQ?

Suppose that the discount appliance store uses a P system instead of a Q system. They order inventory every 12 days.

2. What should T be?
3. How much more safety stock (than with a Q system) is needed?
4. It is time for the periodic review. How much should be ordered?

Required:

11

'-

1. Explain the concept of employee motivation. Summarise the main needs and
   expectations to be taken into account when considering the motivation of people at work.
   
2. b) What evidence is there in the article that employee award schemes can help meet the needs and expectations of people at work? Explain your answer

c. Explain two motivation theories that you think are most useful for a manager who is
planning an employee award scheme, both to decide what to include in the scheme and
what not to include.

(Total 40 marks)

Question 2

a. Explain how you would justify to a group of sceptical line managers, a high level of financial provision for training.

b. Explain the steps you would take in order to ensure the effective management of training.

(Total 20 marks)

Numerous television shows, advertisements and movies comment on the world of work. Even though work is considered essential in the U.S. culture, it is rarely portrayed as fulfilling and worthwhile. In fact, Americans work up to 8 weeks more per year than Europeans. Americans have the longest work week, with a current average of 47 hours. In many countries, including Italy, Greece, and Spain, a mid-afternoon break is scheduled during the regular workday, in which workers take a few hours off to eat and take a nap. What impact do you think a transition to a more European approach to “work” (work day structure/vacation) would have on the American economy? Factor in the role of capitalism versus other economic structures.

Case in Point: Tim Cook Leads Apple

Tim Cook took the helm of Apple as CEO in 2011 after serving as the company’s Chief Operating Officer. At the time, there were questions regarding how much of Apple’s success was due to its founder, Steve Jobs, and whether anyone could live up to his legacy in terms of financial and innovation success. Since he took over, Cook has had some big successes such as the iPhone 6 which led to record profits in 2014, the Apple Watch, and Apple Pay. In 2018, the company had a market cap of over $920 billion—roughly double that of Exxon Mobile or Microsoft which are both considered major organizations.

It has been written that unlike his predecessor, Steve Jobs, Tim Cook doesn’t crave the spotlight. In fact, he has been described as “one of the nicest and most charitable CEOs out there.” He advises individuals to stay positive and “tune out” the cynics. He argues that if you don’t, “they become a cancer in your mind.” That is not where the differences end, however, between the approaches taken by Tim Cook and Steve Jobs.

Under Cook’s leadership, Apple has taken on more social issues. For example, since Cook took over, Apple began using renewable energy for its operations, stood up to the FBI in defense of user privacy, supported access to education, and advocated for LGBT rights. High school student Rebecca Kahn asked Cook for an interview, and he granted her one. She writes that his “objective in life is to work for some higher purpose.” When asked why she wanted to interview him, Kahn stated, “He is not just in charge of the world's largest tech company, but he personally advocates and stands up for things he believes are right. He travels the world and meets with political and innovative leaders.”

Cook believes in diversity of leadership and leadership approaches. He values transparency, reads customer e-mails (he says they serve to humble you), admits when he’s wrong, and argues that you can only do a few things that rise to the level of “great.” In a speech at the University of Glasgow, Cook had some advice for those in the audience, recommending “You have to find the intersection of doing something you’re passionate about and, at the same time, … is in the service of other people. I would argue that, if you don’t find that intersection, you’re not going to be very happy in life.

Multimedia Extension—Tim Cook Defends Apple’s Encryption Policy

Transcript

Case Discussion Questions

1. What did you know about Tim Cook prior to reading this case? Are you surprised to learn some of these things about his leadership style?

2. Which leadership approaches discussed in this chapter do the best job in explaining his leadership style?

3. Given what you’ve learned about Cook’s leadership style, would you want to work for Apple? Why or why not?

4. Do you think there is a relationship between Cook’s leadership approach and Apple’s success? Explain.

5. What personal characteristics do you think makes Cook an effective leader?

Please help. Thanks