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Management

Below are Essay & Assignments tackled by us on Management

Showing 101 to 110 of 776 results.

  • Analysis of the famous case study on Blue Ribbon Hotels – A clash of Styles
  • This paper answers the following questions on the case study –
    • During Rooms Division Management, we have studied the Guest Cycle and what managers and staff need to do to ensure the guests are sat...More

    This paper answers the following questions on the case study –
    • During Rooms Division Management, we have studied the Guest Cycle and what managers and staff need to do to ensure the guests are satisfied throughout the process.
    • What impact would the issues described in the case study have on the guest cycle?
    • What action could be taken to address the issues within the Blue Ribbon Hotel?
    • To answer these questions you will need to consider the information we have discussed in lectures and tutorials, your reading and further research that you complete.


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  • Analysis of the famous case study on Conflict and Conflict management at Madison, Jones and Conklin
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  • Analysis of the famous case study on EcHotels
  • This assignment is based on the following case study -

    Jay and Chris are two entrepreneurs who have embarked on a project that involves building a chain of green hotels called EcHotels. So far th...More

    This assignment is based on the following case study -

    Jay and Chris are two entrepreneurs who have embarked on a project that involves building a chain of green hotels called EcHotels. So far they have borrowed around £205 million and purchased a small old hotel in Devon. The hotel has a cliff top frontage. The aim of Jay and Chris is to develop other ecologically friendly venues in order to appeal to a segment of the market that prefers sustainable tourism.
    The first hotel at Fairy Cross is nearly complete. It has 33 individually designed rooms with sea-facing terraces. Some of the ideas they have used include:

    • all timber for floors and furniture is sustainably sourced

    • floor coverings are made from re-cycled material and heating is provided by a boiler that uses woodchips

    • the building is airtight so there is minimal climate control

    • rainwater is gathered to keep the pool topped up

    • there are charging points for electric cars

    • When the hotel was built, wildlife was re-located and local sea thrift has been planted on a turf covered roof.

    It is recognised that there are many other sustainable and eco-friendly ideas that can be used in many aspects of the hotel’s operation and these will be deployed as and when appropriate.

    Jay and Chris have found that both individual and corporate customers want to be more ecologically responsible when holidaying or engaging in leisure activities and are prepared to pay a 10% premium over similar eco-unfriendly venues.
    The aim is to develop a chain of similar such hotels and leisure ventures over the next few years. This will involve doing research in to sustainable business activities that have a strong ethical management focus as well as considering the wider standpoints offered by ethical, cultural, environmental, social and business perspectives. This will include consideration of the legal and regulatory frameworks that are coming ion to operation. You have been asked to review how EcHotels Ltd might develop its future operations including its plans for expansion. These will involve but not be confined to further hotel development.

    Assignment Task:

    Required:

    Produce a Strategic action plan that EcHotel Ltd needs to consider in which you:

    1a) .Propose a suitable structure for the business to ensure appropriate participation by interested parties and stakeholders in development activities

    1b) .Develop criteria that EcHotel Ltd can use when reviewing potential options for development

    1c) .Construct an agreed company strategy and include all associated resource implications that EcHotel Ltd would need to consider

    2a) .Consider EcHotel Ltd’s ethical, cultural, environmental, social and business background against current standpoints

    2b) .Develop appropriate vision and mission statements for EcHotel Ltd

    2c) .Agree appropriate objectives for EcHotel Ltd and develop measures for evaluation of any activities that EcHotel Ltd might wish to consider

    3a) .Develop outline timetable for implementation for EcHotel Ltd’s strategy for business development

    3b) .Create appropriate dissemination processes for the company’s vision, mission and strategy in order to gain commitment from interested parties and stakeholders in development activities

    3c) Set up monitoring and evaluation systems for EcHotel Ltd.


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  • Analysis of the famous case study on Flower Fields Pty Ltd
  • • Executive summary
    • A word about the company
    • Current State of the Company – key issues
    • SWOT analysis
    • Recommendations
    • References
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    • Executive summary
    • A word about the company
    • Current State of the Company – key issues
    • SWOT analysis
    • Recommendations
    • References
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  • Analysis of the famous case study on Gap Inc
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  • Analysis of the famous case study on Malard Manufacturing company
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  • Analysis of the famous case study on Mitsi Tyre Company based on Operations and Supply chain Management
  • This paper provides answers to the following questions on the case study –
    You have been asked by the CEO of the parent company to prepare two reports:
    (A) The first report, for the CEO’s personal r...More

    This paper provides answers to the following questions on the case study –
    You have been asked by the CEO of the parent company to prepare two reports:
    (A) The first report, for the CEO’s personal review, is to cover your inventory reduction program:
    1. Describe in detail how and why the inventory rose to its present level.
    2. Define your target for a reduced inventory level and provide details as to why this level is appropriate.
    3. Provide a detailed, step by step action plan for your inventory reduction program. This should cover what will be done, how it will be done and who will do it.
    4. Provide detailed timing for each step listed in part 3 of this report.


    (B) The second report, also for the CEO’s personal review, is to cover longer term issues. This report should cover issues such as:
    1. How to calculate order quantities.
    2. Forecasting.
    3. Achieving the Goodmich targets and bonuses
    4. Maintaining inventory at the target level (set in the first report)
    5. Sales and Operations Planning and any other important matters.

