Strategies of decicion making-Essay

Order Description

Using library and internet sources review a large public sector or commercial organisation and prepare a Business Continuity Plan which provides resilience in the face of disruption

A report to explain why globalisation is an important factor for the future success of cigarette companies?

protestors argue that legislation and/or should be put in place to constrain such globalisation by cigarette companies. why would they argue this? Type of document: Other (Not listed) Academic Level:Undergraduate
Number of Pages: 8 (Double Spaced) Category: Business

Order Instructions:
A report to show the above question. 2000 words excluding the contents page and references.
should contain: executive summary, contents page, introduction, main body, conclusion and references. should be word processed in 11 point font with 1.5 line spacing. should be written as a business report not an essay. we can use bullet points, charts, and graphs with appropriate headings.

Defining . operations management in context-Essay

Compare and contrast heathrow airport ( serviceoperations) and Nestlé Uk ( manufacturing operations)
Order Instructions:
Defining “operations management” operations management in context . Compare and contrast heathrow airport ( serviceoperations) and Nestlé Uk ( manufacturing operations)
the client work is due on 20th December 2012.
2500 words.undergraduate.

A report to explain whyhttp:the Great Economic Depression of the 1930′ Identity the three most relevant New Deal programs for Texas globalisation-Essay

Order Instructions:
Although the Great economic Depression of the 1930’ was difficult time it was not altogether without progress. Identity the three most relevant New Deal programs for Texas. Justify your choices by showing how each program contributed to easing the problems of the Great Depression in the State.
You Must include a thesis statement that basically introduces your position that the three programs you selected are arguably the three programs that were the most vital to Texas. Additionally, if you use statistical information or author’s exact words. You MUST cite your source at the end of the paragraph

BOTLEY BUILDERS LTD : SALLY IS WORRIED – Case Study

i require this report for B grade and finish it as soon as possible,
Thank you.
this is my case study.
Sally is Company Secretary of Botley Builders Ltd., a family owned building company with a reputation for
quality workmanship and customer service. Its offices and building yard are located near Botley, relatively
close to the centre of Oxford. Sally has become quite worried recently because she has noticed an increasing
number of customer complaints about the quality of the work done. The company’s suppliers are also beginning
to moan about the pressure that Botley Builders puts on them to get non-stock items to the work sites at very
little notice and because of the late payment of their bills. The business regularly switches suppliers to get
the best price and quickest delivery times and recently has been trying to improve its cashflow through slower
payment of invoices. The company is also under pressure because trading conditions have been extremely
difficult in the building trade for the last couple of years; the business has managed to keep going but the
owners are not happy with the profits being made. To win jobs recently it has had to slash its prices even
though inflation in the industry has hit its costs severely.

Botley Builders was set up in 1980 by Jimmy Down and is now run by his children John, Jim and Sally. John,
the oldest, is Managing Director and Jim is Operations Manager. The company now has 55 full time staff as
well as taking on casual labour as needed for specific jobs. In the past few years as full timers have left
or retired the business has tended to use more casual staff or subcontract to keep costs down. All employees
are recruited personally by John, Jim and Sally from amongst people they know and currently include 10 members
of their wider family. When recruiting they tend to rely on what they know about the person, or what other
people have said plus a short interview with one of them to find out more about the person.

Since the children took over complete control of the business in 2009 they have started to take on bigger jobs
including building new houses in small developments in and around Oxford. This has proved a real challenge as
neither John nor Jim has much experience of planning big jobs and the financial strain has been severe as has
the stress it has put on them personally. To help get the building of these homes going the company has
borrowed funds. None of the family are particularly good at understanding the finances but Sally is concerned
about the borrowing and the cashflow problems created by these bigger building projects that take longer to
complete and sell. The company has a few houses it has been trying to sell for a while. However despite some
home building projects the bulk of the company’s work remains improvements and repairs for individual home
owners where they rely on word of mouth marketing. All of the family have been brought up to believe that if
you do a good job word will soon spread and there’s no better way to generate business; unfortunately
enquiries seem to be less frequent nowadays and the conversion rate to actual orders has been falling.

