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Below are Essay & Assignments tackled by us on Management

Showing 41 to 50 of 776 results.

  • Analysis of the famous – ‘QUALITY PROBLEMS AT THE TECH BOOKSTORES’ case study
  • This paper is based on the following case study –

    Tech is a major state university located in a small, rural college town. Tech services is an incorporated university entity that operates two book...More

    This paper is based on the following case study –

    Tech is a major state university located in a small, rural college town. Tech services is an incorporated university entity that operates two bookstores, one on campus and one off campus at a nearby mall. The on-campus store sells school supplies, textbooks, and school-licensed apparel and gifts and it has a large computer department. The off-campus store sells textbooks, school supplies, and licensed apparel and gifts and it has a large trade book department. The on-campus store has very limited parking, but it is within easy walking distance of the downtown area, all dormitories, and the football stadium and basketball arena. The off-campus store has plenty of parking, but it is not within walking distance of campus, although it is on the town bus line. Both stores compete with several other independent and national chain college bookstores in the town several school supply stores, apparel stores, computer stores and trade bookstores. The town and university have been growing steadily over the past decade, and the football team has been highly ranked and gone to a bowl for eight straight seasons.
    The Tech bookstores have a long-standing policy of selling textbooks with a very small markup (just above cost), which causes competing stores to follow suit. However, because textbooks are so expensive anyway most students believe the Tech bookstores gouge them on textbook prices. In order to offset the lack of profit on textbooks, the Tech bookstores sell all other products at a relatively high price. All “profits” from the stores are used to fund student-related projects such as new athletic fields and student center enhancements.
    Tech Services has a Board of Directors made up of faculty, administrators, and students. The executive director, Mr. David Watson, reports to the Board of Directors and oversees the operation of the bookstores ( all on-campus vending and athletic event vending). His office is in the on-campus store. Both bookstores have a store manager and an assistant store manager. There is one textbook manager for both stores, a trade book manager, a single school supplies and apparel manager, and a computer department manager, as well as a number of staff people, including a computer director and staff, a marketing director, a finance staff, a personal director, a warehouse manager and secretaries. Almost all of the floor employees including cash register operators, sales clerks, stock people, delivery truck drivers, and warehouse workers, are part-time Tech students. Hiring Tech students has been a long-standing university policy in order to provide students with employment opportunities. The bookstores have a high rate of turnover among the student employees, as would be expected.
    Several incidents have occurred at the off-campus store that has caused the Tech Services Board of Directors concern. In one incident, a student employee was arrested for drug possession. In another incident, a faculty customer and student employee got into a shouting match when the employee could not locate a well-known book on the bookstore computer system and the faculty member got frustrated over the time it was taking. In still another incident an alumnus who had visited the store after a football match sent a letter to the university vice-chancellor indicating that a student employee had been rude to him when he asked a question about the return policy for an apparel item he had purchased on the bookstore’s Web site. When the student did not know the return policy, he told the customer in a condescending manner to come back later. The last incident was an offhand remark made by local town resident to a Board member at a party about the difficulty she had completing a purchase at the mall store because the registers were unmanned, although she could see several employees talking together in the store.
    Although sales and profits at the bookstore have been satisfactory and steady over the past few years, the Board of Directors is extremely sensitive to criticism about anything that might have the potential to embarrass the university. The Board of Directors suggested to Mr. Watson that he might consider some type of assessment of the service at the bookstores to see if there was a problem. Mr. Watson initially attempted to make random, surprise visits to the bookstores to see if he could detect any problems; however, there seem to be a jungle telegraph system that altered his employees whenever he entered a store, so he abandoned that idea. Next he decided to try two other things. First he conducted a customer survey during a two-week period in the middle of the semester at both stores. As customers left the stores, he had employees ask them to respond to a brief questionnaire. Second, he hired several graduate students to pose as customers and make purchases and ask specific questions of sales clerks, and report on their experiences.
    The only consistent responses from the graduate students posing as customers were that the student employees were sometimes not that familiar with store policies, how to operate the store computer systems, what products were available, and where products were located in the stores. When they didn’t know something they sometimes go defensive. A few also said that students sometimes appeared lackadaisical and bored.
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  • Analysis of the famous – “Nike Sweatshops case study”
  • Executive Summary 1
    Industry/Company Overview 2
    Target Market 4
    Brand Image 6
    Competitive Advantage 11
    IMC effort of Nike 13
    Conclusion 15
    References 16

