International Managers

Table of contents

The given example above shows that going international or global requires a proven patience and that only after 5 to 10 years, a global company can start relying on its own internally trained, nurtured international experts and specialists, amongst some can even be promoted to top management positions (after 10 years). Another interesting aspect is that, according to Czinkota et al (2001) and Barlett & Ghoshal (1992)13, in global corporations, there is no such thing as a universal global manager. Instead, there is a network of global specialists in four general groups of managers, who must work together:

Global business production managers have the task to maintain and further the company’s global scale efficiency and competitiveness.  Country managers have to be sensitive and responsive to local market needs ; demands but, at the same time, be aware of global implications.  Functional managers have to make sure that the corporation’s capabilities in technical, manufacturing, marketing, human resources, and financial expertise are linked and can benefit from each other.

Corporate executives at headquarters have to manage interactions among the three groups of managers as well as identify and develop the talent to fill the positions. It is recommended that our firm should show clear career paths for managers assigned to overseas and develop the systems and the organization for promotion. This approach will serve to eliminate many of the perceived problems and thus motivate managers to seek out foreign assignment. Then, IHRM will become easy. (Quelch & bloom 1999)

Training and Adaptability Screening: rancesco & Gold (2005) argue that the training and development function includes planned individual learning, organization development, and career development. It is a recognized professional field known as human resource development (HRD). At international level, many companies have HRD professionals, who are responsible for training and development of employees located in subsidiaries around the world, specialized training to prepare expatriates for assignments abroad, and development of a special group of globally minded managers.

According to Marquardt & Engel (1993)14, the delivery of HRD programs may be centralized or decentralized, ethnocentric or geocentric. When it is centralized and ethnocentric, training originates at headquarters and corporate trainers travel to subsidiaries, sometimes making adaptations to fit the local situation. A centralized geocentric training model develops through input from both headquarters and subsidiaries. Trainers from various positions in the headquarters or subsidiaries could travel to any other corporate location. In a decentralized approach, training is on a local or regional basis, following a polycentric or regiocentric model.

Any of the training models described above may fit our firm. The most important in training is the content and objectives. In either model, there are some adaptations that must be taken to each regional market. Training value is subject to local cultures and external environments. For example, Avitabile and Kleiner (2002) 15explore how to train employees to work safely in the Mid East. Screening adaptability is another challenging task of multicultural firms HR managers.

Avitabile and Kleiner (2002) conclude that no amount of classroom training can cover the myriad of things that can go wrong when interactions breed misunderstandings, tension strains relationships, and instability creates conflict. (Avitabile and Kleiner 2002, page 54). Thus, as conclude Francesco and Gold (2005), the most important aspect of expatriate training is cross-cultural training (CCT) that can be delivered either through cultural briefings, area briefings, cases studies, roles playing, culture assimilator, or field experiences. In fact, an organization may choose an appropriate CCT method based on three situational factors of the expatriate’ assignment: novelty in the culture, degree of interaction with host country nationals, and novelty of the job (Francesco ; Gold 2005: 161). Training doesn’t stop here, because it is imperative to avoid a cultural shock to expats or their family members.

Upon arrival in the host country, the expatriate will be continuously screened for cross-cultural adjustment and adaptability factors. (Black and Gregersen 1991)16 Avitabile and Kleiner (2002) assert 45% companies provide either method of training. Recommendations to International Managers Training in Asia and in Middle-East cannot be done the same way as in Europe or in North America. Global companies should be aware of the existing dissimilarities.

According to Francesco & Gold (2005), in order to maximize training effectiveness, it is important to take into account how trainees learn more effectively, as cultural factors have a strong impact on training practices in different parts of the world. For example, in U.S.A and Canada, where power distance is small, the relationships between trainers and trainees tend toward equality. Trainers and trainees can call each other by first names and trainees can challenge ideas and opinions of the trainers. This can never happen in Asia, nor in the Middle-East, where due to a large power distance, a trainer receives respect and is considered to be an undisputable expert.

In Europe, the trainers will be challenged by a large diversity in cultural management models. In assignment # 1, we saw that Comparative HRD academics found out that there are three most distinctive European Management Models: Anglo-Saxon, French and Germanic. Sparrow 1998 asserts that within Europe, the strong and culturally distinctive (homogeneous) management models in France, Germany, and Scandinavia stand opposed to the Anglo-Saxon model. The Anglo-Saxon model would include UK, US and Canada. Training effectiveness and its value will be different in those models.

As global competition intensifies, note Francesco & Gold (2005), it is increasingly important for successful companies to have a group of globally minded managers (who have a global perspective). Czinkota et al advises to develop such managers through the international resource management development strategic systems. It is important that the firm includes in this group both PCNs and managers from other countries. Having one or more international assignments, working on cross-cultural and cross-national teams and projects, and learning other languages and cultures will contribute greatly to making a manager more globally minded.

Personnel Performance Evaluation According to Francesco & Gold (2005), Performance evaluation is the systematic appraisal of employee’s performance within the organization. Performance evaluation is a challenging task for any domestic organization and it becomes even more complex for multinational enterprises. At the international level, the complexity of performance evaluation is greater because the organization must evaluate employees from different countries working in different subsidiaries.

The need for consistency across subsidiaries for performance comparisons can conflict with the need to consider the cultural background of employees to make the evaluation meaningful. Ramamurthy and Carroll (1998) argue that collectivist workforces, such as Asians and Arabs, will not like the type of formal appraisal systems that are common in most Western firm and, of course, in the Toronto headquarters. Communication style may have an influence.