Most recently John has been keen to find ways of growing the business significantly despite the present
economic climate and financial position of the business. John has ambitions to make the business much bigger
and keeps urging the others to “think big and aim high”. John has been trying to grow the company by bidding
for some very large corporate maintenance contracts (e.g. hospitals, hotels, office blocks etc.) in the last
year not only in Oxfordshire, which is where the business has operated before, but throughout the country.
These bids have taken up lots of John’s time and energy but have been unsuccessful as the company has lost out
to much bigger organisations. It seems that these customers want some assurance of high standards other than
just a local reputation and view Botley Builders as too much of a risk, even if it did have the capacity
required and could match the prices of others. There has been some muttering within the business as those who
have been there a long time (which is most of the full timers) look back to when Jimmy was in charge. “There’s
not the same sense of direction” said one employee who had been there since the start “and we’re beginning to
lose confidence. I know some of the staff are looking at work elsewhere”.

The firm is wholly owned, equally, by John, Jim and Sally; they do not take a salary from the business relying
instead on dividends paid from the profits for their personal income. Sally is worried about the
sustainability of the business; all three of them have had to support the business financially in recent years
but they now have no significant personal resources remaining.

John and Jim personally visit every job to meet the customer and give an estimate. If successful they then
share the supervision duties and keep a close personal involvement with every project. They often have 25
simultaneous jobs – keeping them running smoothly sometimes presents a problem. Generally, the company is
friendly and informal and work is undertaken in a flexible way by whoever is free at the time. Generally
everyone tends to get on well ; however there can be friction when they duplicate work or think someone else
is dealing with a task and sometimes John thinks they avoid taking difficult decisions for fear of upsetting
people. As Company Secretary, Sally, is supported by one assistant and has a contract with a small local
accountancy firm, to deal with all the company paperwork including billing customers, paying suppliers,
payroll, returns to Companies House and so on.
Next week John has a charity dinner for a local hospice. This charity was one that Jimmy supported generously
for many years because he wanted to give something back to the community. The children have continued this
support giving a donation of £10,000 a year from the company since they have been in charge. Sally,however,
is beginning to wonder whether they should be looking after the business a bit more and worry about the rest
of society a bit less at the moment.
Extracts from Botley Builders Accounts
2012 2011 2010
£ £ £
Turnover 9,052,522 9,291,421 10,064,105
Profit before tax 65,106 145,474 255,660

Fixed assets 21,31,000 2,148,766 2,123,000
Current assets 3,990,766 2,815,956 2,351,868
Current liabilities 2,145,252 1,729,287 1,753,539
Long term liabilities 260,000 212,000 45,000

TASK

You are to take the role of Sally. Next weekend is a bank holiday and so all three of you will have a day off
work on Monday; you have invited John and Jim to your house for lunch and plan to start a discussion as to how
to deal with your concerns. In preparation you have decided to write a report to make some recommendations to
John and Jim.

Botley Builders Ltd is facing a number of problems in the different functional areas of the organisation. In
your report you should advise the others on what to do to overcome the main problems. Your report should cover
the following (identifying key issues in each area):
• An analysis of two key factors in the external macro-environment that mean that there are difficult
trading conditions for Botley Builders
• The marketing actions that may be required
• The actions relating to human resources that may be required including the actions required regarding
structure and culture
• The financial actions that may be required – based on your analysis of the figures provided.
• The operational actions that may be required
• Discuss the factors the family should consider when deciding whether to continue to support the local
charity
• A conclusion recommending what you regard as the key issues facing the business and where it should
place its priorities when taking action. You should justify your recommendations.
When answering case study questions think about
• The context of the case; your answer needs to be specific to this case study rather than a general
answer. For example, think about the market the business operates in, the legal form and ownership of the
business, the objectives and its financial position. Research the different aspects of the business to
provide an insight to the challenges it might face and how it might cope with them.
• The reading you have done during the course and the models and theories you have studied. Can you use
these models and theories to help you analyse the issues in the case study and to provide support to your
ideas. Your arguments need to be backed up by your research.
• Your sources. Do you have a range of suitable sources?
• The presentation of your response. Have you used headings to flag the key sections of your answer?
Have you checked your spelling and grammar? Is your answer well laid out? Have you used tables and charts if
needed?
• Your recommendations; make sure they are based on the analysis and are supported
• Remember that the recommendations you make are likely to be interrelated; if you decide to invest in a
new project for example, you need to consider where the finance comes from.

