Rewards Essay -- essays research papers

Rewards and Motivation U.S. companies face greater pressures today than ever before to improve cost efficiency and in the same breathe taking their products to market faster, cheaper and with stronger innovation, regulatory compliance, responding to ever increasing regulations around the world that often conflict with each other. A company must also be nimble enough to change direction quickly and cost-effectively when market conditions shift. At the same time, they still must provide an environment in which people want to be employed and want to excel. This is where old models for rewards management fall flat and new rewards approaches must be implemented to make a more efficient and productive organization. (Chang) The company that will be referred to throughout this paper is the author’s current employer, Walgreens Corporation. In today's business environment, attracting, retaining and motivating the kind of people who can sustain a fast-growing organization requires most companies to think diffe rently about how they pay their employees and this is true for Walgreens. The thought process to reflect this change is concerns the shift from compensation to rewards or the merger of both. When speaking to an HR representative within the department, it was made clear that the company objectives are results-focused and the weight of reward programs have increased to compensate. Walgreens views base pay as the price pay for membership to the company. Base pay ensures the company that the employee will show up at work, that they may call employee’s night or weekends with business questions, that they can send them employees out of town and disrupt their personal life. But incentive pay or rewards is the price you pay to get employees focused on what is important to the company. For example, several years ago on the store operations level a flat rate was provided for the positions of Executive managers and storeowners across the board in the relation to annual bonuses allocated. For examples, two hundred dollars and seven hundred dollars respectively were issued on a monthly basis for these positions. However, rather than help productivity it had little effect and essentially did nothing to improve the bottom line for the corporation because managers felt that this allocated amount was just another structured payment (like base pay) and put the... ...n the company across the board but especially in cities in which new districts are being built up, such as North Carolina, South California and Atlanta, Georgia. Human Resources created a rewards program to create the motivation to make the connection between the goal and the effort it takes to obtain that goal. For each referral that leads to a new hire an employee receives one thousand dollars and if they recruit for newly developed cities they obtain double points, which would double the payout (i.e. $1,000 to $2,000). This approach has helped alleviate the recruiting strain that was place on the company. The general process theory is consistent with the Walgreens Corporation that has esteemed itself at leading the curve in regards to innovation and human capital. References Meyer, John P., Becker, Thomas E., Vandenberghe, Christian. Employee Commitment and Motivation: A Conceptual Analysis and Integrative Model. Journal of Applied Psychology; Dec2004, Vol. 89 Issue 6, p991, 17p Chang, Julia. Where Everyone's a Winner. Sales & Marketing Management; Jan2005, Vol. 157 Issue 1, p43, 4p, 8c Milkovich-Newman. Compensation: Pay Model. McGraw-Hill. Boston, 2004.

Case: Pizza Chains of the United States and Pizza Hut Essay

Executive Summary Competing in the market today can be very complicated. â€Å"The Pizza industry is a 30+ Billion per year industry (â€Å"Facts,† 2010)† Maintaining a steady position in this industry is very imperative to us being successful in such a competitive market environment. Deciding when to expand a company is very important. There are decisions to be made for example whether management wants to vertically or horizontally integrate. What Resources will be needed? Other decisions may be to add a new product line to compete with other companies already in the market. Recognizing these issues early on help to eliminate falling behind in the market due to not recognizing competition when as it arises. So far to date Domino’s has done a remarkable job at staying ahead of the game. Being an innovator in deliver, later marketing the HeatWave bag, and even entering into new markets with hot oven subs and pasta bowls. The latest of our strive for excellence has resulted in us revamping our recipe. Just like everyone else we have our weaknesses, but our strengths are where we prevail. We have a great supply chain and have integrated it quite well. Our ability to change and implement these though our franchises have been relatively impressive. This is very unique to us indeed. We have overcome many obstacles. Since 2007 the economy has taken a downturn and has yet to recover completely. We have adapted by reducing prices, adding menu items and integrated a new recipe into our company to achieve more of a competitive advantage in this every changing market. As Trends change so do we. Even though we are doing great with the current changes, we need to take full advantage of the momentum and enter into a new market before a new competitor rises up and blindly and takes us by surprise. The frozen pizza market has almost exploded in the last few years with America trying to get more for the buck. â€Å"The frozen pizza market continues to perform well as consumers continue to seek value and convenience and are trading down from delivery and restaurant pizza companies(Shea, 2010)† to include us and our competitors. This is our chance to get into the frozen pizza market. With brand recognition alone we should be successful and now that we have our new recipe behind us we should be able to be a strong contender. Expanding that even further and not only offering frozen but offering unfrozen pizza as well with fresh topping in my opinion has a recipe for success. Imagine customers grabbing a domino’s pizza while grocery shopping. They would be getting the same over freshness we offer without the need for delivery. We could penetrate that market from customers who normally don’t order delivery. Dominos has made these decisions before â€Å"We made a lot of tough calls in terms of expanding our menu and changing our recipe(Veenendaal , & York, 2010) â€Å"according to Mr. Brandon. This is something we obviously are getting really good with. Without recognizing this new threat of competing with the frozen food isle we are destined to fall behind. Introduction Domino’s pizza first began in 1960 from a pizza store known as DomiNicks. It was purchased by Tom Monaghan and his brother James Monaghan for $900. James later sold his half of the partnership to Tom for a Volkswagen Beetle. In 1965 Tom now the sole owner of the company renames it to the name we recognize today as Domino’s. The first Dominos pizza franchise originated from Ypsilanti, Michigan in 1967. In 1978 the Franchise had grew to over 200 stores. Then again only 5 years later in 1983 we hit another bench mark in our company by reaching our 1000th store and were international. Today approximately 90% of our company’s domestic stores are franchised. We use our company owned stores as a testing ground for our new products and technologies which we then pass onto our franchisees. Over our 45-year history, â€Å"Domino’s has developed a simple business model focused on its core strength of delivering quality pizza in a timely manner. This business model includes a delivery-oriented store design with low capital requirements, a focused menu of pizza and complementary side items, committed owner-operator franchisees and a vertically-integrated distribution system (Reuters, 2010). †In 1993 we had to discontinue a successful marketing campaign for delivery that was well known as the 30-min guarantee and redirected out emphasis on more on the Total Satisfaction Guarantee; â€Å"If for any reason you are dissatisfied you’re your Domino’s Pizza dining experience, we will re-make your pizza or refund your money(â€Å"Our Heritage,† 2008). † In the 1992 we rolled out bread sticks which had significance in that it was our first non-pizza menu item. Shorty after that in 1994 we introduced Buffalo wings to our domestic stores. This another technique used to complement our already thriving pizza delivery business. When compared to others in the industry during this time we were sustaining our competitiveness by offering more of a range of products with speedy delivery. Spinning off into the hot wings market allowed us to grab attention of being more than just a pizza delivery business. We now had more variety with the same great speed and service. With the dot com bubble coming to light in the 90’s, we again led the way by getting in early on the dominos. com. â€Å"The dot-com bubble was a speculative bubble covering roughly 1995-2000(â€Å"W dot-com bubble,† 2010). †We recognized this competitive advantage early and launch our first website in 1996, Dominos. com. Our ability to continue to recognize the importance of adapting to an ever changing market has been the key to us maintaining our current position today. In 1998 