Assignment Task 1: Strategic Supply Chain Management and Logistics
LO1. Understand the relationship between supply chain management (SCM) and organizational business objectives 1.1 What are the organizational objectives of Meditech Surgicals? Explain the importance of an effective supply chain management in achieving the organizational objectives at Meditech Surgicals. (Assessment Criteria 1.1: Explain the importance of effective supply chain management in achieving organizational objectives) The organizational objectives of Meditech Surgicals are:
To be a leader in the endoscopic surgical instrument market.
To deliver cost effective and innovative endoscopy surgical instruments to hospitals on time
To provide the best customer service to domestic and international customers Supply chain management plays an important role in achieving the organizational objectives. It aims to link all the supply chain agents to jointly cooperate within the firm as a way to maximize productivity in the supply chain and deliver the most benefits to all related parties (Finch 2006). It helps organization to stay competitive in the market by outsourcing its non core functions and focusing on the core competencies. It allows organizations to rejig their entire operations and reframe it so that they operate at lower costs and maximize profit margins. For being a market leader, an organization must re- look the whole process and determine which processes can be downsized or upscaled for maximum competitive advantage. The main reason and objective of SCM is to provide a strategic weapon to build up and enhance sustainable competitive advantage by cost reduction without compromising customer satisfaction (Mentzer et al. 2001). When the organization reduces cost and maximizes value, products and processes become more innovative. This results in effective mass customization and improves product life cycles. Thus, the organization is powered well to cater to varied market segments and customer choices.
1.2 What are the prime business functions of Meditech Surgicals? Explain the link between supply chain management and business functions in Meditech Surgicals. (Assessment Criteria 1.2: Explain the link between supply chain management and business functions in an organization) The prime business functions of Meditech Surgicals are:
Forecast demands and procure raw materials accordingly
Produce high end and innovative endoscopical surgical equiments
Deliver and distribute the equipments in a timely fashion and maintain sufficient inventory
Enhance profitability by catering to varied demands The supply chain constitutes of the total process ranging from obtaining raw materials through all suppliers to delivering the end product to the consumer. Supply Chain is the total chain of exchange from original source of raw material, through various firms involved in extracting and processing raw materials, manufacturing, assembling, distributing, and retailing to end customers (Saunders, 1997). Each step of the process adds value to the end product thereby making it a value chain. Thus it touches upon each of the business function by exchanging value addition. Business functions which are closely linked to supply chain management are: demand forecasting, production planning, raw material procurement, production of finished goods, storage and distribution, transportation, and order management. With an effective SCM, the organization will always have the right inventory holding and this eliminates the need for safety stock. Right from procurement of raw materials from suppliers to delivering finished goods to end consumer, an effective Supply chain management makes all the business functions efficient and cost effective. 1.3 Discuss the key drivers for achieving an integrated supply chain strategy in Meditech Surgicals? (Assessment Criteria 1.3: Discuss the key drivers for achieving an integrated supply chain strategy in an organization) Supply Chain Management is an integrating philosophy to manage the total flow of a distribution channel from supplier to ultimate customer (Ellrarn & Cooper, 1993). The key drivers for achieving an integrated supply chain strategy in Meditech surgicals are:
An efficient customer service management process: Customer service management is vital to the success of any organization since it acts as an important source of customer information and satisfaction. On the other hand, the customer also gets accurate information on new products and their availability through interactiion with the production and distribution functions.
Well co-ordinated procurement: Demand forecasting reports are shared with suppliers to assist the manufacturing process and new product development. This results in a reduced product development cycles and effective inventory management. With the advent of technology, e commerce interactive portals can help suppliers stay updated on the upcoming demands.
Innovative product development and customization: Integration of suppliers and customers into this process is paramount. This reduces production cycle times and the products reach faster to the market. This gives a lot of time for effective customization of the products to meet the varied customer needs.
Manufacturing and distribution: A flexible and adaptive manufacturing process is needed to meet the ever changing demands for quantities and mass customizations. When the manufacturing cycles are shortened, products are delivered faster and lead to better customer satisfaction. The finished products reach the distributors in a shorter period of time and hence they too don’t find it necessary to do panic ordering.