Essay plan on the The Corporation by Joel Bakan-Essay

This assignment involves the creation of an essay plan for the final essay (see below) and an outline of the reading you will do for the final essay. You are expected (1) to plan the essay’s structure and
(2) to outline the readings you will draw on and to explain why you think they are relevant.

Essay title: Critically analyze Joel Bakan’s argument in the book The
Corporation
Format:
Critically analyze Joel Bakan’s argument in the book The
Corporation

3 pages, single spacing, and 12-point font.

It should be structured by Coherent,format, extent of reading, choice of reading, writing style and language.
WRITER ITS AN ESSAY PLAN, please google how this is done.

Tips for essay plan:

Thesis Statement

Structure – how will you organize the essay

summary – analysis (generally give points on my defense) BROAD arguments ( pick a side) or agree or disagree

3 sources – what sources will you use and how do they relate to your thesis statement

Corporate Social Responsibility is difficult than what Bakan makes it seem.

I don’t have a copy of the book.

The case study of Engenco Cost Reduction.

Details:
Introduction

You are required to examine a case study and give an insight into business roles and the fundamentals of leadership and management. The word count is 1800 words.

Task

Consider the case study of Engenco Cost Reduction.

1. Identify and discuss the impact of any changes identified in the case study on the employees of Engenco.
2. What issues from the perspective of employees, shareholders and the Board of Directors must Engenco management consider when making major job cuts?
3. Having identified this information, provide an action plan to manage this change within the organisation, using your knowledge of the theories of change management, motivation and teams that will aid a smooth transition.

The scope of your discussion should include motivational, behavioural, relationship and management style considerations.

The signed assessment checklist and header sheet must be included within the assignment that you submit.

Outcome Expectations:

The course has a set of learning outcomes and those that apply to this assessment are detailed below. This assignment is designed to partially meet these outcomes. Other aspects of these outcomes will be tested in other assessments later in the course.

• Understand the constraints, processes and methods that might be employed in rolling out systems.
• Demonstrate an ability to review the strengths and weaknesses of others and understand how such review might be used to enhance the effectiveness of teams, groups and individuals, including being able to lead review meetings of projects and developments.
• Have a sound understanding of the implications of defensive behaviours in others.
• Have a good understanding and an ability to demonstrate basic task and people management skills.
• Demonstrate the ability to sell ideas and systems.
• Understand the strategies that are available for managing and undertaking peer review
• Demonstrate an ability to evaluate learning strategies and make appropriate choices in a range of contexts

Credit will be given for applying appropriate analysis tools to derive useful insights. The case study is one of introducing change under difficult circumstances so particular emphasis needs to be given to the management of change.

?

Cost Reduction at Engeco

Engeco is one of several key players in the energy industry in the UK in a market that is mature with a mixture of residential, commercial and industrial customers. Operations include most types of energy generation and supply, with investment in new technology, including piloting household wind turbines and supporting the development of domestic fuel cells. Privatised in the 1980s and exited by freedom from the public sector, it has spent the last 10 years experimenting with diversification into other businesses ranging from telecommunications, vehicle fleet operations and maintenance, to financial services including insurance and trading in wholesale energy. Many, but not all of these were sold again as Engeco clarified that its strengths lay in becoming an integrated energy and related home services business, which included the installation and servicing of home heating, security systems, cabling and care of kitchen appliances. It employs some 25,000 people in the UK with another 5,000 mostly in North America, with an average age between 25 and 35 years and 30% of the workforce are women.