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    Executive Summary 1
    Industry/Company Overview 2
    Target Market 4
    Brand Image 6
    Competitive Advantage 11
    IMC effort of Nike 13
    Conclusion 15
    References 16

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  • Analysis of the famous ‘Leagile Manufacturing’ case
  • The objective of this argumentative essay is to analyze the current operations and related problems faced by the organization of “Leagile Manufacturing” with the integration of the lean production in ...More

    The objective of this argumentative essay is to analyze the current operations and related problems faced by the organization of “Leagile Manufacturing” with the integration of the lean production in the organization. Through the essay the different operations management theories and concepts are being discussed as evaluated in terms of the intricacies faced by Leagile Manufacturing. ... Less

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  • Analysis of the famous ‘Ready to Deliver’ case study
  • This paper analyses the following case study –

    ‘Ready To Deliver’
    ‘Ready To Deliver’ (RTD) is a SME owned and run by Ed Brumby and his wife Jenny, in a regional town of Monsoon Valley 379 kilomet...More

    This paper analyses the following case study –

    ‘Ready To Deliver’
    ‘Ready To Deliver’ (RTD) is a SME owned and run by Ed Brumby and his wife Jenny, in a regional town of Monsoon Valley 379 kilometres away from the state capital city. RTD provides services which are a combination of courier, removalists, and cattle transportation to businesses and home clients.
    A couple of years ago, when he was working for a local courier company, Ed decided to start his own business. He was not happy at all with his job as he was not getting enough financial benefits for his efforts. He was working more than 9-5 on weekdays and sometimes was making deliveries on the weekends. The company was making good money being the only functional company in town and was also servicing local and remote farming communities where capital city companies did not have their networks. The only other company was owned and run by John McCoy, a local man. John started his business at a young age and built it quickly as he had lots of s in the area. But now towards his retiring age, John was only completing a few jobs for some of his long standing customers. At the time, Ed did a certificate course in business through the local TAFE and Jenny was finishing her Masters in Accounting through the local university. They both thought this was the right time to start their own business. Ed and John were friends and Ed offered him to buy his business. John agreed.
    John never used any computer or any things related to information technology in his business. Everything was manual. He did not even have an EFTPOS facility. He worked on cash/cheque basis. John only used a landline telephone and a note book to run his business. All work requests were received by phone and noted in the diary. Then job requests were written on pieces of papers and given to the drivers. After finishing the jobs these pieces of papers were collected and kept in a draw for writing invoices and for the bookkeeper to manage the books. The book-keeping became a nightmare due to this manual reconciliation of everything. Managing the vehicles and keeping track of the expenses related to that and paying employees were also manual. The customers’ details John wrote in his diary and after making so many changes only he could work out the information in it. Tracking jobs and lost packages became quite difficult. Over the years, the only thing John did was to buy more vehicles, hiring more employees in and out of the office and getting more telephone lines. At the peak of his business John had around 40 people working for him.
    When Ed and Jenny took over, there were only 7 employees and most of the unused vehicles were sitting in the big sheds. They started to run the business the same way as it had been operating but soon they realised that with manual and hard to find information it was a nightmare to manage the business and compete with the other company in the area. In the early months, they only had the same jobs that John was doing. The marketing strategy was “word of mouth” and personal s. Later on, the business grew and they hired more staff. But the problems were still there due to manual management of the business. It was difficult to schedule jobs manually and jobs started to delay either in starting or delivering. There were invoicing problems as customers got incorrect invoices but at the same time Jenny and Ed did not know or could not have found easily who had not paid their invoices. They also had problems in paying to their suppliers due to problems in tracking the invoices. Payroll became too problematic when drivers started to get upset when the right amount of their pay was not in the pay packet.
    Jenny did a course in her Accounting degree about information systems and she convinced Ed to buy a computer and some basic business software to manage the information. Using computer was helpful and they started to put information in the computer about customers, employees, jobs, routes, schedules, payroll, pricing information, other overheads, invoices, and other financial figures.
    In two years, Ed and Jenny worked very hard and now the business has grown significantly. They hired more employees to make a total of 38 to utilise all of the unused vehicles. But now they have a more troubling situation. Having some information on the only PC in the office and most of theinformation manually stored in the filing cabinets, the ‘hybrid’ system created more problems for them. It became difficult to make decisions about business matter as the information may or may not be complete, correct, and current. Now, they have to spend more time in validating and verifying information between the computer and the filing cabinets.
    With their problems in managing the business, the other company started to take some business away from RTD. Ed and Jenny realised they have to do something. Jenny knew that computers and IT could help in managing the business and also getting more business and competing with the other company. They decided to introduce IT in the business and use it to support business operations, decision making and making strategic plans. They also have intention to have an online presence. So, Ed and Jenny ed an IT consulting company in the state capital which is owned and run by you.