Therefore, the Company will apply different performance evaluation methods in its different subsidiaries. In Asia and the Middle-East, where group and family harmony, authority and seniority are more valued than just competency or professionalism, the firm will have to use methods that are different from those used in Europe, Canada and USA, where individualism is prevalent and where employer and employee can discuss issues. Briscoe (1995) and Francesco ; Gold (2005) define “compensation and benefits” as the function that develops and administers the salary system and other forms of remuneration such as vacation and sick pay, health insurance, and pension funds.

In developing an international system of compensation and benefits, an organization has two primary concerns: The first is comparability (Briscoe 1995). An effective compensation system assigns salaries to employees that are internally competitive and comparable within the marketplace. For example, the salary of a senior manager is higher than that of a supervisor, and each position should receive an amount within the local market range. The international organization must also consider the salary of people who may transfer from other locations. Cost is the 2nd major concern (Dowling et al 1994).

Organizations strive to minimize all expenses, and payroll is one of the largest. Labor costs vary widely by country, and companies often subsidiaries in countries that have lower wage rates than at home. Compensation and benefits reflect local labor market conditions even when an organization takes an ethnocentric or geocentric approach. The availability of qualified local people to fill positions, prevailing wage rates, the use of expatriates, and local laws interact to influence the level of compensation and benefits. Security status is also important as some companies are obliged to cover monetarily the risks an expatriate or a local staff takes when working in a volatile and war torn areas such as in Iraq today.

Czinkota et al (2002) and Francesco ; Gold (20050 argue that a company should usually develop a policy, which could apply globally, to offer salaries and benefits representing a specific market level. For example, a large successful multinational that emphasizes the quality of its products and employees may have a global policy to pay the highest wages everywhere it operates. Another company could offer top salaries in the country where it does research and development yet pay average wages in the country where it manufactures.

Culture may influence the value that people in different societies put on various compensation and benefits practices. For example, more masculine countries like Asian and Arab countries make use of flexible benefit programs and are less likely to provide workplace childcare, opportunities for career breaks, or maternity leave (Schuler and Rogovsky 1998). Childcare is a crucial issue in Europe and Canada.

Recommendations to International Managers In Asia and in the Arab world, the firm should consider the high value of seniority and family security, high power distance and masculinity. Thus, preferred practices should be more certainty in compensation systems (seniority, or skill-based), centralized bureaucratized but separate pension system with many controls and protections. In Europe, we still have some uncertainty avoidance, individualism and feminine cultures. Compared to Asia, there is lower power distance in Europe. Thus, companies will use a combination of defined contribution pension plan with flexible plan implementation. A same type of pension plan will be offered to all employees and family friendly policies (childcare) will apply to enhance quality of life. Laws are tough. In USA and Canada, individual incentives and flexible benefits programs are advised. For executives, stock options and ownership plans may apply. (Hempel 1998)

Management of Labor Relations

Francesco ; Gold (2005) note that the labor relations function defines and identifies the roles of management and workers in the workplace. The concept of labor relations varies greatly in different parts of the world. In USA and Canada, for example, labor relations are often formal relationship, sometimes antagonistic, between labor and management defined by a union contract. In Japan, the relationship between management and unions is cooperative, and management often appoints union leaders (Hodgetts and Luthans 1994)17. Dowling (1994) assets that in many countries governments regulate labor relations practices. Consequently, in this function more than HRM functions, an organization may have to be polycentric. However, advises Wahl 2002, even though labor relations are local-level issues it is good to have a corporate strategy to coordinate labor relations policy across subsidiaries.

Recommendations to International Managers

Labor relations issues should be dealt with separately, country per country, but there must be a coordination of all the labor relations function at HQ of Toronto. Indeed, as claim Czinkota et al (2002), none of the firm’s objectives can be realized without a labor force, which can become one of the firm’s major assets or one of its major problems, depending on the relationship that is established and maintained. Because of local patterns and legislation, headquarters’ role in shaping the relation is mainly advisory, limited to setting the overall tone for the interaction. However, many of the practices adopted in one or more markets or regions, may come easily under discussion in another (or other), making it necessary for multinational corporations to set general policies concerning future labor relations. Any firm should view its labor relations strategy from three perspectives:

  • the participation of labor in the affairs of the firm, especially as it affects performance and well being.
  • the role and impact of the unions on relationship.
  • specific human resource policies in terms of recruitment, training and development.

Firms should understand that labor cannot be considered anymore as a simple service that can be bought. Increasingly, workers are taking an active role in the decision-making of their firms and in issues related to their own welfare.

Some countries like Japan, have understood a long time already that incorporating labor unions leaders in their top management is more productive than excluding them. But, this also is explained by the high value of harmony, which defines Asians. In Iceland and China, unionization can reach 90%. Labor and trade unions are spread in Europe, but some countries limit these unions power through appropriate legislations that don’t oblige Corporate to conduct collective bargaining with workers’ unions (Duane 2001). In Arab countries, firms may need to cooperate with local governments. In USA and Canada the company will be careful because even if North -American labor unions seem harmless, they may become very tough and involve international federation of trade unions when they feel that a global firm is doing wrong to the staff. (Jay Mazur 2000)18. The organization should be aware that many countries don’t like the use of expatriates.

The following will serve as general conclusion to this paper and it constitutes the last and final recommendations to Transnational Software Developers Ltd. Particularities of any Corporate Global Strategy  Elashmawi (2001) insists that international managers should be aware of the cultural and cultural complexities met when going global or when expanding business across borders. For example, it might seem for many foreigners that dealing with all Europeans is the same. It is definitely not. Elashmawi (2001) highlights the diversity of European Cultural Values. Europeans are characterized by their diversity and doing business, conducting negotiations or communicating in France, for example, is not the same as in Germany, Ireland or Italy.