we launched another industry innovation by offering the first patented technology bag that keeps the pizza oven-hot to the customer door. It was called the Domino’s Heat Wave and was used heavily in advertisement to gain customer confidence in the delivery of a hot piping pizza directly to their door and is still used today. This added to our already strong brand recognition in the market and continued to add more of a distance between us and our competitors. By taking full advantage of the opportunity to be an innovator to pizza delivery, we not only provided a service that was not yet established in the market place early but established the brand name recognition for pizza delivery which is the key advantage over other competitors in the pizza delivery service. After most of the recent research that has been done today, it has come to our attention in today’s market that customers would prefer a great tasting pizza over a speedy delivery. The fact that we have shifted our ideas to revamping our recipes was a great challenge for us this past year and has worked out rather well. This was big step from our traditional idea of being successful by competing to make a speedy delivery and cheaper pizza. Today we are competing by making a great pizza with the added convenience of delivery to the customer door step hot and fresh as well. We operate out business in three segments, domestic stores, domestic supply chain, and international. Our domestic stores are comprised of 4461 franchise stores and 466 company-owned stores, generated revenues of $493. 6 million and income from operations of 121. 5 million during the fiscal year ended jan3, 2010. Our domestic supply chain segment, generated revenues of $763. 7 million and income from operations of $57. 0 million during 2009. Our international segment generated revenues of $146. 8 million, of which approximately 53% related to franchises royalties and fees, and generated income from operations of $66. 8million, of which approximately 91% related to franchise royalties and fees. This was all data taken from the 2009 dominos 10k. This shows our ability to compete. Our mission statement says a lot about us as a company. â€Å"Exceptional franchisees and team members on a mission to be the best pizza delivery company in the world (â€Å"Bloomburg business week,† 2010)† shows that even though we have focused on selling more pizza than any other competitor in the market we want to encourage a fun atmosphere. By encouraging our employees to work as part of a team, it not only encourages a successful work environment, but also reflects over the counter to our customers. This high energetic atmosphere surrounding our establishments has a great impact on the customer’s perspective and how they perceive us and the value of not only the product we sell but our company as a whole. This is in line with our vision statement as well. One of our international vision statements of being â€Å"number one in pizza, number one is people (â€Å"Inside domino’s,† 2008)† shows our commitment not only to making great pizza but ensuring our customer’s stay happy. Today more than ever people are addicted to fast food. It is a fast growing industry. Fast food is considered by most to be a food that is consumed on the go. Customer’s today love style, taste, and have preferences that we as a participant in the pizza delivery sector must tap into to be successful. â€Å"The Pizza industry is a 30+ Billion per year industry (â€Å"Facts,† 2010)† Maintaining a steady position in this industry is very imperative to us being successful in such a competitive market environment. We have made a significant step forward by changing our game plan and mixing up our ingredients to get more of what Americans are in tune with. â€Å"Americans eat approximately 100 acres of pizza each day or about 350 slices per second (â€Å"Facts,† 2010)†. Understanding the current eating habits of our customers today is the key to being successful in tomorrow world. We have led the way by being an innovator and setting the standard in delivery when we first began and don’t need to stop now only by spicing up our ingredients. We now have the momentum to achieve so much more and I highly recommend we take full opportunity of this push forward to regain our customers and compete not only in pizza delivery industry, but in the frozen food isle as well. There are so many avenues of completion we could look at and I would like to take this opportunity to give you’re my insights and the direction I think we should pursue to take our company far in to the future and deter other from entering our industry. Analysis-Debt Analysis In analyzing our debt, I have discovered that our greatest strength according to standard and poor’s is our ability to continue to have reductions in debt. This gives us a favorable upper hand in the market being that our competitor’s realize that we now have plenty of working capital. â€Å"Our favorable view of DPZ reflects the expected benefits we see from the company’s four-pronged strategy. Namely, its ongoing reductions in debt, the early success of efforts to gain domestic market share via its â€Å"New Inspired Pizza,† a heightened focus on operational excellence and financial strength among its domestic franchisee base, and continuing international expansion. (â€Å"S&p focus stock,† 2009). †Hopefully this will help sustain our competitive differences among our competition. In looking at the financials from moneycentral.com, I have discovered that our net profit margin to be 5. 5% and papa john’s net profit margin to be 5. 44%. This shows that we have a slighter higher return on every dollar we have invested and thus leading us to have a stronger position than papa johns. According to the 10k posted on investing. businessweek. com we have a strong cash flow and earnings stream â€Å"A substantial percentage of our earnings are generated by our committed, owner-operator franchisees through royalty payments and revenues to our vertically-integrated supply chain system(United states securities, 2010). †Our system has produced strong cash flow for us, this had led to our success enabling us to invest in the domino’s pizza brand, our stores, and our supply chain centers, pay dividends, and repurchase share of common stock, and repurchases and retire outstanding principle on our fixed debt notes and deliver a better than average return for our stockholders. Our system is a very diversified franchise system. We have come a long way in our line of business. Being that we not only integrated a new recipe to integrate it into this whole supply chain has been quite impressive. With corporate deciding to change our ingredients in our pizza recipe to regain our customer base has been more than a success and the number reflect on our 10k for 2009. This reflects to an extent that our â€Å"new inspired pizza† for the moment is working. New Inspired Pizza This new strategic decision to ramp up our recipe all came about after a study we conducted a study in 2009. We discovered that a lot of people did not like our pizza. With statement made like â€Å"Domino’s pizza crust, to me, taste like cardboard (burkitt, 2009). † We had no other option but to change the way we made pizza dough and sauce recipes and launched new and inspired pizzas earlier this year. We reformulated our ideas to regain new and old customers. After weighing the fact that we no longer have the lead in delivery and the taste of our pizza is a very important to our customers. This alerted us to the how our old strategic performance measured up. This again gave us a much needed opportunity to give the customers something different. Our competition has decided to stay with their traditional style recipes and we now have the opportunity to surge forward and offer a more value to our customers with our new look and feel. We took a huge gamble in our advertising campaign for our â€Å"New Inspired Pizza† by acknowledging our previous shortcomings of our pizza. This campaign included TV ads giving customers a snapshot of our new ingredients. We have encouraged many to try our new pizza and so far it has been a successful campaign. According to the data we collected I am pretty confident that the new pizzas have been a huge success, leading to 14% sales increase in the first quarter of 2010 at most locations opened more than a year. The fact that the customer realizes we listened to them, and we changed our pizza shows our loyalty to how our customer feel. They reacted by returning. As of the quarter ending march 28th, 2010 â€Å"the company’s domestic same store sales grew 14. 