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  • Analysis of the famous case study on Motorola – “Strategic analysis – Motorola Share”
  • • The internal strengths and weaknesses of Motorola
    • The current strategy of Motorola
    • Motorola’s recommended alternative strategy
    • Conclusion
    • References
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    • The internal strengths and weaknesses of Motorola
    • The current strategy of Motorola
    • Motorola’s recommended alternative strategy
    • Conclusion
    • References
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  • Analysis of the famous case study on PepsiOne
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  • Analysis of the famous case study on Race-Tuned Extractors
  • This essay is based on the following case study –

    Race-Tuned Extractors designs and manufactures custom-made high performance automotive extractors and exhaust systems for the Australian motor rac...More

    This essay is based on the following case study –

    Race-Tuned Extractors designs and manufactures custom-made high performance automotive extractors and exhaust systems for the Australian motor racing industry and the automotive aftermarket in Sydney. The business was established by two part-time motor-racing drivers in 1994. Pierre Martel was an automotive mechanic by trade and John Gambini was a mechanical engineer. The business operated originally in Homebush, but relocated to Blacktown prior to the 2000 Olympic Games. Whilst the move created some marketing issues, the new premises were almost twice as big as the old factory in Homebush, giving the firm much needed room to grow.

    The company was originally conceived to supply specialty exhaust and extraction systems to the motor racing industry, but as Race-Tuned Extractors’ reputation grew, more and more demand came from private motorists who wanted to improve the performance of their street cars. Whilst originally specialising in custom V8 exhaust systems for Holdens and Fords for the V8 Supercars circuit, Race- Tuned Extractors quickly developed the expertise to design and manufacture systems for several of the more popular makes and models of car common to Australia. This ability to meet a diverse range of market demands has helped to create a solid company that is well respected both as a supplier to the motor racing industry, as well as a supplier to the performance street car sections of the market.

    Traditionally, the company had focussed entirely on custom-built systems; each being specifically tailored to the engine in question. As the company’s reputation grew, more and more requests were received for high performance systems that could be bought off the shelf. Seeing an opportunity for expansion, Pierre and John decided to manufacture a few systems to stock to meet this small but growing demand. Initially, this production was limited to the two main systems (Holden and Ford), and only occurred when the work schedule permitted. This move into ‘off-the-shelf’ products led Race-Tuned Extractors into the production of a more standardised line of performance extractors and exhaust systems. These exhaust systems were not specifically Tuned to the engine in question, and whilst they were still high performance systems, their performance was slightly inferior to that of the custom-made extractors.

    The off-the-shelf systems appealed to the more price conscious buyers. These customers appreciated the brand value offered by Race-Tuned Extractors but expected good value for money. Pierre and John felt however that the off-the-shelf products should reflect the same quality of engineering as the custom systems that sold with a much healthier profit margin. The custom-designed and made systems continued to dominate the company’s sales, accounting for 60 percent of the production volume and 75 percent of the revenue.

    Currently, the company operates a single manufacturing facility in Blacktown, where both custommade and off-the-shelf systems are manufactured. The high-tech engineering equipment is mainly general purpose in nature in order to provide the flexibility needed for producing custom systems. The factory layout groups tube cutters together in one section of the facility, tube benders in another, a separate welding section and so on. The facility also has three dyno-equipped service bays that facilitate the tuning and fitting of custom systems. The majority of staff are highly skilled tradespeople who take pride in the quality of design and the quality of manufacture of their products. Both the custom and the off-the-shelf systems compete for processing time on the same equipment by the same tradespeople.

    A few months ago the firm was approached by Oz Race Mart; a national car parts distributor specialising in the supply of high performance automotive components to both motor racing enthusiasts and the general public. Oz Race Mart was seeking supply of a limited range of high
    performance exhaust systems for the 5.0L Ford "Boss 302" SVO and the 5.0L Chevrolet small block racing engines. Race-Tuned Extractors entered into an agreement with Oz Race Mart that required an initial stocking of the supply chain, and regular replenishment of stocks in line with sales. Oz Race Mart estimated demand to be regular but of low volume. The initial stock requirement of 500 units of each system was met by scheduling overtime production across several weekends. Oz Race Mart’s sales forecasts suggested that the day-to-day demands for stock replenishment could be met during normal production time augmented with irregular overtime.

    During the past few months however, sales of performance systems through Oz Race Mart steadily increased, leading to more regular scheduling of this line of products. However, when scheduling trade-offs had to be made, the custom-made systems were always given priority because of the higher profit margins these products attracted or because of the urgency of the job. Thus scheduled lots of components for the Oz Race Mart systems were often left sitting around the factory in various stages of completion.

    As the partners review the progress of Race-Tuned Extractors, both Pierre and John are pleased to note that the company has grown. Sales of custom-made systems remain strong, and sales of made to stock systems are steadily increasing. However, finance and accounting have indicated that profits are not what they should be. Costs associated with the off-the-shelf and Oz Race Mart systems are rising. Money is being tied up in inventory; both of raw materials, work in process and finished product. Expensive nearby warehouse space has been rented to accommodate the growing inventory volume. Sam is also concerned with increased lead times for both custom and Oz Race Mart orders, which are causing longer promised delivery times. Stock-outs have also occurred with their own off the shelf retail products. Capacity is being pushed, and with the current layout, no space is left in the plant for expansion. John is worried that it is getting increasingly harder to meet the demand created by their new contract with Oz Race Mart and decides that the time has come to take a careful look at the overall impact this new demand for exhaust systems is having on operations.
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