The firm should be aware of the diverse dissimilarities within the European workforce’s management practices, as well. The advice is also true for compensation and benefits management, labor relations, etc. There are many European management models, of which the most important are French, Germanic, Scandinavian and Anglo-Saxon. While Asians may have common cultural values encountered all over in Asian countries, Lewis 2004 argues that each Asian country has its own cultural particularities. Western businesspeople have frequent cultural clashes with Japanese and South-Koreans. Those clashes are not necessarily caused by the same reasons. For example, Koreans conduct business with a quasi military style. Chinese and Japanese adopt a softer style. It doesn’t make them easier (than Koreans) to negotiate with! International managers should know that.

Francesco ; Gold (2005) argue that there are no best practices applicable to different cases, in different regions, under different environmental constraints. However, each organization should have an organizational culture applicable everywhere with additional local re-adjustment. Francesco ; Gold (2005) warns that organizations recruiting PCNs and TNCs must deal with the complexities of employing and moving people outside home countries.

Employing expatriates, although it may be a good business decision, is expensive. Parker and Janush 2001 add that because of the additional compensation required, an expatriate’s remuneration package could be two to three times the base salary. Consequently, successfully managing all aspects of expatriate HRM is extremely important. Black et al (1999)19 argue that an expatriate returning home before the end of his/her assignment may cost a company $200000 to $1.2million.

Many scholars, including Macnamara (2004), insist on the training for multicultural and cross-cultural communication skills Thus, managing a multicultural organization is a daunting task. Some claim that IHRM practices are converging under globalization while other academics insist on the importance of HRM skills that cannot be imported wholesale into a given country. It is recommended to have managers’ pools .

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Group Practice Manager on Administrative Applications

An Air Force (AF) military treatment facility (MTF) will normally have two or more group practice managers (GPM). The facility where this interview takes place has three; they are co-located at LakenheathHospital with duties equally divided between in and outpatient care areas. The duties of a GPM consist of assessing clinical business practices, forecasting demands on medical services, and determine how well the MTF is meeting the business plan.

They are responsible for the evaluation of each provider regarding relative value unit (RVU) and relative weighted unit (RWU). Additionally, they are evolved in budgeting, marketing, strategic planning and lead facility initiatives addressing patient satisfaction of in and outpatient medical services (AFMS Kx, n. d. ). The GPMs interact with numerous administrative applications to achieve success at their job.

This paper will discuss three key applications; Management Analysis and Reporting Tool (M2), United States Armed Forces Europe (USAFE) Decision Support System (DSS) and Air Force Surgeon General’s Executive Global Look (SG EGL) utilized by the GPM in assess data. M2 is a Business Objects query tool GPMs use to aid decision makers in overseeing military health system(MHS) operations. The benefits of M2, provides a detailed summary of population, clinical and financial data from all MHSworldwide. Data includes, purchased care, eligibility and enrollment data (Executive Information Decision Support, n. ). GPMs use M2 to evaluate encounters, business practices, perform trend analyses, conduct patient, and provider profiling studies. This application also identifies areas of healthcare services paid to the private sector that are available at the MTF and transfers those services back to MTF. Disadvantages of this system identified by the GPM include, complicated excel spreadsheets requiring extensive data cleanup and performing multiple pivots to present reportable data. Data lag time is forty to sixty days, so today the GPM can only assess data as recent as the end of February.

This system is preferred to the Composite Health Care System (CHCS I), a Virtual Memory System (VMS) where ad-hoc reports are built, requiring clean up, then pasted in to Excel for more data clean-up and pivoting (Beyster & Economy, 2007). Another administrative application favored by GPMs is the Air Force Surgeon General’s Executive Global Look (SG EGL). SG EGL assesses MTF effectiveness of meeting measures in customer satisfaction, provider availability, appointment booking, business plan and the command’s overall performance.

One innovation all three GPMs agree upon is SG EGL, this administrative application provides “Push Report,” which pre-builds graphics of the aforementioned data that they do not have to pivot down. The SG EGL website allows requested reports to be sent directly to e-mail inbox monthly (Air Force Surgeon General’s Executive Global Look, n. d. ). Reports received have the same information contained on the website, so the user receives information in a dashboard format that is easily copied into PowerPoint for presentation tothe hospital leadership.

One limitations of SG EGL noted by the GPM is the same data lag time as M2. Another problem with this application is the website frequently is inoperative and if updates are implemented you may not be able to see data until the Pentagon figures out the issue. One of the strengths of the website regardless up or down the “Push Reports” are always sent and contain viable data. Another tool for analyzing data used by the GPM is DSS. DSS is located in Ramstein, Germany and supports USAFESG on data regarding medical services provided throughout USAFE.

DSS is a team of informatics specialists that generate custom reports, create and manage web-based applications (USAFE DSS, n. d. ). GPMs find DSS a favorite place to request custom built reports not covered in other applications such as M2 or SG EGL. Additionally, the informatics experts have the ability to mined data and perform clean-up, the GPM would normally have to accomplish. The report is still received in excel format,but data is specific to the request. The negatives of DSS, if a requested report needs additional data fields added, the report has to be rebuilt to include the new fields.

Furthermore, extensive directions must be given to guide the informatics section on building the report. Once the report is built to specifications the potential for assessment of data is tremendous. The administrative application discussed in this paper address just a few currently used by GPMs. There are additional unique databases at major commands (MAJCOM), developed to assess unique data requiring evaluation by the command. The development of unique databases occurs due tothe demand for quick acquisition of data “in real time. Unfortunately, development at the DoD level takes years for implementation and the user want current data, not data forty to sixty days out of date. GPMs at this facility greatly desire one administrative application to obtain tables, graphs and reports, but such an application is years in the making.