3% as a result of increased store traffic from the successful introduction of its new and inspired pizza(â€Å"Domino’s pizza announces,† 2010). †There has been a lot of noise around the change to our pizza. I feel that it has obviously showed it was successful. Our President and chief executive officer J. Patrick Doyle, has been quoted as stating â€Å"a remarkably better pizza, and our honesty in how we told consumers about it, is paying off with a revitalized overall category – with dominos leading that trend. We couldn’t be more please with the success of our new and inspired pizza (â€Å"Domino’s pizza announces,† 2010). † This is a very important statement in that that not only demonstrates that our president is in full tune with what is going on in our company but he truly understood what we faced and has inspired to our competitors that we will not throw in the towel and that we will be giant to contend with if they decide to get into our market. He later added â€Å"Our international division kept up its phenomenal growth trajectory again this quarter, with continued success in our existing markets, along with new markets expected to open in Europe, Asia and Latin America yet in 2010. I think we have by far the best international story in the sector. (â€Å"Domino’s pizza revenue,† 2010) . † This is very significant in that is relays another message that we not only concerned about one division but multiple ones. We are very good at what we do. We show diversification and show the world we are global contenders. Sub Competition Another strength I see that we recognized approximately 2 years ago and was the idea to add oven baked sandwiches. This has led to our competitiveness in that we deliver not only pizza but hot oven baked sandwiches as well. Prices at just $4. 99 and available in 4 varieties offers competitiveness to more than just pizza hut and papa john’s but other fast food chains as well. Papa johns does compete in this area with chicken strips but have failed to expand any further. They have desert pizza’s but so far that decision has not affected our sales. Customer’s ability to have the convenience of sitting at home and have us deliver their oven baked sandwich versus having to drive not only appeals to them on a convenience level but also that they save gas as well. The president of dominos USA commented on the launch stating â€Å"as of today, we are the largest sandwich delivery company in the nation. This launch springboards dominos in the lunch business by providing a product that is high quality, priced right and aimed at convenience-minded people without a lot of time. Of course, sandwiches are also available any time our stores are open (â€Å"Domino’s pizza extends,† 2008). † Reevaluation We have also reevaluated our domestic franchisee stores to change things up a bit. We have recognized the need for improved performance. We recognized the three dimensions of performance according to the Strategic management by bandford and west â€Å"1) summery measures that reflect the impact of integrated efforts across the entire company, 2) measures that can be compared to competitors and 3) measures that account for longer periods of time(Bamford, West, & Reviews, 2009)† We gave the stores a grade from A to D Based on sales, operating profits, and the strengths of their financials. This analyzed the summary of how the franchise stores measured up across our domestic market. This allows to recognized problems and fixes them without causing damages to our reputation. The franchise’s that scored the lowest were offered assistance and advise on how to regain back their customer base. This big push forward in the implementation of reevaluation and adjustments to our existing stores to how we do business is was much needed. We provided them with the option to be bought out. Due to our ability to repurchase these weaker franchisees locations, this led refranchises to its stronger operators. These were measured we considered important when comparing to our competitors. We did have to shut down a number of stores but the results we hope to achieve are higher sales for franchisees and a boost to company royalties as well. This all played in as a part of return on assets (ROA). After this strategic decision of realigning our stores this gave our existing stores more company profitability, and also focused on each stores strengths and weaknesses. Marketing Campaign Without an effective marketing campaign and getting the word out that we got it, our changes would have been pointless. There comes a time when we realized changes needed to be made. The fact that we discovered customers were not completely satisfied with our pizza and reacted was a great move on our part to recognize it could damage us dramatically if changes were not made accordingly. This led to our drive to become better. In taking advantage of today technologically advances and using YouTube to relay the message that we got the message. It allowed customers to see exactly what we were doing to combat the flaws that they had pointed out. We were aware they were unhappy and this has helped in significantly getting the word out our pizza has changed and we do care about how our product taste. Weakness A huge weakness that I feel that we really need to consider and get on board with today is the entry into the pizza into the frozen pizza industry. This has many potential upsides. This may be one of the best strategic moves we could make using the momentum we have with the revitalizing of our pizza. We need to show we can take on any competitor. Taking full advantage of the opportunity provided by the economy and using this to our advantage not only guarantees that we can be successful in the market but also seals the deal that when the economy picks up that we will remain victorious there. The customers have rushed the frozen food isles in grocery stores since it may be cheaper to purchase and microwave a pizza than ordering from delivery which in general tends to be more expensive. Providing pizza’s cheaper grasp the customer’s attention when deciding where money gets the most for its value. We still provide a superior product but in my opinion we have to compete with price in this market to be successful and to do that we need to be in this market. We have to look further than our traditional competitors and broaden our horizon. This way of thinking and planning ahead assures we continue to be competitive and reestablished our ability to adapt to change. The Competition It is not secret who our biggest competitors are. The tradition pizza wars between us and pizza hut, and papa john’s has been among the greatest. Today we not only compete with pizza hut as a top competitor but Papa john pizza as well. There are some other local establishments that try to compete but for the most part domestically, these are the top two we need to be concerned about and devote our attention to analyzing our marketing approach. We need to remain vigilant and aggressive in assessing our competition and not forget that at any moment they could regain the momentum. So far we have sustained our position but to obtain sustainability in the market takes being very proactive and not underestimating the competition or taking for granted our current position. In comparing ourselves among other in the industry it is no secret that we must compete with papa johns and pizza hut to remain successful in our market. In analyzing the big three, domino’s pizza they reported a â€Å"1. 4% increase in domestic same store sales for the fourth quarter ending jan3rd (Morgan, 2010). †2009, pizza hut reported sales were â€Å"down 9% for 2009(Morgan, 2010)†,and papa john’s â€Å"reported same-store sales were down . 5% this quarter (Morgan, 2010). †These numbers have demonstrated our ability to regain our competitive separation. We have focused more on ramping up our recipe but â€Å"it is hard to gauge how to sustainable it is. Typically you see a few good weeks on any promotion, but this is such a different thing (Morgan, 2010). †This approach should prove to be a successful market campaign but time will tell. Pizza hut has elected to go with more of a traditional approach focused on price competition, with a â€Å"$10 any way you want it(Morgan, 2010)† promotion. This shows their ability to at least acknowledge the market in that with a weaker economy customer want more the buck but in long term our ability to take time now to focus more on taste and excitement surrounding our company is a long term solution. Competing with price is fairly easy to implement but recipes take time and focus more on were a company want to go. Papa johns have also got caught up in this price war with pizza hut. Offering same price comparisons similar to what pizza hut offers. Frozen Pizza In comparing ourselves with the frozen food industry which I feel we should consider a competitor, I have noticed a market that is quickly being dominated by a company Nestles(PK) who I think could soon be considered a serious competitor. By recognizing this threat now we can jump ahead of our traditional competition by entering into the market. Nestles add such brands as DiGiorno, Tombstone and California pizza kitchen when they recently acquisitioned Kraft(KFT) . They now own more than 50% of the frozen pizza market.