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  • Analysis of the famous ‘Village Volvo’ case study
  • This report analysis the following case study –

    Village Volvo is the ”new kid in town..” it represents and effort by two former authorized Volvo dealer mechanics to provide quality repair service ...More

    This report analysis the following case study –

    Village Volvo is the ”new kid in town..” it represents and effort by two former authorized Volvo dealer mechanics to provide quality repair service on out-of-warranty Volvos at a reasonable cost. On the basis of their 22 combined years of training and experience with the local Volvo dealer, they have earned a respected reputation and a following of satisfied customers, which make an independent service operation feasible. Village Volvo occupies a new butler building(I.e, a prefabricated metal structure) that has four work bays in addition to an office, waiting area, and storage room.
    The owner feel they have designed their operation to provide clients with a custom car care service that is unavailable at the local dealer. They have set aside specific times each week when clients may drive in for quick, routine services such as tune-ups and oil changes, but they encourage clients to schedule appointments for the diagnosts and repair of specific problems.
    At the time of the appointment. The mechanic who will be working on the vechicle and the client discuss the problems the client has noticed on occasion, the mechanic may take a short test drive with the client to be certain that both understand the area of concern.
    Another source of information for the mechanic is the customer care vehicle dossier(CCVD). Village Volvo maintains a continuing file on each vehicle it services. This history can help the mechanic to diagnose problems and also provides a convenient record if a vehicle is returned for warranty service on an earlier repair. The owners are considering use of the CCVD as a way of “reminding” customers that routine maintenance procedures may be due.
    After the mechanic has made a preliminary diagnosis, the service manager gives the vehicle owner and estimate of the cost and the approximate time when the repair will be completed if no unexpexcted problems arise. Company policy states that the owner will be consulted before any work other that the agreed-on job is done. Althought the customer may speak with the mechanic during the repair process, the service manager is the main poiont of contace. It is the service manager’s responsiblility to be sure the customer understands the preliminary dianoisi, to advise the customer of any unexpected problems and costs, and to notify the customer when the vehicle is ready for pickup
    Village Volvo has no provisions for alternate transportation for customers at this time. A shuttle service two or three times a day is being considered, because the owners think their suburban location my deter some clients. The waiting room is equipped with a television set, comfortable chairs, coffee, a soft-drink vending machine, magazines, and the local newspaper. This facility is used almost exclusively by clients who come during the “drop-in” times(3 to 5 pm Wednesdays and 8 to 10am Thursdays) for quick, routine jobs such as tune-ups and buyer checks of used cars.
    The owner- mechanics do no repairs between 7 and 8 am and 5 and 6 pm, because these are heavy customer hours. They believe it is just as important to discuss and the client the repairs that have been done as it is to what problems exist before that work is done. As repairs is made, the owner-mechanice notes any other problems that might need attention in the future(e.g fan and alternativebelts show some wear and may need to be replaced in about ^,000 miles). These notes are broght to the customer’s attention at pickup time and also are recorded in the CCVD for future use, perhaps in the form of a reminder postcard to the owner.
    All small worn-out parts that have been replaced are put in a clean box inside the car. More cumbersome replaced parts are identified and set aside for the client’s inspection. Care is taken throughtout the repair process to keep the car clean, and the inside is vacuumed as a courtesy before pick up. After the repairs are finished, the vehicle is taken for a short test drive, then it is parked, ready for pickup.
    The village Volvo owners see their responsibility as extending beyond immediate service to their clients. The owners have developed a network of other service providers who assist in recycling used parts and waster products and to whom they can refer clients for work that is not part of village volvo’s services (e.g, body work , alignments, and reupholstering). The owners also are considering the possiblility of offering a minicourse one Saturday morning each month to teach clients what they can do to attain their 200,000-mile Volvo medals.