Market background
The market in the UK is the most liberalised and developed in Europe and substantially deregulated, although the market regulator Ofgem sets the price framework for the network transmission infrastructure where the network owners still hold effective monop0olies. In the last few years, several foreign companies have entered the market as the energy industry in Europe has consolidated through convergence between gas and electricity, with merger and acquisition activity seen as creating the path to growth. These activities cross national boundaries with governments taking different attitudes, ranging from protectionism and seeing this activity saw ‘unpatriotic’ behaviour, to not seeing it as their role to interfere. The European Commission’s proposed energy strategy will address these different attitudes by breaking up companies that produce and supply energy into separate ownership. And opening up the market across Europe, extending choice of suppliers to its 500 million citizens. At the same time, it proposes setting targets to reduce carbon emissions and increase energy efficiency by 30% by 2020.

In line with its European competitors, Engeco has already made alliances and partnerships with other energy provides across Europe, starting with a joint venture in the Netherlands. This provided a launch pad for developing its activities in the region to which has been added partnering in Germany, acquisition in Belgium and the establishment of subsidiaries in Spain and Italy. Engeco has also widened its horizons beyond Europe with activities in North America, which include acquisitions in both Canada and the US through its related activities, operations in India and Africa.

Although now a major provider, there are now in excess of 40 other suppliers able to supply energy to domestic UK customers and with the market share very sensitive to price, any increase is usually accompanied by large numbers of customers switching supplier. Engeco has lost a million customers during the past year. Continuing pressure from consumer bodies to cut prices coupled with warmer weather affecting energy consumption has resulted in a dramatic drive to cut costs.

Human resources at Engeco
Engeco has a record as a good employer, with group wide HR strategies and policies that support the business. One of the first challenges with the new HR director, Kathryn Aldridge, was faced with when she arrived 5 years ago from a major oil company , was to move the HR function from a focus on transactions with their customers, to developing their understanding of what the people strategy meant. Her actions included encouraging people to learn more about the business through development moves into line management and involving the strategy director in HR Conferences. This made her smile as she remembered that this had been a two way process providing the opportunity to educate him as well. The strategic shift into concentrating on an integrated business had led to a focus on building a single culture based on core values that could apply across all aspects of the business. This included customer pride, trust and respect to provide the common culture underpinned by the ethical approach for which the organisation was becoming well known. This should mean that people can ‘feel at home’ and comfortable in whichever part of the organisation they move to.

Kathryn had just come out of the executive committee meeting and was reflecting on all that had been achieved in developing HR practices in the last five years since her move to Engeco.
She saw recruitment as key to the integrated culture with Engeco winning awards for its graduate recruitment in which much investment and effort was made. It had also developed a reputation for its scheme to recruit women into engineering and initiatives to help people with disabilities and the long term unemployed back to work in call centres. Apprenticeship schemes had been developed in both the UK and Canada, where there was a skilled trades shortage. These initiatives also reinforced the organisation’s concern to have an ethical culture and be ‘doing the right thing’.

They had also invested in training 1000 newly recruited engineers and providing their other 7500 engineers with refresher and advanced training. This training is mirrored for customer service and engineering support staff and 2,500 have been recently trained in new systems. Management development programmes cover each stage of a manager’s career, ranging from the talent to deliver the business strategy and includes change, people, business and personal skills. Typical development activities included work shadowing, coaching and mentoring, projects and secondments including international opportunities. The senior leadership programme has been developed in conjunction with a major business school for high potential senior managers.

Rewards at Engeco reflect market levels with options for flexible benefits and saving to buy shares with a bonus scheme to encourage higher performance. Business units had their own policies, which partly reflected the history of growth through acquisition, where the unit had evolved from the traditional business, the package reflected old public sector terms and conditions, with more emphasis on holiday and pension benefits rather than cash, whereas acquired employees may have had a more cash rich package. Even though these groups were in different locations, they performed similar roles and were often aware of the differences. At a senior level there is a single reward strategy across the whole of Engeco, irrespective of whether based in Europe or North America. For senior management, rewards include performance related pay, opportunities for international experience, contracts tailored to individual needs and flexibility to fit with lifestyle. Flexible working is also supported to enable other employees to balance work and caring commitments with the added benefit of saving on office space.
Engeco has traditionally felt it had a good relationship with its employees. However, the previous year had included the decision to move some back office roles to India, which led to lowering of scores in the annual attitude survey on career opportunities and whether employees felt they would recommend a friend to work for the company. The company uses a number of means to communicate with employees from the intranet – videos, team briefings and through various consultative meetings with its two trade unions in the UK and another two in North America. In the past Engeco has managed extensive changes including closing offices, working successfully together with the unions.