References

  1. Air Force Medical Service (AFMS) Knowledge Exchange (Kx). (n. d). Group practice manager’s position description. Retrieved from https://kx. afms. mil/kxweb/home. doAFAF (Air Force Surgeon General’s Executive Global Look n. d. SG EGL)
  2. Air Force Surgeon General’s Executive Global Look. (n. d. . SG EGL. Retrieved from https://egl. afms. mil/ (Beyster R J Economy P 2007 SAIC Solution: How We Built an $8 Billion Employee-Owned Technology Comapny)
  3. Beyster, R. J. , & Economy, P. (2007). The SAIC solution: How we built an $8 billion employee-owned technology company. John Wiley & Sons, 88. (Executive Information Decision Support n. d. EIDS)Executive Information Decision Support. (n. d. ). EIDS. Retrieved from http://www. ha. osd. mil/peo/59810_Axiom_Bro_EIDS. pdf
  4. United States Armed Forces Europe (USAFE) Decision Support System (DSS). (n. d. ). Retrieved from https://sg2. usafe. af. mil/DSS/

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Assistant Manager

Education 2 72% University or above Geographic HECK Island , Central, TTS Commercial Areas Source The Hong Kong Audit Bureau of Circulations Ltd & Nielsen Media Index HECK Year-End Report 2012 Demographic According to the source from HACK Ltd and Nielsen Media Index HECK Year-End Report in 2012, 70% of readers fall into the age range between 30-49 years old. It means that the readers are used to read SCAMP English newspaper. They are loyal to SCAMP for personal reading interest or business insight.

For education background, 72% of readers has university graduate or above so that they are well-educated, repressions and in senior position. The readers are willing to pay the higher price to get quality news instead of free newspaper. The readers under 29 years or below is only 19% of the total market. Geographic: SCAMP circulates the print via channels like newspaper stores and convenient stores. Most of the circulation gain from HECK Island, Central, TTS & other commercial areas.

As ethnicity was 57% of Non-Chinese and 43% of Chinese, it reflects most of the readers are foreigners. Demographic & Geographic are presenting the similar data which means the result would be more truthfully and specifically. Most SCAMP readers are of premium social status such as Managers, Executives and Professionals for self-use etc. For corporate customers, company size with over 50 staff or global firms, the subscription of SCAMP is a corporate image. They are frequent and loyal users regardless of the higher subscription price.

Also schools, universities, Government, financial & banking clients are the major consumers. Behavioral: SCAMP bases on different consumers’ desires to provide the following marketing plan. 0 Monday – Friday, corporate and stable readers, regularly Sunday – leisure day, less demand, no corporate Saturday is more popular for Job seekers for The Classified Post Company: At least one copy of SCAMP daily 2. 2 Targeting The target customers are divided into B to C (Business to Consumer) and B to B (Business to Business) models.

B to C (Business to Consumer) For consumer market, readers are decision makers, Government officers, Coos, senior executives, scholars, professionals, university students, and Westerners. Their average income belongs to high income group (40% Monthly Household Income HECK $70,000 or above). They have high spending power. Job seekers who look for quality arrears ’employers and better salary offers will search the Jobs from Classified Post. The employers / recruitment agents who look for quality staff will place advertising on Classified Post to recruit their staff.

Besides, the consumers look for news with highest creditability and they are very loyal to SCAMP. B to B (Business to Business) For corporate customers like multi-national companies, they are very loyal to SCAMP and purchase at least one print in the office on a daily basis for company image or quote SCAMP news as educational reference and or use published statistics in their business reports. For primary, secondary and university students, Education Bureau encourage students to subscribe SCAMP newspaper to pick up their reading hobby. Undeniably, SCAMP is the leader of HECK English newspaper. . 3 Positioning SCAMP mission is ‘As we move forward in these rapidly changing times, can be summed up in three words: Aspiration, Connection and Trust. Aspiration: We deliver value and quality to our customers by enhancing knowledge. Connection: We bridge Hong Kong, China and the rest of the world, and we actively engage in these communities. Trust: We will grow with the region as the trusted littoral on China. Being market leader in English newspaper, SCAMP won 11 awards in 2013, the Top Prize of Society of Publishers in Asia Editorial Award 2013.

SCAMP gained the 1st ranking of Highest Credibility in Hong Kong newspaper market according to the survey conducted by Center for Communication Research of Chinese University (2011). SCAMP is consistently striving to seek ways to retain its market leader position in English newspaper market since 1903 and keeping the high standard in newspaper contents with highest credibility so that its readers are very loyal to SCAMP. 3. Marketing Mix The marketing mix is a business tool used to execute the market strategy into practical business activity.

Our team is study focus on newspaper business – South China Morning Post (SCAMP) – an English Newspaper, retail selling price is HECK$9 from Monday to Saturday; HECK$II for Sunday Morning Post. The most important value of the newspaper is Fair, Fact, Credibility, and Integrity; it is why SCAMP can be the market leader and long lasting Product is “the tangible or intangible goods or services and how it can satisfy consumer’s needs and wants”. Products have different life cycle, it will grow, mature and eventually decline and phrase out.

Therefore, SCAMP has carried various product mix in order to extend the product line to secure the income and maintain the growth of the business. Apart from printed copy, it has added digital subscription from 2010 as Internet and Smartened become more common and popular. They have changed the reading habit of the whole world. Besides, mobile APS application has been added in 2012. Subscribers are Job seekers who expect to find quality Jobs from the newspapers. On the other hand, it attracts employers or recruitment/hiring agents to post the recruitment advertisement on the newspaper.

It is an important platform for Job seekers, employers and recruitment agents. Pricing is “the process of setting a price for a product or discount. The price needs not be monetary; it can simply be what is exchanged for the product or services. SCAMP is carrying premium pricing strategy. From circulation information, its target customers are well-educated and belong to the group of middle to high income. They are less sensitive (inelastic of demand) to commodity items like food and newspapers. Buying a newspaper at $9/$10 is not a concern to them.