â€Å"this is more than there twice the share of their next major frozen pizza competitor Schans foods, maker of red baron, tony’s and freshmetta brands, who slightly hold less than 25% share of the category(Shea, 2010). † When analyzing and looking at the total sales generated in the 52 week ending august 9th, 2010 the brand digiorno generated sales of $591,262,700 and for the week ending may 17th,2009 generated $534,356,200. The following charts are referenced from (â€Å"Pizza sales 2009,† 2010) Top 10 Frozen Pizza Brands (for the 52 weeks ending August 9, 2010) DiGiorno| $591,262,700|. Tombstone| $270,412,700| Red Baron| $256,308,000| California Pizza Kitchen| $175,750,800| Totino’s Party Pizza| $152,630,700| Top 10 Brands of Frozen Pizza (for the 52 weeks ending May 17, 2009) Brand Name| Dollar Sales| Unit Sales| DiGiorno| $534,356,200| 100,464,200| Tombstone| $254,147,400| 69,809,980| Red Baron| $245,141,600| 62,940,960| California Pizza Kitchen| $175,838,600| 32,818,720| This shows that the frozen pizza industry is having a huge impact on our society today and they are demonstrating that they can achieve a significant growth of sales in a relatively short amount of time. Recommendations In researching out company and analyzing our success to date, and the current market conditions, I see a great opportunity for us to consider entry into the frozen pizza market and not only offer frozen but offer unfrozen daily made fresh pizza’s as well. This will allow the consumer to take our pizza home and get the oven freshness that we can offer without delivery as well. This not only will complement our ramped up recipe but will take less time to cook when a customer is not interested in delivery but rather take advantage of the convenience of cooking it themselves. Unfrozen pizza and made daily with fresh toppings will be a great advertising campaign as well. â€Å"the frozen pizza market continues to perform well as consumers continue to seek value and convenience and are trading down from delivery and restaurant pizza companies(Shea, 2010)† to include us and our competitors. For us to assume that this market doesn’t affect us may be a big mistake on our part. I have seen no reason why we couldn’t penetrate that market effectively, especially with our brand recognition. So far we have done a great job at anticipating the market the knowing when to make changes and adapt or market to make successful changes that keep us on top of the market. We obviously understand our ability to adapt to change and get into other markets rather easily. From hot wings to now hot oven sandwiches our implementations are rather efficient and are easily transitioned to our stores. I have explained that the market is very intense and failure for us to expand into other parts that affect our industry may be a big mistake. I also think that we can take advantage of reducing our prices as well. There is no reason why we cannot bundle our advertisement campaigns together and run them consecutively. Competing with pizza huts price not only may regain customers but also gives customer that otherwise shop for the cheapest delivery service a chance to taste our new pizza. With the time and effort we have put in the new taste of our pizza, I feel that we need to not only get the word out though commercials but through word of mouth as well being not only competitive with taste but price will be our another one of our tools to success. Citations. Facts. (2010). Retrieved from http://www. pizzaware. com/facts. htm http://www. dominosbiz. com/Biz-Public-EN/Site+Content/Secondary/About+Dominos/Diversity/ Inside domino’s. (2008). Retrieved from http://www. dominospizza. co. nz/corporate/inside/visionmission. aspx Our Heritage. (2008). Retrieved from http://www. dominos. com/Public-EN/Site%2BContent/Secondary/Inside%2BDominos/Ou r%2BHeritage/ W dot-com bubble. (2010). Wikipedia, the free encyclopedia. Retrieved (2010, May 31) from http://en. wikipedia. org/wiki/Dot-com_bubble Reuters, T. (2010). Domino’s pizza inc. marketwatch, Retrieved from http://www. marketwatch. com/investing/stock/dpz/profile S&p focus stock of the week. (2009). S&P The Outlook, Retrieved from http://www. spoutlookonline. com/NASApp/NetAdvantage/FocusStockOfTheWeek. do? &context=Company&docId=15485805 Domino’s pizza announces first quarter 2010 financial results. (2010, may 04). Retrieved from http://finance. yahoo. com/news/Dominos-Pizza-Announces-First-prnews-3155025210. html? x=0&. v=1 burkitt, l. (2009, Dec 22). Domino’s launches massive $75 million ad blitz. Forbes.com, Retrieved from http://www. forbes. com/2009/12/21/dominos-pizza-recipe-ad-campaign-cmo-network-dominos. html Veenendaal , P, & York, e. (2010). After Tumultuous year, new domino. Advertising Age, Retrieved from http://adage. com/article? article_id=141334 Bamford, Charles, West, Page, & Reviews, Cram101. (2009). Outlines & highlights for strategic management. Academic Internet Pub Inc. Morgan, s. (2010, April 12). The Pizza portfolio. Smartmoney, Retrieved from http://www. smartmoney. com/investing/stocks/the-pizza-portfolio/? cid=1186 Shea, R.(2010, April 12). Nestle: the new 800 pound gorilla in frozen foods. Seeking Alpha, Retrieved from http://seekingalpha. com/article/207736-nestle-the-new-800-pound-gorilla-in-fr ozen-foods Pizza sales 2009. (2010, Feb 18). Retrieved from https://www. aibonline. org/resources/statistics/2009pizza. htm Domino’s pizza extends its menu. (2008, 2009 09). Retrieved from http://www. franchisekey. com/us/franchise-news/Domino-s-Pizza-extends-its-menu-. htm. Bloomburg business week. (2010, may 31). domino’s pizza inc 10-k , Retrieved from http://investing. businessweek.com/research/stocks/financials/secfilings. asp? ticker=DPZ:US United states securities and exchange commission washington, d. c. 20549 form 10-k. (2010). [Commission File Number 001-32242]. (web), Retrieved from http://investing. businessweek. com/research/stocks/financials/drawFiling. asp? docKey=136-000119312510045334-2CPIO5V2KAG3763AONFHFPD3VN&docFormat=HTM&formType=10-K Domino’s pizza revenue up 18. 4 per cent. (2010, may 06). New Statesman, Retrieved from http://www. newstatesman. com/business-food-and-drink/2010/05/quarter-store-international.

Clara Barton and The American Red Cross - 1976 Words

The American Red Cross (ARC) Clara Barton founded the American Red Cross after becoming involved in the work of the International Red Cross during the Franco-Prussian War. Her heart of giving and helping others convinced her that an American chapter was needed in her country in 1881. The ARC is a humanitarian organization that is dependent on the contributions of time, blood, and money from the American public to support its multiple lifesaving services and programs. The ARC’s mission is to prevent and alleviate human suffering in the face of emergencies by mobilizing the power of volunteers and the generosity of donors. The ARC from its humble beginnings and up to recently has provided great support the American public and military during†¦show more content†¦The leader needs to instill urgency into the workers and volunteers of the ARC. Taking an organization that’s on its knees requires great cooperation, initiative, and willingness to make sacrifices from many people (Kotter, 2011). Ba sed on the case study, the ARC lacks all these characteristics for change to occur. It needs to look how to improve its response times, how to become more efficient in collecting denotations and how to prioritize and quickly distribute the donations it receives in a fair and efficient manner. It needs to hold its leaders to a higher standard that will instill a culture of high moral standard in its employees and volunteers. Once the nation sees a change in the behavior of the ARC they will be more willing to give donations and their time to support disaster relief efforts. The Role Stakeholder Orientation Played in the Scenario It is vital that every organization is able to accurately identify their stakeholders, whether it is a for profit or a non-profit organization. One of the most important reasons for identifying and understanding stakeholders is that it allows the organization to recruit them as part of their efforts and learn firsthand on their needs and requirements (Rabinowitz, 2014). We live in an uncertain world whereShow MoreRelatedClara Barton and the American Red Cross558 Words   |  3 PagesClara Barton and the American Red Cross Clara Barton was born on December 25, 1821 in Oxford, Massachusetts. Clara was the youngest of five children in a middle class family. She was educated at home until the age of fifteen, when Clara began teaching school herself. Though Clara Barton is probably most known for establishing the Red Cross, she only had two years of medical experience before the war. Clara gained this experience by taking care of her invalid (a person made weak by injuryRead MoreClara Barton s The American Red Cross2355 Words   |  10 PagesPaper Clara Barton Clara Barton is not only an example of women/ Americans at their finest, but she also can and should be revered as a national hero. Clara Barton answered the call to duty in a time when women weren t necessarily valued not only socially but as assets of contribution. Clara Barton took up the call by helping save thousands of lives through nursing and providing supplies during the Civil War while also introducing one of America’s first responding organizations, the American RedRead MoreAnalysis Of Clara Barton s The American Red Cross 1486 Words   |  6 PagesSynthesis Essay – Clara Barton MSgt Tomeika P. Frazier Air Force Senior Noncommissioned Officer Academy November 2, 2014 Instructor: MWO Pascal Turcotte Clara Barton In one year they have responded to 700,000 disasters around the world, provided 1.8 million meals, 45% of the nation’s blood supply and inspired 17,000 volunteers. This premier humanitarian organization is the American Red Cross and is a part of theRead MoreThe American Red Cross Is A Humanitarian Based Organization Created By Clara Barton1566 Words   |  7 PagesThe American Red Cross is a humanitarian based organization created by Clara Barton in 1881. According to The RedCross.org, Barton was inspired to create the Red Cross because of her service trip in Europe were she was stationed as a nurse where she heard of a Swiss based Red Cross that treated wounded soldiers in the war. Barton admired their work and decided to start a branch in the United States. 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Siege of Charleston in the American Revolution