This time, Kathryn thought, it may not be so easy, after the success of their pilot outsourced operation to India and installing new customer systems, the Board had decided to transfer most of the rest of the back office activities out of the UK. The new Finance Director, Simon Pemberton, had also decided to take the opportunity to close the head office building on the outskirts of the capital to take advantage of a break in the lease and relocate. He felt that head office could operate on a much reduced staff and move to a smaller building 50 miles out, where the costs would be cheaper. The committee considered that head office should also demonstrate that they were reducing costs and jobs at a time when the rest of the workforce were expected to absorb job losses.

Unfortunately, there had been speculation suggesting large numbers of job losses in the press that morning, which included an interview with a very angry Sam Batton from their major union, protesting that ‘this would mean loss of customer service and they would not accept any compulsory job losses’. The communication plan had been ready to put into action the following week to coincide with the formal announcement and Kathryn had a meeting arranged with Sam and his other union colleague, Roy, to discuss the plans and their implications.

There had been so much achieved. Kathryn had developed a good team, some who been with the organisation for many years, seeing it through the many changes since privatisation, a couple from the graduate scheme with all the expectations of a bright future with Engeco and the few who had arrived with earlier acquisitions, bringing fresh ideas that she had managed to keep. She had been encouraging them to pursue their own development, spend more time in the business units gaining a wider perspective on the business, taking opportunities to be involved in projects and pursue professional qualifications. How was she going to support them through the inevitable cuts while they planned for the needs of those other units that would be affected and the future of the organisation?

This case study has been written using material based on a number of organisations and is not intended to reflect the practice of any particular company.

Task

Prepare and submit a report which identifies and discusses the impact of any changes identified in the case study on the employees of Engenco. Taking into account the perspectives of
of employees, shareholders and the Board of Directors what particular issues must Engenco management consider when making major job cuts?
Finally, having identified this information, provide an action plan to manage this change within the organisation, using your knowledge of the theories of change management, motivation and teams that will aid a smooth transition.

The scope of your discussion should include motivational, behavioural, relationship and management style considerations.

The signed assessment checklist and header sheet must be included within the assignment that you submit.

Outcome Expectations:

The course has a set of learning outcomes and those that apply to this assessment are detailed below. This assignment is designed to partially meet these outcomes. Other aspects of these outcomes will be tested in other assessments later in the course.

• Understand the constraints, processes and methods that might be employed in rolling out systems.
• Demonstrate an ability to review the strengths and weaknesses of others and understand how such review might be used to enhance the effectiveness of teams, groups and individuals, including being able to lead review meetings of projects and developments.
• Have a sound understanding of the implications of defensive behaviours in others.
• Have a good understanding and an ability to demonstrate basic task and people management skills.
• Demonstrate the ability to sell ideas and systems.
• Understand the strategies that are available for managing and undertaking peer review
• Demonstrate an ability to evaluate learning strategies and make appropriate choices in a range of contexts

Credit will be given for applying appropriate analysis tools to derive useful insights. The case study is one of introducing change under difficult circumstances so particular emphasis needs to be given to the management of change.