On contrast, Chinese newspaper segment is large and very sensitive to penny change on pricing, hush free newspaper is popular in the market Premium pricing also represents the reader’s prestigious status and quality. High credibility is the most important thing to them. Apart from newspaper revenue, advertisement is one of the major income streams in SCAMP. It also charges the customers higher advertising price for posting recruitment advertisement if comparing to Recruit, Jobs. It tells the customers that its readers possess good quality when they are looking for their companies.

If the customers want to recruit people with high quality and capability, SCAMP is the only choice. Place (or distribution): “It is how to deliver the goods or service to the customer. ” For printed newspaper, Scamps retailing channels will be news stand or convenient store e. G. 7-11 . In HECK, TTS, Central and HECK Island, due to business and commercial centers are gathered with numerous westerners coming from different countries. Hence, the circulation of printed copy in these districts is the most. For digital subscription, it is via internet or mobile app.

Promotion: “It includes various methods of promoting the product, brand, or company including advertising, sales promotion, publicity, PR, direct marketing, digital arresting, sponsorship, personal selling. ” Despite SCAMP is a media, it also needs to promote its business. Apart from putting advertisement on its own newspaper and website, SCAMP needs to promote its product via different channels. Loyalty discount to customer: Offer discount to loyalty readers, employers and recruitment agents who has subscribed its newspaper for a long period of time. SCAMP wins numerous Good Word-of-Mouth in this industry.

It wins 11 awards gets the highest ranking in credibility in the HECK newspaper. E. G. Edward Snowmen fair selected SCAMP; it has shown its newspaper has high integrity to the public. It also Joins Job Exhibition Fair, Trade Fair, and Seminar to broaden its exposure to the public. 4. Customer Relationship Management Firstly, as mobile is the single fastest growing source of digital traffic, SCAMP continue to its existing digital offerings with new products such as SCAMP News Pulse, new phone app to enhance the relations with the customers, especially among younger generation.

Secondly, if the customers have subscribed to the members of Classified Post, they can search their Jobs according to their requirements. The Classified Post (“CUP’) will keep customer’s C.V. and personal information in a highly secured way. Then, CUP provides Job Alert e-newsletter and course/self-enhancement information to subscribers’ emails based on subscribers, particular information. This would create a strong bonding relationship between SCAMP and its readers. 5. Market Analysis 5. Circulation Source The Hong Kong Audit Bureau of Circulations Ltd Cover price for SCAMP increased by $1 to $9 since January this year. The online subscription fee for scamp. Com has also increased in late June 2013. 2013-2015 According to the source from the Hong Kong Audit Bureau of Circulations Ltd, the daily circulation of SCAMP is around 100,860 to 107,629 from 2009 to the first half of 013. The daily circulation is very stable within this period. But the circulation mix was changed once digital version was launched in the first half of 2010. In 2009, the daily circulation was solely print version.

Once digital version was launched, it commenced to grow from 3363 in the 1st half of 2010 to 18,149 in the 1st half of 2013. The growth rate of circulation in digital version is 6 times in 3 years. There was a slight drop from 100,860 to 88,776 for print version from 2010 to 2013. This implies the fast growing popularity of phone affect the habit of readers and there is growing rend in digital version in the future. Michael Porter’s 5 forces 1. Bargaining Power of Paper Suppliers – Due to the cost of paper material increases, the paper suppliers will transfer the incremental cost to SCAMP.

It is under great pressure to increase the price of the newspaper print. 2. Bargaining Power of Customers – Customers have little switching cost to read other newspapers. Besides, free digital version is offered by HECK Standard. 3. Threat of New Entrants – There are many English newspapers emerging in HECK market like China Daily and Wall Street Institute which provide free newspapers at some selected estates. . Threat of Substitute Products – Due to growing popularity of phone, the customers have been changing their habits of reading newspapers.

Digital version or mobile APS to access the updated newspapers create tremendous treat to the traditional newspaper industry. 5. Competitive Rivalry Within An Industry – The major competitors, HECK Standard is aggressively offering 200,000 free tabloid newspapers distributed in different districts on a daily basis as well as providing free digital version to their readers. Competitor Analysis The Standard is doing the same as SCAMP to provide English newspaper print, digital erosion and Job searching function.

The Standard has changed to a free newspaper since September 2007. On the other hand, it provides different levels of subscription discounts, which include digital subscription only and print plus digital version subscription. It also offers corporate digital subscription which allows multi-reader access to the digital version. The subscriptions allow readers to access their online and tablet content unlimitedly. We have made a comparison table between SCAMP and The Standard so that we can have more understanding of the keen competition in the newspaper industry.

Comparison of SCAMP and The Standard SCAMP The standard price $9 Free (1st free newspaper since 2007) Digital Version Yes Yes Daily circulation Format Black & white, standard size Full-color, Tabloid Functions Archive news up to 10 years Archive news up to 1 year *HACK Audit July-DCE 2012 ** “The Standard” official website Strength Diversified information SCAMP has published diversified information. It includes the information of current issues, information of sports, property, finance, lifestyle. Also, it encloses Classified Post for Job seekers; Young Post and Education Post for student subscribers. Market leader

