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What are key human resources concerns and considerations related to compensation when an organization expands and moves into two or more geographical markets? Will total compensation in existing markets be affected by the organization's expansion into different markets? Why or why not?
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Topic 1: The Buying ProcessThe most common sales situation is encouraging a potential client to include your offering for consideration in their purchasing program. You want your offering to be considered during the search phase of the buyer decision process.Miles Hart is in charge of the maintenance department at the local paper mill, and he is responsible for purchasing hardware to repair equipment. Presently, Miles orders hardware online from NCH (http://www.nch.com). Assume that you also have a website where he can place orders. Answer the following:If you were a sales representative with a home improvement specialty retailer, how might you try to make a sale to Miles?Why should Miles consider changing suppliers?What factors might influence Miles' buying decision?Unit 3 Discussion Topic 2Discussion TopicTopic 2: Purchase Decision ProcessKnowing the needs of the potential client includes how they make purchases in different situations. Your presentation to the client will differ based on the type of purchase being made.Assume you work for a division of 3M that makes medical monitoring systems.How would the purchasing decision process differ in the scenarios provided below (see a, b, and c)?Which situation is a new task? A modified rebuy? A straight rebuy?How likely is the buyer to get other people in the organization involved?Which situation is likely to produce the slowest decision?Scenario a. The organization is purchasing a custom designed machine to be used in the manufacturing of metal racks that house multiple monitoring systems.Scenario b. An organization reorders plastic shields that it uses in making medical monitoring equipment from a regular supplier, a supplier that it has bought from in the past.Scenario c. The organization is designing a new line of medical monitoring equipment and wants an improved and updated microprocessor. It is considering its past suppliers as well as some possible new ones.
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Draft a spreadsheet showing financial history and projected performance for the company you plan to use in this course's final project. The rows should include revenue, expenses, calculated profit, and calculated profit margin. The columns should represent years: two years of history, plus three years of your reasonable future projections. Include a few sentences of key assumptions and conclusions. The spreadsheet must have accurate calculations and look professional on screen and when printed (including a heading and meaningful number formatting). Note: Submit this assignment as an Excel spreadsheet file, not a PDF.
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Most Popular Content
7 pages
Rainbird Car Wash Financial Statement
1 The balances for the accounts listed below appear on which financial statement and which account category: 2 The followi ...
Rainbird Car Wash Financial Statement
1 The balances for the accounts listed below appear on which financial statement and which account category: 2 The following are the figures for the ...
4 pages
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The SWOT analysis will identify Facebook’s strengths, weaknesses, opportunities, and threats. Facebook’s strengths are crucial for putting the ...
ASSIGNMENT 1 and 2
Topic 1: The Buying ProcessThe most common sales situation is encouraging a potential client to include your o ...
ASSIGNMENT 1 and 2
Topic 1: The Buying ProcessThe most common sales situation is encouraging a potential client to include your offering for consideration in their purchasing program. You want your offering to be considered during the search phase of the buyer decision process.Miles Hart is in charge of the maintenance department at the local paper mill, and he is responsible for purchasing hardware to repair equipment. Presently, Miles orders hardware online from NCH (http://www.nch.com). Assume that you also have a website where he can place orders. Answer the following:If you were a sales representative with a home improvement specialty retailer, how might you try to make a sale to Miles?Why should Miles consider changing suppliers?What factors might influence Miles' buying decision?Unit 3 Discussion Topic 2Discussion TopicTopic 2: Purchase Decision ProcessKnowing the needs of the potential client includes how they make purchases in different situations. Your presentation to the client will differ based on the type of purchase being made.Assume you work for a division of 3M that makes medical monitoring systems.How would the purchasing decision process differ in the scenarios provided below (see a, b, and c)?Which situation is a new task? A modified rebuy? A straight rebuy?How likely is the buyer to get other people in the organization involved?Which situation is likely to produce the slowest decision?Scenario a. The organization is purchasing a custom designed machine to be used in the manufacturing of metal racks that house multiple monitoring systems.Scenario b. An organization reorders plastic shields that it uses in making medical monitoring equipment from a regular supplier, a supplier that it has bought from in the past.Scenario c. The organization is designing a new line of medical monitoring equipment and wants an improved and updated microprocessor. It is considering its past suppliers as well as some possible new ones.