Cost Reduction at Engeco

Engeco is one of several key players in the energy industry in the UK in a market that is mature with a mixture of residential, commercial and industrial customers. Operations include most types of energy generation and supply, with investment in new technology, including piloting household wind turbines and supporting the development of domestic fuel cells. Privatised in the 1980s and exited by freedom from the public sector, it has spent the last 10 years experimenting with diversification into other businesses ranging from telecommunications, vehicle fleet operations and maintenance, to financial services including insurance and trading in wholesale energy. Many, but not all of these were sold again as Engeco clarified that its strengths lay in becoming an integrated energy and related home services business, which included the installation and servicing of home heating, security systems, cabling and care of kitchen appliances. It employs some 25,000 people in the UK with another 5,000 mostly in North America, with an average age between 25 and 35 years and 30% of the workforce are women.

Market background
The market in the UK is the most liberalised and developed in Europe and substantially deregulated, although the market regulator Ofgem sets the price framework for the network transmission infrastructure where the network owners still hold effective monop0olies. In the last few years, several foreign companies have entered the market as the energy industry in Europe has consolidated through convergence between gas and electricity, with merger and acquisition activity seen as creating the path to growth. These activities cross national boundaries with governments taking different attitudes, ranging from protectionism and seeing this activity saw ‘unpatriotic’ behaviour, to not seeing it as their role to interfere. The European Commission’s proposed energy strategy will address these different attitudes by breaking up companies that produce and supply energy into separate ownership. And opening up the market across Europe, extending choice of suppliers to its 500 million citizens. At the same time, it proposes setting targets to reduce carbon emissions and increase energy efficiency by 30% by 2020.

In line with its European competitors, Engeco has already made alliances and partnerships with other energy provides across Europe, starting with a joint venture in the Netherlands. This provided a launch pad for developing its activities in the region to which has been added partnering in Germany, acquisition in Belgium and the establishment of subsidiaries in Spain and Italy. Engeco has also widened its horizons beyond Europe with activities in North America, which include acquisitions in both Canada and the US through its related activities, operations in India and Africa.

Although now a major provider, there are now in excess of 40 other suppliers able to supply energy to domestic UK customers and with the market share very sensitive to price, any increase is usually accompanied by large numbers of customers switching supplier. Engeco has lost a million customers during the past year. Continuing pressure from consumer bodies to cut prices coupled with warmer weather affecting energy consumption has resulted in a dramatic drive to cut costs.

Human resources at Engeco
Engeco has a record as a good employer, with group wide HR strategies and policies that support the business. One of the first challenges with the new HR director, Kathryn Aldridge, was faced with when she arrived 5 years ago from a major oil company , was to move the HR function from a focus on transactions with their customers, to developing their understanding of what the people strategy meant. Her actions included encouraging people to learn more about the business through development moves into line management and involving the strategy director in HR Conferences. This made her smile as she remembered that this had been a two way process providing the opportunity to educate him as well. The strategic shift into concentrating on an integrated business had led to a focus on building a single culture based on core values that could apply across all aspects of the business. This included customer pride, trust and respect to provide the common culture underpinned by the ethical approach for which the organisation was becoming well known. This should mean that people can ‘feel at home’ and comfortable in whichever part of the organisation they move to.

Kathryn had just come out of the executive committee meeting and was reflecting on all that had been achieved in developing HR practices in the last five years since her move to Engeco.
She saw recruitment as key to the integrated culture with Engeco winning awards for its graduate recruitment in which much investment and effort was made. It had also developed a reputation for its scheme to recruit women into engineering and initiatives to help people with disabilities and the long term unemployed back to work in call centres. Apprenticeship schemes had been developed in both the UK and Canada, where there was a skilled trades shortage. These initiatives also reinforced the organisation’s concern to have an ethical culture and be ‘doing the right thing’.

They had also invested in training 1000 newly recruited engineers and providing their other 7500 engineers with refresher and advanced training. This training is mirrored for customer service and engineering support staff and 2,500 have been recently trained in new systems. Management development programmes cover each stage of a manager’s career, ranging from the talent to deliver the business strategy and includes change, people, business and personal skills. Typical development activities included work shadowing, coaching and mentoring, projects and secondments including international opportunities. The senior leadership programme has been developed in conjunction with a major business school for high potential senior managers.