There are not much English newspapers being published in Hong Kong. The major competitor is The Standard. The competition is not keen. Thus, SCAMP is the market leader among English newspapers. Sustained demand SCAMP targets high-educated customers. Usually, they earn more, they can afford more. Also, those NC corporations, universities and foreign residents all have regular subscriptions. There is sustainable demand. Weakness Increased staff & production cost Source: SCAMP Group 2013 Interim report – Extract of Income statement Staff and production costs have increased for about HECK$48. Million and HECK$3. Lion respectively. It is mainly due to the increase in headcount and SCAMP Group has included the production of ELL on 2013. It decreases the net profit. Less popular in HECK It costs HECK$9, which is the most expensive newspaper in Hong Kong. Also, it’s bulky in size. It’s inconvenient for readers to carry it around. Moreover, it cannot satisfy those non-English readers. It cannot become a popular newspaper in Hong Kong. Subscription for unlimited digital access If readers want to have unlimited access on digital access, they are obliged to subscribe by money. However, other Hong Kong newspapers, including The

Standard, are free of charge on digital version. It may hinder the increase of digital readers as they may prefer choosing free information. Shares have been suspended trading Its shares have been suspended trading in HECK stock market since 26 February 2013. SCAMP is a listed company in Hong Kong, however, its percentage of public float confidence on the investment and the public image of SCAMP has been affected. Opportunity Increases on demand Source: HECK Census and Statistics Department (“HACKS”) website – Population statistics Source: HECK Census and Statistics Department (“HACKS”) website – Foreign companies

The above statistics has shown that HECK population has kept rising since mid of 2010 to 7,KICK in the mid of 2013. It has also shown that the number of foreign companies setting up local offices in HECK has increased. There is an opportunity for SCAMP to acquire more readers from the growth of population and foreign corporations. Hong Kong Government has promoted post-secondary education since the past decade. The below 2 tables have shown that there has been an increasing trend for people had Post-secondary education nowadays: The demand of English-language newspaper has been increasing with the rising umber of high educated people.

Expand new market It can expand new market by the advancement of technology on digital version, for example “Southern China” as there has been an economic growth in China in the recent years. Threats Keener advertisement added competition The Government has increased 2 new free licensed TV. The advertisement companies have 2 more advertising channels, so there would be keener competition. Decreasing newspaper revenue Source: SCAMP Group 2013 Interim report Revenue from newspaper has been decreased for near HECK$5 million for the 2 interim periods. It indicates less people are willing to buy newspaper.

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Plant manager organizational behabior

Table of contents

The new plant manager

Discuss the model of organizational behavior Butterfield used and the kind of organizational climate he created.

He created an autocratic model, in which every employee in the factory had to respect and do whatever he ordered. He made some new rules that all the employees had to follow or they could lose their jobs. This model is based on power and obedience, employer power and authority and employees obedience. The organizational climate in this plant it’s like I was saying, a climate of respect with the manager and hard work, everybody doing their job to archive the goals.

Discuss why productivity dropped when Butterfield left the Houston plan.

This might be for different reasons, but what I think could be the most reasonable is that the new manager didn’t follow the model that Butterfield was using in this plant; instead he changed the model and the employees didn’t respect him as they respected Butterfield and started working in a lazy way taking down productivity and budget.

If you were Butterfield’s New York manager, what would you tell him about his approach? How might his respond?

I would star letting him know his work was wonderful and the company is very happy about his work, secondly I would tell him that company is promoting him because of his outstanding record in Houston finally tell him that we are thinking in the appropriated job for him. I think the only way he may respond is in positive way. He can thanks them for the opportunity the company gave him when they sent him to Houston and now for be promote one more time in his career. Also letting them know he is ready for his new job.

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Managers resort to autocratic practices

With the desperate state of the UK economy, should managers resort to autocratic practices to survive the recession? Faced with the whole world’s economic downturn, many organisations in the UK are subject to various difficulties. A survey by consultancy Pentacle (2008) implies that almost 70 percent of managers do not know how to react to the changes and challenges of the economic crisis. The economic crises requires managers to be more focused than ever to ensure their organisations survive the recession. Which managerial style may be most appropriate is to be discussed in the essay.

The essay first discusses the difference between management and leadership, then it defines autocratic practices and considers their implication in the past and present, their benefits and disadvantages. It considers alternative styles of leadership and evaluates the influence of different managerial styles on individuals and groups and on their motivation at work. The evaluation will support the essay’s judgement about whether or not managers should resort to autocratic practices. The difference between leadership and management is hard to define.

“I have never been fond ofdistinguishing between leadership and management: they overlap and you need both qualities”, states Fullan (2001, cited in Mullins, 2005: 285). There is definitely a close relationship between them, and to successfully manage people, one needs to exercise the role of leadership. Whereas Mintzberg (1973) assumes that leadership is part of the managerial role, Bennis (1989) and Kotter (1990) both separate leadership and management into two distinctive subjects (see Wilson, 2004). Leadership is focused on people, emphasises a personal and active attitude to achieve goals, and

does not necessarily take place within hierarchical structures. Management tends to be rather impersonal, focused on strategies, structures, and systems. (Mullins, 2005) We speak of autocratic practices or an authoritarian style of leadership when “the manager alone exercises decision-making and authority for determining policy, procedures, the allocation of work and has control of rewards or punishment” (Mullins, 2005: 1051).

Thus, the manager obtains unlimited decision-making power. As the focus of power lies with the manager alone, all group interactions move towards him. Steve Jobs, CEO for Apple Inc. , uses autocratic managerial practices, and very successfully so. He is described as a “powerful, demanding [and] charismatic figure” (Cruikshank, 2005: 167). Although he applies autocratic practices, employees at Apple Inc. are encouraged to be innovative, thus making out the success of the company. Another person who made use of autocratic practices is Margaret Thatcher. Faced with economic difficulties, she chose an autocratic manner of conducting politics, and successfully brought the UK out of recession.