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Draft a spreadsheet showing financial history and projected performance for the company you plan to use in this course's final project. The rows should include revenue, expenses, calculated profit, and calculated profit margin. The columns should represent years: two years of history, plus three years of your reasonable future projections. Include a few sentences of key assumptions and conclusions. The spreadsheet must have accurate calculations and look professional on screen and when printed (including a heading and meaningful number formatting). Note: Submit this assignment as an Excel spreadsheet file, not a PDF.
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400 WordsIt’s time to make intervention and reorganization recommendations.You are now in a meeting with your HRD team a ...
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400 WordsIt’s time to make intervention and reorganization recommendations.You are now in a meeting with your HRD team and preparing to meet all the Pegasus department heads. Your group has recommended reorganizing Pegasus into project-focused groups; in other words, engineers, computer aided design (CAD) designers, scientists, and model makers will work together on specific projects. Senior management is in favor of the idea, as it reminds them of how they worked together when they started the company. Some newer members of the team doubt that this structure will work in the now-large Pegasus organization. Discuss the following:Discuss organizational interventions to recommend. Take into consideration your previous diagnosis and the emotional state of your employees from your interview.Include a brief description of each intervention of priority and why you chose this intervention.Discuss research methods, including the comparative benefits of quantitative and qualitative research. Ask yourself these questions:How will I measure the success or failure of this strategy?What research processes will I use to determine if the strategy is helping or harming Pegasus?Scenario You are an internal consultant directed to plan the reorganization for Pegasus Company, a large aerospace research and development company. You work in the human resource development (HRD) department and have three direct reports. Your team has never experienced reorganization, and you will be responsible for coaching them as well as facilitating the reorganization itself. The goal for you and the HRD team is to help Pegasus remain effective and efficient in today’s competitive marketplace.Pegasus is widely known for its wind tunnel research technology. Scale models of new products (planes, helicopters, jets, space shuttles, etc.) are tested for imperfections, safety, and practicality. Pegasus is comprised of engineers, computer-aided design (CAD) designers, scientists, model makers, and administrative staff. The company started out small and has grown rapidly over the past few years. With that growth came the company's organization into departments by skill group (e.g., engineering, design, R&D). By now, people in different skill groups do not communicate to each other except to pass along designs, projects, and other pertinent ideas to complete project goals. This has caused many problems in the past because each type of worker has his or her own language for his or her subculture of the organization. Therefore, projects take a long time to complete because of mistakes in the plans, redoing the mistakes, and failing to take into account the specifications of the scientists and engineers by the CAD designers because they have not been clearly communicated. The administration and leadership of the organization lack good skills in interpersonal communications because of their heavy science background, and they also need leadership training in the form of management and executive development.The culture of the organization has been what has kept most people there, not the compensation. In the past, the organization was open, nonhierarchical, and it enabled employees to pursue their professional passions. The main piece of the culture of Pegasus that has always led to retention of employees is that the employees feel as though their jobs are their life and that they have accountability for their part to the greater whole of whatever project on which they are working.Many employees feel like the company is disintegrating because of the difficulties in communication which, in turn, makes it more difficult to get the projects completed in a timely manner. This is leading to rumblings among the staff about leaving Pegasus. Because Pegasus is located in a highly concentrated technical area of the country, there are other companies that pay better and seem to be more competitive for contracts. The leaders of Pegasus are afraid of losing their best and brightest employees and feel the pressing need to streamline their organization to remain effective, efficient, and competitive.You, as the lead internal consultant, are first tasked with restructuring the organization. This may mean a reduction in force (RIF). You hope you can restructure without a RIF. You will also need to bring the various teams of employees together and teach them communication skills, process skills, and leadership skills that can hold the company together. You have your work cut out for you.
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