Rewards at Engeco reflect market levels with options for flexible benefits and saving to buy shares with a bonus scheme to encourage higher performance. Business units had their own policies, which partly reflected the history of growth through acquisition, where the unit had evolved from the traditional business, the package reflected old public sector terms and conditions, with more emphasis on holiday and pension benefits rather than cash, whereas acquired employees may have had a more cash rich package. Even though these groups were in different locations, they performed similar roles and were often aware of the differences. At a senior level there is a single reward strategy across the whole of Engeco, irrespective of whether based in Europe or North America. For senior management, rewards include performance related pay, opportunities for international experience, contracts tailored to individual needs and flexibility to fit with lifestyle. Flexible working is also supported to enable other employees to balance work and caring commitments with the added benefit of saving on office space.
Engeco has traditionally felt it had a good relationship with its employees. However, the previous year had included the decision to move some back office roles to India, which led to lowering of scores in the annual attitude survey on career opportunities and whether employees felt they would recommend a friend to work for the company. The company uses a number of means to communicate with employees from the intranet – videos, team briefings and through various consultative meetings with its two trade unions in the UK and another two in North America. In the past Engeco has managed extensive changes including closing offices, working successfully together with the unions.

This time, Kathryn thought, it may not be so easy, after the success of their pilot outsourced operation to India and installing new customer systems, the Board had decided to transfer most of the rest of the back office activities out of the UK. The new Finance Director, Simon Pemberton, had also decided to take the opportunity to close the head office building on the outskirts of the capital to take advantage of a break in the lease and relocate. He felt that head office could operate on a much reduced staff and move to a smaller building 50 miles out, where the costs would be cheaper. The committee considered that head office should also demonstrate that they were reducing costs and jobs at a time when the rest of the workforce were expected to absorb job losses.

Unfortunately, there had been speculation suggesting large numbers of job losses in the press that morning, which included an interview with a very angry Sam Batton from their major union, protesting that ‘this would mean loss of customer service and they would not accept any compulsory job losses’. The communication plan had been ready to put into action the following week to coincide with the formal announcement and Kathryn had a meeting arranged with Sam and his other union colleague, Roy, to discuss the plans and their implications.

There had been so much achieved. Kathryn had developed a good team, some who been with the organisation for many years, seeing it through the many changes since privatisation, a couple from the graduate scheme with all the expectations of a bright future with Engeco and the few who had arrived with earlier acquisitions, bringing fresh ideas that she had managed to keep. She had been encouraging them to pursue their own development, spend more time in the business units gaining a wider perspective on the business, taking opportunities to be involved in projects and pursue professional qualifications. How was she going to support them through the inevitable cuts while they planned for the needs of those other units that would be affected and the future of the organisation?

This case study has been written using material based on a number of organisations and is not intended to reflect the practice of any particular company.

Task

Prepare and submit a report which identifies and discusses the impact of any changes identified in the case study on the employees of Engenco. Taking into account the perspectives of
of employees, shareholders and the Board of Directors what particular issues must Engenco management consider when making major job cuts?
Finally, having identified this information, provide an action plan to manage this change within the organisation, using your knowledge of the theories of change management, motivation and teams that will aid a smooth transition.

The criteria used for grading assignments A1 and A2 are present below:

Grading Descriptions
90% and above
Excellent work that often shows originality or creativity of insight and approach, is well-articulated and demonstrates a good thorough understanding of the subject matter at an introductory level.
Excellent and original organisation and structure.
Excellent original synthesis of wide range of recent literature.
Excellent standard of presentation and original writing style.
Perfect use of Harvard System for all references. (0 errors)
Shows clear evidence of considerable research beyond recommended textbooks and the internet.
Originality and conceptualisation of the study with clear and cogent rationale. Powerful and persuasive analysis.
Sophisticated and original argument that is powerful and persuasive.
No spelling or grammatical errors.
Powerful conclusion demonstrating a clear action plan.
Excellent use of imagery to demonstrate theoretical concepts.
80% Almost perfect use of Harvard System for all references. (2-3 errors only)
No spelling or grammatical errors.
Use of peer-reviewed articles, textbooks for referencing which reflects the latest thinking.
Persuasive analysis demonstrating ability to identify a number of possible solutions.
Powerful conclusion demonstrating a clear action plan.
Good use of images to demonstrate theory.
70% Clear analysis of any impact.
Few spelling and grammatical errors.
Little instance of wrong choice of words.
There may be some attempt to cite references. References &/or bibliography presented according to subject convention
Well presented, well structured, good organisation with few or no errors in grammar, spelling, or punctuation. Presentation of diagrams &/or tables follows required format.