(King, 2002) Lack of consultation with employees is certainly one of the great disadvantages of autocratic management in many organisations. It implies a high risk when managers trust only their own subjective experience, knowledge and understanding in the decision-making process. A wrong decision may have fatal consequences, and is arguably more likely when the decision-making power lies with one individual. Kast and Rosenzweig (1985) defined “management” as “mental work performance by people in an organizational context” (cited in: Wilson, 2004: 127).

We distinguish between five main types of management styles: autocratic leadership, and democratic leadership, with subtypes such as participative leadership and laissez-faire leadership (Carnall, 2003). The laissez-faire style gives freedom of action to employees, as the manager choses to interfere little or not at all, but is available on demand. Under democratic management the focus is on group interaction, it empowers employees as leadership functions are shared between managers and team members, providing groups with the necessary decision-making power which enables them to

function well. Similarly, participative leaders consult with workers and involve their views, which is seen as appropriate in most cultures. (Mullins, 2005) Managerial styles can also be described with Blake’s and McCanse’s leadership grid. Managerial styles can be either transactional or transformational, with the former being linked to autocratic and the latter to democratic management practices. Transformational management is more concerned with people, it is about creating a sense of mission, delegating, and treating employees as individuals. (Linstead et al, 2009).

Contrariwise, transactional leadership focuses strongly on an individual’s effort and achievements and rewards employees according thereto. The grid distinguishes between ‘impoverishes management’, ‘middle of the road management’, ‘country club management’, ‘team management’ and ‘authority compliance’. The latter two are of interest for the analysis of the essay. ‘Team management’ is characterised by a strong concern for both people and production. This is considered as the most desirable, optimum style of management. The most efficient way of organising and managing people describes the ‘authority compliance’.

Work conditions are arranged in a way which lets “human elements interfere to a minimum degree” to ensure efficiency. (Linstead et al, 2009: 485). Lewin (1930) claims that the democratic leadership style is more effective than autocratic practice in many situations. However, the more appropriate management style may depend on a company’s situation as well as on its employees. Wilson also argues that a large number of studies points towards positive organisational performance under democratic systems, and therefore “demonstrate [s] the efficacy of democratic as opposed to autocratic systems of management”. (2004: 241)

The essay now evaluates the impacts of autocratic practices on individuals and groups, which may help to explain why democratic leadership turns out to be more effective than autocratic leadership. The autocratic management style gives decision-making power to one person, thus the employees have no real input. Employees can become very dependent on their leaders and they lack the information, support and confidence to act on their own initiative (Carnall, 2007).

However, Henry (1979) points out that firms which operate in rapidly changing environments, where quick decision making is essential, may benefit from and successfully apply an autocratic style. However, under autocratic management, there is a risk of increased staff turnover. As autocratic managers frequently ignore the opinions of their subordinates, employees are likely to feel unvalued and this may cause them to leave their jobs. Lewin’s research in the 1930s focused on organisations under autocratic management and discovered considerable aggression amongst members. The output tended to be high when a manager was around, but dropped in his absence. Quality levels were low due to lack of motivation among the employees.

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Managerial report

Table of contents

MANAGERIAL REPORT

Roughly examining the data we can say that the relationship between the sales and the advertising is looking to be related as the increase in the advertising expenses relevantly increased the sales but not in a manner. The graphical representation of the data may precisely help us to compare. A bar chart is a simple graphical tool to represent and compare data from which we can say about the relationship between two data. We can also say about the shape of the distribution. The representation of the sales and advertising expenditure data is as follows.

Fig 1.1 Bar chart

From the bar graph, we can approximately say that there is a proportional increase in sales as the advertising expenditure increases. So we recommend increasing the advertising expenditures in a steady manner to increase the level of sales.  At the same time, it will cause a reverse result also. If the sales are affected by any other reasons like economic crisis, the increase in the advertising expenditure will not help. So a precautionary plan must be done to increase the advertising expenditure. It is better to increase it while the purchasing power is high in the market. Also, a bar graph is not a sufficient tool to conclude, and let us look at the other descriptive tools. The other similar and powerful graph tool is a frequency polygon which shows the shape of the distribution as primary. The frequency polygon for the sale and advertising data is as follows:

Fig1.2 Frequency polygon

From the frequency polygon, we agree with the results of the bar graph and one more observation is that there is a steady increase in the advertising expenditure but an unsteady increase in sales. This shows that the advertising expenditure may not contribute to a consistent sale here. Now let us move on the descriptive data analysis where we can interpret the results more precisely and accurately. The descriptive statistics are the type of statistics where the data are analyzed by the two main measures namely the measure of central tendency and the measure of variation. The important measures of central tendencies are the mean, median, mode, and quartiles. The important measures of variations are the variance, standard deviation, and quartile deviation. The drawback of these measures is that we cannot get any information about the relationship between two data. For that, we have to perform tasks like correlation and regression. First, we do individual analysis and then relationship analysis. Let us find the important measure of central tendencies Mean as the other measures may not help this analysis.

Formula: “  = ” (Weisstein, Eric W)

Mean is the average of the data which is found by dividing the sum of the data with the number of the data. Let us tabulate the data so as to perform the calculations simple.

Mean Sales = 208 / 5 = 41.6 ($1000s)

Mean advertising expenditure = 35 / 5 = 7($1000s)

The mean sales over the period 2004 – 2009 are 41.6 ($1000s) and the mean advertising expenditure is 7($1000s). There will be no information about the growth or decline in the mean. We can decide whether to maintain the average advertising expenditure to maintain average sales. The other major drawback of the measure means is that it does not give the details about individual data and is not robust of extreme values. To overcome these problems the measures of variation will help us. The measure of variation is the measure of the variation of individual data from the mean. The important measure of the variation is the Standard deviation which is the square root of variance.