The Siege of Charleston took place from March 29 to May 12, 1780, during the American Revolution (1775-1783) and came about after a change in British strategy. Shifting their focus to the southern colonies, the British first captured Savannah, GA in 1778 before mounting a major expedition against Charleston, SC in 1780. Landing,  Lieutenant General Sir Henry Clinton conducted a brief campaign that drove American forces under Major General Benjamin Lincoln back into the Charleston. Conducting a siege of the city, Clinton compelled Lincoln to surrender. The defeat resulted in one of the largest single surrenders of American troops and created a strategic crisis in the South for the Continental Congress. Background In 1779, Lieutenant General Sir Henry Clinton began making plans for an attack on the Southern colonies. This was largely encouraged by a belief that Loyalist support in the region was strong and would facilitate its recapture. Clinton had attempted to capture Charleston, SC in June 1776, however the mission failed when Admiral Sir Peter Parkers naval forces were repulsed by fire from Colonel William Moultries men at Fort Sullivan (later Fort Moultrie). The first move of the new British campaign was the capture of Savannah, GA. Arriving with a force of 3,500 men, Lieutenant Colonel Archibald Campbell took the city without a fight on December 29, 1778. French and American forces under Major General Benjamin Lincoln laid siege to the city on September 16, 1779. Assaulting the British works a month later, Lincolns men were repulsed and the siege failed. On December 26, 1779, Clinton left 15,000 men under General Wilhelm von Knyphausen in New York to hold General George Washingtons army at bay and sailed south with 14 warships and 90 transports for another attempt on Charleston. Overseen by Vice Admiral Mariot Arbuthnot, the fleet carried an expeditionary force of around 8,500 men. Armies Commanders Americans Major General Benjamin LincolnCommodore Abraham Whipple5,500 men British Lieutenant General Sir Henry Clintonrising to 10,000-14,000 men Coming Ashore Shortly after putting to sea, Clintons fleet was beset by a series of intense storms which scattered his ships. Regrouping off Tybee Roads, Clinton landed a small diversionary force in Georgia before sailing north with the bulk of the fleet to Edisto Inlet approximately 30 miles south of Charleston. This pause also saw Lieutenant Colonel Banastre Tarleton and Major Patrick Ferguson go ashore to secure new mounts for Clintons cavalry as many of the horses that had been loaded in New York had suffered injuries at sea. Unwilling to attempt forcing the harbor as in 1776, he ordered his army to begin landing on Simmons Island on February 11 and planned to approach the city by an overland route. Three days later British forces advanced on Stono Ferry but withdrew upon spotting American troops. Returning the next day, they found the ferry abandoned. Fortifying the area, they pressed on towards Charleston and crossed to James Island. In late February, Clintons men skirmished with American forces led by Chevalier Pierre-Franà §ois Vernier and Lieutenant Colonel Francis Marion. Through the rest of the month and into early March, the British wrested control of James Island and captured Fort Johnson which guarded the southern approaches to Charleston harbor. With control of the southern side of the harbor secured, on March 10, Clintons second in command, Major General Lord Charles Cornwallis, crossed to the mainland with British forces via Wappoo Cut (Map). American Preparations Advancing up the Ashley River, the British secured a series of plantations, such as Middleton Place and Drayton Hall, as American troops watched from the north bank. While Clintons army moved along the river, Lincoln worked to prepare Charleston to withstand a siege. He was aided in this by Governor John Rutledge who ordered 600 slaves to construct new fortifications across the neck between the Ashley and Cooper Rivers. This was fronted by a defensive canal. Only possessing 1,100 Continentals and 2,500 militia, Lincoln lacked the numbers to face Clinton in the field. Supporting the army were four Continental Navy ships under Commodore Abraham Whipple as well as four South Carolina Navy vessels and two French ships. Not believing he could defeat the Royal Navy in the harbor, Whipple first withdrew his squadron behind a log boom which protected the entrance to the Cooper River before later transferring their guns to the land defenses and scuttling his ships. Though Lincoln questioned these actions, Whipples decisions were backed by a naval board. In addition, the American commander would be reinforced on April 7 by the arrival of Brigadier General William Woodfords 750 Virginia Continentals which raised his total strength to 5,500. The arrival of these men was offset by British reinforcements under Lord Rawdon which increased Clintons army to between 10,000-14,000. The City Invested Having been reinforced, Clinton crossed the Ashley under the cover of fog on March 29. Advancing on the Charleston defenses, the British began constructing siege lines on April 2. Two days later, the British constructed redoubts to protect the flanks of their siege line while also working to pull a small warship across the neck to the Cooper River. On April 8, the British fleet ran past the guns of Fort Moultrie and entered the harbor. Despite these setbacks, Lincoln retained contact with the outside via the north shore of the Cooper River (Map). With the situation rapidly decaying, Rutledge escaped the city on April 13. Moving to completely isolate the city, Clinton ordered Tarleton to take a force to sweep away Brigadier General Isaac Hugers small command at Moncks Corner to the north. Attacking on at 3:00 AM on April 14, Tarleton surprised and routed the Americans. After the fighting, Vernier was killed by Tarletons men despite asking for quarter. It was the first of several brutal actions taken by Tarletons men during the campaign. With the loss of this crossroads, Clinton secured the north bank of the Cooper River when Tarleton joined with Lieutenant Colonel James Websters command. This combined force advanced down the river to within six miles of the city and cut off Lincolns line of retreat. Understanding the severity of the situation, Lincoln called a council of war. Though advised to continue defending the city, he instead elected to parley with Clinton on April 21. In the meeting, Lincoln offered to evacuate the city if his men were permitted to depart. With the enemy trapped, Clinton immediately refused this request. Tightening the Noose Following this meeting, a massive artillery exchange ensued. On April 24, American forces sortied against the British siege lines but to little effect. Five days later, the British began operations against the dam that held the water in the defensive canal. Heavy fighting began as the Americans sought to protect the dam. Despite their best efforts, it was nearly drained by May 6 opening the way for a British assault. Lincolns situation further worsened when Fort Moultrie fell to British forces under Colonel Robert Arbuthnot. On May 8, Clinton demanded that the Americans unconditionally surrender. Refusing, Lincoln again attempted to negotiate for an evacuation. Again denying this request, Clinton began a heavy bombardment the following day. Continuing into the night, the British pounded the American lines. This, coupled with the use of hot shot a few days later, which set several buildings on fire, broke the spirit of the citys civic leaders who began pressing Lincoln to surrender. Seeing no other option, Lincoln contacted Clinton on May 11 and marched out of the city to surrender the following day.   Aftermath The defeat at Charleston was a disaster for American forces in the South and saw the elimination of the Continental Army in the region. In the fighting, Lincoln lost 92 killed and 148 wounded, and 5,266 captured. The surrender at Charleston ranks as the US Armys third largest surrender behind the Fall of Bataan (1942) and Battle of Harpers Ferry (1862). British casualties before Charleston numbered 76 killed and 182 wounded. Departing Charleston for New York in June, Clinton turned over command at Charleston to Cornwallis who quickly began establishing outposts across the interior. In the wake of the citys loss, Tarleton inflicted another defeat on the Americans at Waxhaws on May 29. Scrambling to recover, Congress dispatched the victor of Saratoga, Major General Horatio Gates, south with fresh troops. Rashly advancing, he was routed by Cornwallis at Camden in August. The American situation in the southern colonies did not begin stabilize until the arrival of Major General Nathanael Greene that fall. Under Greene, American forces inflicted heavy losses on Cornwallis at Guilford Court House in March 1781 and worked to regain the interior from the British.