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  • Analysis of the famous Autoparts Inc Case
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  • Analysis of the famous Business Process Management case study on Tim’s Dynometers Pty Ltd
  • Generally, to become successful in any business there is a need of identifying the wants and needs of the customers who belongs to different communities. Tim’s Dynamometers Pty Ltd. is the successful ...More

    Generally, to become successful in any business there is a need of identifying the wants and needs of the customers who belongs to different communities. Tim’s Dynamometers Pty Ltd. is the successful company which is offering health based products called dynamometers. Tim’s Company was very successful in the earlier period but its sales got reduced in the year 2009 and the company is facing many difficulties in order to sale their products. The global competition is one of the major reasons for the failure of the company. Every customer will have their own preferences and they are giving more preference to the product quality rather than the styles. The word of mouth is the major marketing strategy of Tim’s company and its maximum sales are based on the customer’s feedback because Tim’s Company is lacking in developing the efficient marketing strategies. Even though many computer based technologies came into existence, Tim’s Company is still depending on the paper work for its all major operations. ... Less

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  • Analysis of the famous case - The Consolidated Life Case - Caught between Corporate Cultures

  • This report is based on the following requirement -

    Task 1 (2000 words)
    Analyse the case “The Consolidated Life Case: Caught between Corporate Cultures” by critically discussing the following ...More


    This report is based on the following requirement -

    Task 1 (2000 words)
    Analyse the case “The Consolidated Life Case: Caught between Corporate Cultures” by critically discussing the following organisational behaviour issues as they pertain to the case:
    Task 1.1 Critically analyse the leadership approach(es) which Rick Belkner, Mike Wilson and Jack Greely employed in the case. (Module 6). (500 words)
    Task 1.2 Critically analyse the power and politics issues evident from the case (Module 7). (500 words)
    Task 1.3 Critically analyse the components of the conflict management process evident from the case. (Module 8) (500 words)
    Task 1.4 Critically analyse the organisational culture issues of Consolidated Life (Module 9). (500 words)
    Task 2 (maximum 3 pages)
    Make recommendations: Draw up a table and summarise what improvements are needed in relation to:
    leadership (module 6) and associated change management strategies (module 10)
    power and politics (module 7)
    conflict management (module 8)
    organisational culture in Consolidated Life (module 9). (maximum 3 pages). (See the ‘Example posted on the home page for this course)
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  • Analysis of the famous case study – ‘Apple Inc in 2010’
  • This paper answers the following questions on the case study –

    1. Critically evaluate the impact that Innovation has had on the policies of Apple Inc. through the application of an appropriate inn...More

    This paper answers the following questions on the case study –

    1. Critically evaluate the impact that Innovation has had on the policies of Apple Inc. through the application of an appropriate innovation model.
    2. Steve Jobs was instrumental in Apple’s turnaround strategy but given the recent economic crisis in the USA,the global financial recession and the external environmental factors affecting Apple Inc, if you were the CEO of Apple Inc., what changes would you implement in the company to ensure it’s success in the future? Justify your choices by relating your discussion to the relevant literature.

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  • Analysis of the famous case study – ‘Banning Barbie’
  • This paper answers the following questions on the case study –
    1. Why was Barbie most popular in France and the Middle East?
    2. Should Muslim countries ban Barbie? Why or Why not?
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    This paper answers the following questions on the case study –
    1. Why was Barbie most popular in France and the Middle East?
    2. Should Muslim countries ban Barbie? Why or Why not?
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