Standard deviation:

Formula = s = “SN  = ” (Weisstein, Eric W)

This shows that the average deviation of sales is 12.306($1000s) and that of advertising expenditure is 4.56($1000s). This may tell us the individual property but not the relationship. The standard deviation of sales tells that the sales over one year to next year may deviate about 12.306($1000s) about the mean sales. The standard deviation of advertising expenses tells that the expenses of each year on average deviates about 4.56 ($1000s) from the mean expenses. The other important thing we have to regard is that we can control or increase the number of advertising expenses whereas we can only predict the sales. The standard deviation of expenses is higher, that is more than half of the mean which shows the gradual increase but the standard deviation of sales is less high than it is about one-fourth of the mean, which shows that although there is a gradual increase in the advertising expenses, may not lead to the same growth in the sales. In general, the correlation coefficient lies between -1 and 1. The zero shows that there is no relation, a positive show that there is a strong relationship in the same direction, and a negative show that there is a strong relation in opposite direction. Our data obtained 0.858 which is positive and we conclude that there is a strong relationship between sales and advertising expenditure in the same direction. So we need not worry to increase the advertising expenditure so that it would increase sales. We have seen the property of relationship and now we are in the position to predict the relationship in a linear form. For that, the regression helps us. Regression analysis is a statistical technique in the form of an equation; interpret the relation of a dependent variable with an independent variable. Here the dependent variable is sales and the independent variable is advertising expenditure as the sale is dependent on the advertisements to an extent.

CONCLUSION

We advise Karen to keep improving the advertising campaigns in better methods year by year to keep the sales higher. The statistical techniques used are deterministic and hence descriptive. A better forecast can be used by inferential statistics. “Shortcomings, weaknesses, and limitations are admitted when the arguments are presented. Dealing with both the positive and the negative suggests objectivity”.

Reference

  1. Kenneth F.Harling(2009), Writing a Managerial report,   The Maple leaf conference, [Online]. Available at http://info.wlu.ca/~wwwsbe/MapleLeaf/Report_Writing_c.html [Accessed: 18th April 2009]
  2. Kenney J F and Keeping E S, “Linear Regression and Correlation”. Ch.15 in “Mathematics of Statistics”, Pt.1, 3rd ed. Princeton, NJ: Van Nostrand, pp. 252 – 285, 1962.
  3. Weisstein, Eric W., “Mean” From Mathworld – A Wolfram Web resource. [Online]. Available at http://mathworld.wolfram.com/Mean.html [Accessed: 19th April 2009]
  4. Weisstein, Eric W. “Standard Deviation.” From the Math world –    A Wolfram Web Resource. [Online] Available at http://mathworld.com/StandardDeviation.html [Accessed: 19th April 2009]

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Conclusion Managers

Cost effectiveness is an important element in deciding changes on the operational front. It is crucial for the management to realize the impact of each suggested changes on the overall system performance. Online databases and accurate information available at the click of the mouse will ensure better managerial decisions leading to increased effectiveness and efficiency of operations. A primary requisite for launching and incorporating a successful ecommerce application lies on the effectiveness of the application design.

This kind of application requires high amount of data and information transfer that is facilitated with effective use of high-end technology. It is imperative that the flow of communication and information data exchange process should be spontaneous without any complexity. The effective use of Internet and Intranet aided by efficient networking protocols ensures smooth flow of data and information across global destinations. This business model facilitating the strategic planning of operations have ensured wider scale of operations and increased margins of profitability.

The security and privacy issue plays a significant role in retaining customers. Many customers are paranoid about divulging their private and personal information online for the fear of misuse. Online payment transactions with the use of credit cards and personal bank account information also raise concern with regards to security. Moreover, there are many customers who are paranoid about dealing with a faceless seller. The lack of trust and fear of misuse are some of the biggest limitations facing the successful application of e-commerce business models.

The next focus of the management will be to train the workforce on the new portal. The strategies associated with training and development equips the workforce to bridge the skill gaps and enable the employees with multi-skilling capabilities. The significance of on going training and development in the current business context and operational revamping programs are designed to emphasize the benefits of incorporating knowledge management programs within the organization.

Employees are the key asset to any organization and managers are well aware of the need for specialised and highly skilled personnel who can provide them with the competitive edge in business. Conclusion Managers are customizing changes and improvising new techniques of business management in the growing world of e-commerce. The business models are being re-defined to meet the changing global business landscape and consumer power. The emerging business models are exploiting the power of technology and business innovations that have evolved over time.

The Internet has led to new kinds of business models that are currently being implemented by the entrepreneurs for maximizing gains and capturing a wider market base. Business owners worldwide are applying the E-commerce application across a wide range of products and services. But it needs to be realized that in order to maximize the sales and profit potential of an e-business the marketing and sales processes are streamlined and closely integrated with managerial objectives and technological breakthroughs.

Rapidly changing business dynamics have made it critical for organizations to adapt to the changing market trends in order to survive and retain its competitive edge. Managers are increasingly realising the role training and development can play in pursuing new strategies and enhancing employee productivity. In view of these observations the Gold Coast Savings Bank proposes to revamp its operations to incorporate technology to achieve operational efficiency and ensure prompt customer service. References: 1. Lynda M. Applegate. 2002.

How to fashion your new e-business model – retrieved on 19th May 2009 from – http://hbswk. hbs. edu/item/3007. html 2. Graham Curtis and Cobham. 2003. Business Information Systems – Analysis, Design and Practice 4th Edition 3. Benefits and limitations of E-commerce – retrieved on 19th May 2009 from – http://www. rocw. raifoundation. org/computing/BCA/ecommerce/lecture-notes/lecture-02. pdf 4. Castells M. 2000. The Rise of the Network Society, Blackwell. 5. Holbeche, Linda. 2005. The High Performance Organization. Elsevier Butterworth-Heinemann Publication. (239-291).

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