Argentina Crisis Related to Greeces Case - 2681 Words

BANKING PAPER REQUIEREMENTS My paper will discusses about the link between both crisis in Greece and Argentina, what we have learnt since this crisis and what are the common mistakes committed by both. Economic environment â€Å"Eleven years after the financial crisis of 2001, which led to the largest default in history (75 billion Euros), Argentina has reimbursed, the August 3, the last holders of securities issued during the freezing of assets, called corralito (small enclosure). The final explosion occurs when the Minister of Economy Domingo Cavallo announced on 1 December 2001, before the flight of capital and the liquidity crisis, the implementation of corralito, limiting bank withdrawals to 250 pesos a week†¦show more content†¦Depositors start to withdraw their bank deposits, raising fears of a liquidity crisis for many financial institutions. People of Argentina didn’t trust about the system, making a liquidity crisis due to the higher amount of withdrawals especially caused by a lack of confidence or unexpected need for cash, the crisis of confidence in general lead to a liquidity crisis. Banking system was trapped in a vicious cycle of untrustworthiness, impacts were symptomatic as quoting â€Å"you could see customers queuing to withdraw their savings, liquidating their bank accounts frantically and when people began to understand that they could probably not recover fully their savings that people began fights and that we understand the effects of the crisis†. A system risks has spread into the system and contagion has becoming effective quickly due to the fall of confidence of people and the incapacity to bank to pay back people. In addition, the Argentinean banks are interconnected and shared risks and when the first one declare bankruptcy, the assets contained in the banks found themselves insolvent, and thus risked bankruptcy and the generalized bankruptcy of the system. Recession causes strikes and decrease of public income, which has as its corollary the increase in public debt, and the fact that they must pay back the debt in peso, due to his withdrawal ofShow MoreRelatedGreece Case Analysis816 Words   |  4 Pagesoccurred in the fourth century. To top it all off, Greece has spent ninety years which is almost half of the time since it’s independence in a financial crisis? This all leads up to the longheld debate between many citizens of this country and many others that may possibly be affected by this tough decision. At the peak of Greece’s financial crisis, (as of 2016) over 314 billion euros in debt, many are fighting over whether or not they should return back to their original, national currency, otherwiseRead MoreThe Comparative Advantage of Greece in the Era of Recession4221 Words   |  17 PagesHeckscher-Ohlin. Furthermore we analyze the current situation of the country, Greece’s economic structure and its trade pe rformance, mainly the exports. In addition we identify the elements of the Greek competitiveness and the results of the fiscal consolidation that Greece is undergoing. Having analyzed the definition of the comparative advantage and the data concerning Greece’s reforms we proceed in identifying Greece’s comparative advantage mainly in four different sectors. Firstly we identify theRead MoreNation Branding-Best Practices Through Sports, Laws and Science7411 Words   |  30 Pagesexamples where countries like Denmark did an exceptional work with branding by Sports. Denmark brands itself with sports There are 99 ways to skin a cat, and some more to brand a nation. Sports is just another one to do so. A specific country, in this case, Denmark, is including sports and sports events within its nation branding agenda. â€Å"Sports events today are much more than a sports competition. They are an experience for the athletes and participants – and for the tv-viewers at home. They areRead MoreWine Consumption Essay examples6888 Words   |  28 Pageswith 70 acres of vines, with the ability to produce a variety of wine styles. Eddy and Frank are backed by an experienced team, with 50 employees in total. The winery currently produces 500,000 cases per year, but has the capacity to expand considerably. In Australia they sell for an average of $15 per bottle. 1-d. Product/s of the organisation under consideration for entry into an international market Australias

Linking Organizational Culture Structure â€Myassignmenthelp.Com

Question: Discuss About The Linking Organizational Culture Structure Strategy? Answer: Introducation In the present scenario, change management strategies are undertaken by organizations so as they can gain competitive advantage in the market. With the management of change, the company can easily modify its operational activities according to the demand and requirement(Alavi, Kayworth Leidner 2005). For the present report, the selected organization is British Petroleum (BP) one of the multinational oil and gas company that mainly indulge in activities related to exploration, refining, petrochemicals, renewable energy, etc. The report also will also focus on understanding the background to strategic change and how strategic change might be approached. On the other hand, the report will also assess different factors that act as driving force for implementing the strategic change within the organization. Models of strategic change There are various models of strategic change that might be used within the organization so that they can easily perform their operation accordant with the competitor activities. The most common used change model in the organization is Kurt Lewin change model that mainly engage in three stages unfreeze, movement and refreeze. The first stage is the unfrozen stage in which management recognize the need for change within the organization(Zheng, Yang McLean 2010). Under this stage, employee examines status quo. The second stage is movement in which management develops the new attitude and behaviour among the employees so that they can easily implement the change. The last stage in Kurt Lewin change model is the refreezing stage. Under this stage employees will stabilize the change and perform accordant with the new attitude and behaviour. Another useful model of strategic change includes Proscis ADKAR. This model indicates that effective change management mainly focuses on five goals such as awareness, desire, knowledge, ability, and reinforcement that support in the successful accomplishment of change within the organization. The five goals are described as follows- Awareness regarding need of change Desire to participate and support the change Knowledge regarding how to change Ability to implement change Reinforcement to keep change Relevance of models of strategic change to organization in UAE and global economic climate From the above-defined models of strategic change that is Kurt Lewin and ADKAR model, it has been evaluated that both of the models are relevant in managing change within British Petroleum (BP). With the help of implementing Kurt Lewin three-stage model, it benefits the organization in adopting the new culture and also supports their staffs and employees to gain the new behaviour and attitude so that they can easily resist the change(Balogun, Bartunek Do 2015). Along with this, through reviewing global economic condition within UAE (United Arab Emirates), it has been assessed that implementing Kurt Lewin change model also assist the organization to sustain in the environment and attain growth. On the other hand, another change model is Porscis ADKAR that is also consider as significant to BP in UAE as it allows the employees and leaders to focus on their activities that will ultimately result in driving individual change(Wirtz et al. 2016). Therefore, it is evaluated that both the change models are relevant to an organization in UAE as it assists the company to sustain in the competitive environment. The value of using strategic intervention techniques in organization Strategic intervention is considered as an active form of activities and actions that assist the organization in enabling proper communication. Different strategic intervention techniques are often used in British Petroleum so that management can easily implement the change. It mainly includes forming alliances within the organization, cultural change within the environment, etc. It has been further assessed that there is the significant value of using strategic intervention techniques in the cited organization as it supports the organization in managing and resisting the change correctly(Benn, Dunphy Griffiths 2014). Along with this, it also focuses on executing proper change without any hazard and risk. The need for strategic change in selected organization To succeed in the developed market that is United Arab Emirates (UAE) organization requires undergoing the change process. Different internal and external factors might result in bringing change within the organizational operation. For instance, BP in UAE needs to engage in change process due to their controversies related with damaging the environment, hazards to workers as well as other ineffective business practices(Van der Voet 2014). Therefore, to overcome the above activities BP requires implementing strategic change process that assists them to survive in the competitive environment. Apart from this, there are some other needs for implementing strategic change in the cited organization that is to gain competitive advantage. The need for strategic change in BP also enables them to be more focused. BP has been enjoying significant market share and also gain competitive advantage from its competitors through implementing change within the environment and learning the actual requirement of customers(Cabrey Haughey 2014). With the constant change, it has facilitated BP to adapt in any setting. For instance, leading oil and gas companies have undergone green to guard the environment and have turn out to be the big promoter for going green. The factors that are driving the need for strategic change Different factors are driving the need for strategic change within the activities of British Petroleum it mainly includes political and environmental factor. The operational activities of BP are primarily affected by environmental aspect within UAE. The company has indulged in deepwater horizon oil spill in the Gulf of Mexico that has negatively affect the environment and different other resources(Tanner-McAllister, Rhodes Hockings 2017). To overcome such issues in UAE Company is required to follow the environmental standard to overcome the environmental