60-69%
Successfully structured and organised assignment integrating theory and practice coherently.
Evidence of wide range of reading, used effectively and appropriately.
Very good standard of presentation and imagination style of writing.
Clear indication of sources for all references using Harvard system of referencing.
Clear rationale for approach of the study and very good presentation including convincing analysis.
Very good critical and theoretical insights and good use of concepts and explanatory models.

50-59%
Good organisation and clear structure, perhaps lacking integration.
Familiarly with key texts, literature from a limited range of sources.
Good standard of presentation and clear style of writing.
Adequate use of approved system of referencing.
Satisfactory rationale for approach to the study and competent analysis.
Clearly expressed critical appraisal and use of supporting sources of evidence.

40-49%
Adequately structured and some organisation of parts of the assignment.
Limited evidence of reading and application of literature sources.
Competent standard of presentation and writing styles.
Clear set of references but failure to use approved system.
Little rationale for approach presented. Limited analysis.
Coherent reasoning and some formulation of an argument.

30-39%
Assignment lacks coherence of organisation and structure.
Little evidence of appropriate reading or ability to synthesise information.
Poorly presented work and poor standard of writing English. Many typing and spelling mistakes.
Failure to cite references appropriately.
Weak rationale for approach and little relevant analysis. Failure to understand the purpose of the assignment.
Unsubstantiated assertions and factual inaccuracies.

20-29% The work examine is unacceptable and provides little evidence of the knowledge and understanding to the subject matter. Answer fails to address the question set but may demonstrate some understanding of the general subject. Contains many significant errors or totally inadequate in terms of quantity.
10-19% The work examine is unacceptable and provides negligible evidence of the knowledge and understanding to the subject matter. Answer is largely irrelevant, but may display some knowledge of the general subject. However, a muddled understanding or major confusion regarding the subject matter is evident.
0-9% The work examine is unacceptable and provides no evidence of the knowledge and understanding of the subject matter. No real effort to answer the question. Answer is totally irrelevant or comprises of no more than a few sentences.

NB: Discipline: People and Organization

Business Studies-Essay

Details:
summary of 2 pages for each article add my thought and realated to other sources.
For article summaries please provide:
1. A short synopsis of the article.
2. A list of the important features, facts and highlights from the article.
3. A short summary of your thoughts/reflections/reactions on the article. What does it makeyou notice, think of, or feel about certain issues?
follow the instructions tips carefully.

Critically evaluate the GE system of leadership development

HRM in Context1 Question 1: Critically evaluate the GE system of leadership development (GE’s Talent Machine: The Making of a CEO). What lessons can you and your organisation take from this approach?

Question 2: Critically Evaluate how the Leadership, Innovation and Growth (LIG) programme has helped GE manage change in its organisation, specifically with respect to leadership issues. What lessons can you and your organisation take from this approach?

Conclusion: Draw conclusions on the theory and its appropriateness to you and your organisation

Recommendations: Make recommendations on the theory and its appropriateness to you and your organisation.

– Please read through the attached work and edit it where possible and add in the following points where necessary.

**- Points to add in:
Question 1: – training and development – talent management – culture of the organisation

Question 2: – change management – SWOT analysis- centralised or decentralised system – culture – empowerment of leadership

Business retention and expansion program

You are the CEO of the local economic development corporation. As part of your organization?s business retention and expansion program, you are putting on a one-day seminar for local area businesses on going global. Provide an outline of the seminar including topics, coverage time, and why the topic is important enough to be included in the seminar