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Recommend at least one (1) way a business with which you are familiar could use social media/buzz marketing to increase sales and awareness (e.g., social media awareness) of your products.
Give your opinion on what a business needs to know about ROIs, KPIs and Web analytics.
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Book: Supervisory Management 9th Edition Authors: Mosley/ Mosley/ Pietri CASE 15-1 When the Transfer Backfires Jane ...
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Book: Supervisory Management 9th Edition Authors: Mosley/ Mosley/ Pietri CASE 15-1 When the Transfer Backfires Jane Smith abruptly Rose and stormed out of the office of Robert Trent, the director of purchasing at a major Eastern University. As she made her hasty exit, Trent wondered what had gone wrong with the seemingly perfect play- one that would have read his Department of a "problem" employee. How could his well-constructed plan, using the University's formal transfer system, have failed so miserably, leaving him with an even more unmanageable situations It had all begun in January, when Trent decided something must be done about Smith's performance and attitude. The process was made a little more awkward by the University's not having a formal employee performance-appraisal policy and program. Each department was left with the right to develop and conduct its own employee appraisals. This meant each department could choose whether or not to appraise an employee, as well as choose the format and procedure to be used. In January, Trent decided to conduct an appraisal of Smith. After writing down some weaknesses in her performance and attitude, he called her in to discuss them. He cited the various weaknesses to her, but, admittedly, most were highly subjective in nature. In only a few instances did he give specific and objective references and did not give Smith a copy of his findings. During the appraisal interview, he hinted possibly that she didn't "fit in" and she " probably would be much happier in some other place." In any event, he was satisfied he begun the process for eventually ridding the department of her. He reasoned, if all else failed, this pressure would ultimately force her to quit. At the time, he hardly noticed she was strangely quiet through the whole meeting. As time went by, Smith's attitude and performance did not improve. In March, Trent was elated to learn an opening existed in another department and Smith was interested in transferring. The University's formal transfer policy required Trent to complete the Employee Transfer Evaluation Form- which he gladly did. As a matter of fact, he traded Smith mostly "outstanding" on the performance in attitude factors. He was so pleased at having the opportunity to use the transfer system he called the other department manager and spoke glowingly of Smith's abilities and performance. Although he had been the purchasing director for only 8 months, having been recruited from another College, he even pointed with pride to the Smiths five years of experience. In April, much to Trent's dismay, it was announced Smith lost the transfer opportunity to a better qualified candidate. Robert Trent was shocked when Smith's transfer was turned down. To further complicate matters, Trent realized he would have to face Smith in May when it was time to discuss annual pay raises, that included both merit-pay considerations and a cost-of-living adjustment. This would be even more difficult because Smith's performance and attitude has not improved since the January appraisal. If anything, they were worse. Trent just finished the May meeting with Smith by telling her the bad news: based on both performance an attitude, she should not be recommended for a cost-of-living or Merit pay increase for the new year beginning July 1st. Smith, armed with the transfer evaluation forms ( completed and given to her in March), threatened to use all internal and external systems for organizational justice due her. As Trent pondered this dilemma, he fully recognized Smith's unique status within the university's community. She was the wife of a distinguished, tenured professor of business, and this situation provided additional pressure. As if this were not enough, he had to contend with the office social process pivoting around a weekly coffee group greatly influenced by Smith. It was not unusual for the former director of purchasing ( who retired after 25 years of service) to attend these gatherings. Of course, Smith kept this group fully apprised of her continuing troubles with" this new, young purchasing director who is hardly dry behind the ears." Case Questions 1. What are the facts Trent must consider now? 2. What Avenues are now open to Trent? What does this case say to you about the need for supervisors to act morally? 3. Do you believe some supervisors are untruthful or recommendations are concerned? Explain. 4. What three functions are salaries meant to perform? 5. To what extent should employee appraisals be used in salary adjustments? Explain.
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Most Popular Content
Case Study
The Antitrust Case on the AT&T-T-Mobile MergerDo not simply answer the questions, but elaborate on the point that the qu ...
Case Study
The Antitrust Case on the AT&T-T-Mobile MergerDo not simply answer the questions, but elaborate on the point that the questions ask to be addressed. Weave your answers into an essay responding to the topics in the case. Use the essay rubric in the Grading Rubrics folder as your guideline while you develop your case essay. Use APA style and formatting to compose the 600-800-word case essay. Please seek to add 3-4 additional business-related journal articles or trade-based resources for support. The word count excludes any charts and graphs and your reference list.
CASE 15-1 When the Transfer Backfires, business and finance assignment help
Book: Supervisory Management 9th Edition Authors: Mosley/ Mosley/ Pietri CASE 15-1 When the Transfer Backfires Jane ...