issues related to wastage and pollution. Apart from this, with the technological up gradation, it is required by the business organization to undertake change management process. BP must be ready to engage in technological change and adopt such changes as it might result in improving their operational activities. For instance, with the advancement in technology, BP must engage in using new machinery and tools for drilling purpose(Cameron Green 2015). Along with this, BP has advanced their technology and engaged in practices so that they may easily find out the oil and gas. Therefore, environmental factor, as well as the technological factor both, are considered as driving factor the easily accomplishes the need for strategic change within British Petroleum. Resource implication of the selected organization not responding to strategic change It has been assessed that there are different resource implication of British Petroleum that results in not responding to the strategic change. If BP does not appropriately respond to the change, then it might adversely affect their resources such as it would influence the human resource that is the increase in employee turnover, layoffs, etc. Along with this, resource implication of BP not responding to strategic change would also impact the physical resources that are it affects non-current assets of the cited organization such as equipment, vehicles, buildings, etc. In order to manage change effectively within BP, it is required by human resource manager to implement different strategies that would result in enhancing change within the organization(Cameron Quinn 2005). For instance, training plays the significant role within the organization as it assists the employees and staff to get trained so that they may easily engage in responding to the strategic change. Develop systems to involve stakeholders in the planning of change Many organizations participate in developing the strategic plan for the organization and through which they have involved their stakeholders in the planning of change. Strategic planning must involve every employee as well as stakeholders of British Petroleum so that they may successfully plan the change(Kuipers et al. 2014). The primary system that is used to involve stakeholders in the planning of change within BP includes functional system. This system indicates that once the organization has attained the growth now, they must engage in dividing their responsibilities so that all stakeholders of BP can easily involve in the planning of change. On the other hand, another system to involve stakeholder is through playing it straight. Under this, the basic requirements of every stakeholder is kept in mind and present them with the required information which can benefit them to implement the change successfully(Coghlan, Rashford de Figueiredo 2015). Develop a change management strategy with stakeholders To manage successful change within the British Petroleum, management indulges in developing change management strategies with their stakeholders. A strategy is defined as the plan of action that supports organization in the long run with attaining the advantage in the competitive market through configuring the competencies and different resources with the major purpose to accomplish the expectations of stakeholders. With the advancement in technology and implementing technological change within British Petroleum management must develop an effective strategy with their different stakeholders so that it might also meet their needs and expectations. Thus, the key aspect in developing change management strategy is to analyze the different stakeholders within organization whom might be impacted with implementing the change(Kavanagh Ashkanasy 2006). Strategies for managing change within the cited firm must create visible short-term goals so that it might clearly review the change. Another developed change management strategy with stakeholder includes effective communication through which BP overcome the resistance to change in their operational activities. Evaluate the systems used to involve stakeholders in the planning of change BP has developed the system that is used to involve different stakeholders for successful planning of change within the organization. From the above-developed system it has been evaluated both the system has played the significant role in involving various stakeholders(Goetsch Davis 2014). It has been further evaluated that functional system within BP has resulted in dividing responsibilities within the organization that further involve more stakeholders for planning the change. It has been evaluated that with this system every stakeholder would play the active part in planning and managing the change. Along with this, matrix system must also be used to involve stakeholders in planning the change as under this system different personnel or stakeholders collaborate for accomplishing the specific task and activities. Thus, with the help of matrix organizational system management can easily involve different stakeholders in planning the change(Hayes 2014). Create a strategy for managing resistance to change To manage resistance to change among the staff and workers it is required by the management to create an effective strategy. Creating effective strategy would support the staff to overcome the resistance and accept change within the activities. The key strategy that is used for managing resistance to change includes enabling active participation and involvement of employees within the organization so that they may easily put forward their views regarding managing the change successfully(Jones, Jimmieson Griffiths 2005). Apart from this, the communication strategy is also formulated by management for managing resistance to change within the BP. With the effective communication strategy management would convey the reason for implementing the change within their operational activities. Develop appropriate models for change For implementing successful technological change in BPs operation management team must focuses on developing the appropriate model of change through reviewing the change management model framed by John Kotter. The change model basically focuses on eight different steps. Steps in model of change 1. Create urgency The first step in the change model is creating urgency through developing scenario that what will happen in the future. Therefore, allows employees to adopt change in their activities(Hrebiniak 2013). 2. Form a powerful coalition Second step in change is forming power coalition that requires support from leaders and managers within BP so that they together assist employees in bringing the change. 3. Create vision for change Another step in change model is creating vision for change that is it would result in enhancing the drilling and exploration process within BP that further result in reducing the manual work performed by their staff and workers. 4. Communicate the vision After that management team must communicate their vision to workers so that they must gain information regarding the change(Hon, Bloom Crant 2014). Along with this, communicating vision also results in changing the behaviour and attitude of employees within BP towards adopting the new technology. 5. Remove obstacles Another step is to remove obstacles through hiring change leaders so that they may easily determine the people who are resisting the change and their actual requirement. 6. Create short term wins Another step is to create short term wins so that they can motivate their employees and workers to implement change without help of others. BP analyzes the potential pros and cons of implementing new machineries and tools in the drilling process. 7. Build on change After winning the short term goals management team analyze the results and things that need to be improved further in order to build on change. 8. Anchor the changes in corporate culture the market The last step in the change model is to secure the adopted changes within the environment so that change in future might not impact the corporate culture. Plan to implement a model for change in the selected organization In order to implement model for change in British Petroleum management must focuses on devising a plan. The plan mainly consists of different steps such as Assess- The first stage in implementing model for change must focuses on assessing the impact of change within the organization. Plan- After assessing the impact of change, management must engage in planning the activities so that workers within BP can easily implement the change(Balogun, Bartunek Do 2015). Act- After planning the activities workers must engage in the practices that brings change within their operation. Evaluate- After putting all the activities into action management must engage in evaluating the result that is worker has implemented change successfully or not. Sustain- The last step in planning includes sustaining that is hold on to the activities so that it might not impact the future activities(Tanner-McAllister, Rhodes Hockings 2017). Develop appropriate measures to monitor progress in the selected organization British Petroleum has undergone different changes within their environment and operational activities with the principal aim to enhance the performance of the organization. Thus, to monitor the progress of implemented change within the organization management develop appropriate measures such as- Goal-based evaluation- Under this method; management of BP can easily monitor progress in the cited firm through assessing the result(Benn, Dunphy Griffiths 2014). BP management sets certain goals within the organization and accomplishes them through implementing the change. Therefore, at the end of the goal-based evaluation, BP management will review whether goals have been achieved or not. Conclusion From the above report it can be inferred that strategic change management is consider as an effective approach that supports the organization to change their activities accordant with the existing competitors. However, there are different strategic change models has been also used by the management to implement technological change within their operational activities. References Alavi, M, Kayworth, TR Leidner, DE 2005, 'An economics examination of the influence of organizational culture on knowledge management practices.', Journal of management information systems, vol 22, no. 3, pp. 1991-224. Balogun, J, Bartunek, JM Do, B 2015, 'Senior managers sensemaking and responses to strategic change', Organization Science, vol 26, no. 4, pp. 960-979. Benn, S, Dunphy, D Griffiths, A 2014, 'Organizational change for corporate sustainability', Routledge, Abingdon. Cabrey, TS Haughey, A 2014, ' Enabling organizational change through strategic initiatives', A. Haughey, p. 16. Cameron, E Green, M 2015, 'Making sense of change management: A complete guide to the models, tools and techniques of organizational change', Kogan Page Publishers, London, United Kingdom. Cameron, KS Quinn, RE 2005, 'Diagnosing and changing organizational culture: Based on the competing values framework. ', John Wiley Sons, Hoboken, New Jersey, United States. Coghlan, D, Rashford, NS de Figueiredo, J.N 2015, 'Organizational change and strategy: An interlevel dynamics approach', Routledge, Abingdon. Goetsch, DL Davis, SB 2014, 'Quality management for organizational excellence', Upper Saddle River, NJ: pearson, New Jersey. Hayes, J 2014, 'The theory and practice of change management', Palgrave Macmillan, basingstoke. Herrmann, P Nadkarni, S 2014, 'Managing strategic change: The duality of CEO personality', Strategic Management Journal, vol 35, no. 9, pp. 1318-1342. Hon, AH, Bloom, M Crant, JM 2014, 'Overcoming resistance to change and enhancing creative performance', Journal of Management, vol 40, no. 3, pp. 919-941. Hornstein, HA 2015, 'he integration of project management and organizational change management is now a necessity', International Journal of Project Management, vol 33, no. 2, pp. 291-298. Hrebiniak, LG 2013, 'Making strategy work: Leading effective execution and change', FT Press, Upper Saddle River, New Jersey, United States. Jones, RA, Jimmieson, NL Griffiths, A 2005, 'The impact of organizational culture and reshaping capabilities on change implementation success: The mediating role of readiness for change.', Journal of Management Studies, vol 42, no. 2, pp. 361-386. Kavanagh, M, Ashkanasy, N,M 2006, 'The impact of leadership and change management strategy on organizational culture and individual acceptance of change during a merger', British Journal of Management, vol 17, no. S1. Kuipers, BS, Higgs, M, Kickert, W, Tummers, L, Grandia, J Van der Voet, J 2014, 'The management of change in public organizations: A literature review.', Public Administration, vol 92, no. 1, pp. 1-20. Tanner-McAllister, SL, Rhodes, J Hockings, M 2017, 'Managing for climate change on protected areas: An adaptive management decision making framework', Journal of Environmental Management, vol 204, pp. 510-518. Van der Voet, J 2014, 'The effectiveness and specificity of change management in a public organization: Transformational leadership and a bureaucratic organizational structure', European Management Journal, vol 32, no. 3, pp. 373-382. Wirtz, BW, Pistoia, A, Ullrich, S Gttel, V 2016, 'Business models: Origin, development and future research perspectives', Long Range Planning, vol 49, no. 1, pp. 36-54. Zheng, W, Yang, B McLean, GN 2010, 'Linking organizational culture, structure, strategy, and organizational effectiveness: Mediating role of knowledge management.', Journal of Business research, vol 63, no. 7, pp. 763-77

Legal Aspects of International Lagal Trade and Enterprise

Question: Discuss about the Legal Aspects of International Lagal Trade and Enterprise. Answer: Introduction: The legal aspects of International Trade introduce the complex international legal framework that enables the individuals, business organisation and the governments for exchanging the products and the services legally and successfully. According to the opinion of Barker et al. (2009), the international Trades legal aspects assist to offer a managerial perspectives and awareness regarding the legal implications. The specific action often assisted the Australian International Trade measures to increase its accessibility in the internal market segment. The study attempts to identify the legal aspects of international trade for an organisation which has the business operation in Australia. Considering the fact, the research associate has chosen the company, BHP Billiton Ltd., which is a multinational mining, metals and petroleum company. The regulatory framework of Australian government and the trade union has been identified in the current study to scrutinize the operational impact on t he company. Furthermore, identification of the treaties, conventions and the other agreements that have direct impact on the products and services offered by the multinational firm has been analysed in the present research. Body: BHP Billiton is a Melbourne based global mining company. The minerals segment of the company focusing on copper, coal, iron core and nickel in the Australian business that includes operations in Queensland, Westen Australia, South Australia and the New South Wales. In the addition, the operational capability and the technical expertise of BHP Billiton are the petroleum business that includes exploration, production and the development in the USA, Trinidad and Australia. As per the report of the Australian statistics, the number of employees of the firm was 43,238 in 2012, 46,892 in 2013 and 47,044 in 2014 (www.statista.com, 2016). According to the opinion of Cahoy (2008), the firm has a talented, dedicated and skilled workforce to contribute a better-standardised output. It has been speculated that due to some employment issues the company has reduced globally the number of employees, which was 42,829 in 2015 (www.statista.com, 2016). The global headquarters of BHP Billiton is locate d in Melbourne, Australia and London, UK. Fair trading rule both for the business and the customers are maintained by the statutory framework managed by the Australian government. The Australian Competition and Consumer Commission (ACCC) indicate that BHP Billiton has to offer better quality products with affordable price for drawing the attention of the customers (www.bhpbilliton.com, 2016). Considering the words of Castles (2013), the firm could not produce below quality product range with low price for achieving the customers attention. This is also one of the tactics to avoid the overall tax payment. Thus, the government provides some strict rules and legislation for maintaining the product quality of the organisation. It has been identified that the Australian government has faced a budget deficit in the year of 2014 and 2015. The tax payers of Australia took advantage of "pay as you earn" introduced by the Australian Government (Barker, 2009). The business organisation also takes advantage of this particular law and in vests money on different properties. In this scenario, the government has tightened the rules to increase the number of the payers in Australia. Thus, the government of Australia instructs that the business organisations operating in the country have to pay 30% corporate tax depending on the income. Over the last three years, the Australian Parliament has passed a set of rule and legislation to constrict the rules of the income tax transfer pricing. Considering the opinion of Castles (2013), when a transaction occurs it needs to be made arms length price, to avoid any duplicity. This rule has been made by the Australian government. The law states that the pricing needs to be at par with the market rate. If any deviation occurs, the party would be charged. The recent trend shows that MNCs headquartered in Australia is doing this sort of unethical practice to avoid tax burden. To mitigate this discrepancy, the Australian government has imposed the pricing strategy. Hence, the prices charged have a direct impact on the level of the profits of each entity of the multinational organisation. Therefore, Richardson et al. (2015) stated that the BHP Billiton has to pay different amounts of tax in the respective countries. On the other hand, by applying the arms length principle, it is required for BHP Billiton to price the intra-group products and services between the associated business parties for contributing to the Australian economy. Considering the view of Barker et al. (2009), the concept of arms length transaction ensures both the parties who are involved in the deal and controls the parties as a multinational group. It has been observed that Australia has a national privacy legislation, which is supervised by the Office of the Australian Information Commission (OAIC). It regulates the operational activities of the business and store the personal information and communication (www.austrade.gov.au, 2016). BHP Billiton has to maintain the OAIC legislation in the workplace. Adding to this the Environment Protection and Biodiversity Conservation Act 1999 (EPBC Act), it protects and manage the ecological community through offering a legal framework. The BHP Billiton CSG maintains the up-to-date pra ctices to adhere the EPBC Act. As per the opinion of Castles (2013), success in exploration, development and the other production activities is reinforced by the effective maintenance of the environmental rules. The management of BHP Billiton has managed to introduce certain systems that are entirely aligned with the legal treaties. The brand has also imposed effective controlling measures and operations that justify the viability of the implemented systems. Supporting this Richardson et al. (2015) stated that BHP has a sensitive planning and the effective project design to fulfil the requirement of the Australian Government treaties. Before approving the national environmental and cultural concerns, Australian Government Legislation governs the assessment process of the multinational organisation. Furthermore, the Australian Consumer Law (ACL) offers treaties for the imbalanced contract agreements. The consumer right is administered by the Australian Competition and Consumer Commission (ACCC) and the State and Territory consumer protection agencies of Australia (www.austrade.gov.au, 2016). Moreover, BHP Billiton has entered into a contract with Brazils Federal Attorney General, where the ma nagement claims to provide a compensation for the damage caused for the Samarco tragedy. Conclusion: The Australian government has made a sustainable path to balance the budget by incorporating several corporate for the business organisation. The government has introduced several responsible choices to ensure the overall impact of the new business policies. The mining firm, BHP Billiton adhered to all the rules measured by the Australian government to make the business execution easy. Moreover, adherence to Product liability regulation regulates the product safety of the firm, so that BHP can uphold the sustainable position in the Australian marketplace. References: 2016, S. 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