CASE 15-1 When the Transfer Backfires, business and finance assignment help
Book: Supervisory Management 9th Edition Authors: Mosley/ Mosley/ Pietri CASE 15-1 When the Transfer Backfires Jane Smith abruptly Rose and stormed out of the office of Robert Trent, the director of purchasing at a major Eastern University. As she made her hasty exit, Trent wondered what had gone wrong with the seemingly perfect play- one that would have read his Department of a "problem" employee. How could his well-constructed plan, using the University's formal transfer system, have failed so miserably, leaving him with an even more unmanageable situations It had all begun in January, when Trent decided something must be done about Smith's performance and attitude. The process was made a little more awkward by the University's not having a formal employee performance-appraisal policy and program. Each department was left with the right to develop and conduct its own employee appraisals. This meant each department could choose whether or not to appraise an employee, as well as choose the format and procedure to be used. In January, Trent decided to conduct an appraisal of Smith. After writing down some weaknesses in her performance and attitude, he called her in to discuss them. He cited the various weaknesses to her, but, admittedly, most were highly subjective in nature. In only a few instances did he give specific and objective references and did not give Smith a copy of his findings. During the appraisal interview, he hinted possibly that she didn't "fit in" and she " probably would be much happier in some other place." In any event, he was satisfied he begun the process for eventually ridding the department of her. He reasoned, if all else failed, this pressure would ultimately force her to quit. At the time, he hardly noticed she was strangely quiet through the whole meeting. As time went by, Smith's attitude and performance did not improve. In March, Trent was elated to learn an opening existed in another department and Smith was interested in transferring. The University's formal transfer policy required Trent to complete the Employee Transfer Evaluation Form- which he gladly did. As a matter of fact, he traded Smith mostly "outstanding" on the performance in attitude factors. He was so pleased at having the opportunity to use the transfer system he called the other department manager and spoke glowingly of Smith's abilities and performance. Although he had been the purchasing director for only 8 months, having been recruited from another College, he even pointed with pride to the Smiths five years of experience. In April, much to Trent's dismay, it was announced Smith lost the transfer opportunity to a better qualified candidate. Robert Trent was shocked when Smith's transfer was turned down. To further complicate matters, Trent realized he would have to face Smith in May when it was time to discuss annual pay raises, that included both merit-pay considerations and a cost-of-living adjustment. This would be even more difficult because Smith's performance and attitude has not improved since the January appraisal. If anything, they were worse. Trent just finished the May meeting with Smith by telling her the bad news: based on both performance an attitude, she should not be recommended for a cost-of-living or Merit pay increase for the new year beginning July 1st. Smith, armed with the transfer evaluation forms ( completed and given to her in March), threatened to use all internal and external systems for organizational justice due her. As Trent pondered this dilemma, he fully recognized Smith's unique status within the university's community. She was the wife of a distinguished, tenured professor of business, and this situation provided additional pressure. As if this were not enough, he had to contend with the office social process pivoting around a weekly coffee group greatly influenced by Smith. It was not unusual for the former director of purchasing ( who retired after 25 years of service) to attend these gatherings. Of course, Smith kept this group fully apprised of her continuing troubles with" this new, young purchasing director who is hardly dry behind the ears." Case Questions 1. What are the facts Trent must consider now? 2. What Avenues are now open to Trent? What does this case say to you about the need for supervisors to act morally? 3. Do you believe some supervisors are untruthful or recommendations are concerned? Explain. 4. What three functions are salaries meant to perform? 5. To what extent should employee appraisals be used in salary adjustments? Explain.
Park University Unit 8 Netflix Branding Techniques Case Study
I have attached the Netflix Case Study and a example of the project this is a group project and I have to complete I have ...
Park University Unit 8 Netflix Branding Techniques Case Study
I have attached the Netflix Case Study and a example of the project this is a group project and I have to complete I have highlighted in yellow on the example what needs to be done please let me know if you have any questions or need anything else.
SMU Apple Company Overview History Management & Financial Analysis Essay
You can use elements of your Group assignment analysis to bring into your Final report. I will put files about my group as ...
SMU Apple Company Overview History Management & Financial Analysis Essay
You can use elements of your Group assignment analysis to bring into your Final report. I will put files about my group assignments,there has two assignments. Company assignments:I will be analyzing AppleReminder, your final exam is INDIVIDUALLY completed, your response should be of your own merits - you can use publicly available ratios and comparisons - what I will be looking for is your ability to bring the various elements together to tell me a story about the company, their financial health, and your view overall. *no need to calculate the ratios manually.There have total 3 documents in here.
PLA 2476 Rasmussen College Employment Law Analysis Research
Directions:The U.S. Department of Labor and the U.S. Equal Employment Opportunity Commission have both published informati ...
PLA 2476 Rasmussen College Employment Law Analysis Research
Directions:The U.S. Department of Labor and the U.S. Equal Employment Opportunity Commission have both published information regarding workplace rights and wrongful termination. In some situations, acts of employment retaliation are statutorily forbidden.Initial PostProvide an example of an employment-at-will situation. Identify how the law is affecting the employer and employee within the situation.Reply PostBased on the example provided by your peer, should employment-at-will laws give more protections for employees? Why or why not?Please support your answer and responses with analysis and research. Include references for sources used.
Pros and Cons of Stihl Using Amazon Market Place Paper
Stihl is a manufacturer of chain saws and other similar power tools. It has been shunning big
retail chains like Home Dep ...
Pros and Cons of Stihl Using Amazon Market Place Paper
Stihl is a manufacturer of chain saws and other similar power tools. It has been shunning big
retail chains like Home Depot and selling primarily through small retail shops. It has been doing
well.Recently, however, the growth and popularity of online market platforms such as the Amazon
Marketplace – where manufacturers can sell directly to consumers if they choose – has created
both opportunities and threats to manufacturers such as Stihl.
Review the attached documents and the discussion of platform business models in Rothaermel,
pp. 249-253.
Suppose that you were a strategic consultant and Stihl hired you to evaluate whether it is
worthwhile for Stihl to use the Amazon Marketplace to sell its power tools. Based on
information in the provided documents, please answer the following two questions.
What are pros and cons of Stihl using the Amazon Marketplace to sell its tools?
Based on your analysis, what would be your recommendation to Stihl on whether to use the Amazon Marketplace?Might any changes in situation – such as increasing competition, change in product quality,
or change in its customer base - lead you to reverse your recommendation or call for a different
approach?The paper should be no more than three single-spaced pages long (roughly one page for each
question), with the font type of Times New Roman, the font size of 12, and 1 inch page margins.
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