Warehousing: The concept of decentralized warehousing assists in timely distribution by reducing wait times and transportation delays. However, it is imperial to enhance communications between distributors, regional warehouses and the central warehouse so that demand forecasting and delivery are accurate and there are no cases of inflated demands which cause unnecessary load on production processes.
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Introduction The benefits of the utilization of the construction contracts include, the requirements of the agreement while performing home building, the contract paper preserves the rights of the contractor or builders, superintendent, principles and the other involved parties. In accordance with the Crown Build project case study, the building construction is located in the NSW area and it is going to be a four storey building with the fixed amount of AUD28 million and within a fixed timeline as mentioned in the contractual document of this building project and the contract has been signed under AS4000-1997 regulation. But in the middle of the project development, it has been detected that the beam size is incorrect and the contractor has provided notice to the principal and superintendent of the project. The superintendent has corrected the drawing with correct beam size and instructed to eradicate the implemented wrong beams. Now gradually the quantity of the handrails has increased with labour const and delivery delay. Now, the contractor can apply for different progress claims under different clauses. Task 1 The Australian building industry mainly follows the laws and regulations of ABIC or Australian Building Industry contracts, HIA or housing Industry of Australia and the government contracts. Each of the construction projects in Australia follows jurisdictions of Building and Construction Industry Security of Payment Act 1999 (NSW), Home Building Act 1989 that mainly focuses on the building activities of the NSW Area. For the residential building construction in the NSW area under Schedule 1 of Home Building ACT 1989 refers that the roof plumbing and Specialist work will be done in relation with dwelling. Governing law Clauses refers to the transactions between the parties that are mainly operated in the territories and the states and the parties generally maintain and follow the legislation attributes of Competition and Consumer Act 2010 (Cth) and the payment security legislation (Wang and Burdon, 2021). According to the considered mandatory of the general guidelines of the construction projects, the scope, timeline and the allocation of roles and responsibilities will be mentioned (Appendix 3) The payment schedule along with the provisional sum and the contract sum will be written and also the dispute resolution, relief damage, limitation clauses and available reliefs are also mentioned in the construction contracts. The general principles of the construction contracts uses different objectives such as the type of work
4 (commercial, design, residential), size and value of the contract, legislative requirements for state and the mention of the parties who are administering the contract paper such as architect, contractor, superintendent and the principles. In accordance with the Australian Standards (AS) there are different general conditions that are prepared by Standards Australian Committee. The general principles of construction contract laws are described here-AS 4000-1997: This contract is signed for the construction delivery purpose and is known as “general conditions of a contract”. AS 4901-1998: it is mainly as a sub-contract and it is used with the AS4000 principles. AS 4902-2000: this is mainly built for the construction delivery and design purpose and it is a variant of AS4000. AS4905-2002 is signed for the minor contract conditions and it is administered by the Superintendent. Thus, it is clear that the selection of the contract depends on the different circumstances but there is some general reflection- The amendments or the body of the contract, instruments of the contract or agreement that are written formally, and the annexure parts. Some basic features of AS4000 are- the contractor of a construction project is required to m\execute the completion of the construction project within a fixed timeline and at a lump sum price. It is important to sign the agreement with the clearly mentioned date of completion of the construction contracts, if the extension of time is required, and the contractor will have to provide a ‘qualifying cause of delay’ (Swift, 2019). The case study deals with the construction project of Crown build that is facing structural difficulties due to the proposed wrong beam size and this dispute can be resolved by the AS4000-1997 contractual agreement with the proper utilization of the clauses. The advantages of using the standards forms of the Australian contracts are- it can reduce the total cost, the scope of negotiation can be avoided with the signing of document and thus influences the speediness of the process, However, in the agreement, the rights of the both of the parties, the proper mentioning of the conditions of the contract, expected date of project completion, the date of work commencement and the other terms and conditions related to the construction project are clearly mentioned in the construction contracts. The benefits of the utilization of the construction contracts include, the requirements of the agreement while performing home building, the contract paper preserves the rights of the contractor or builders, superintendent, principles and the other involved parties. The construction contracts help to lay out the planning and conditions of the owner very clearly. It also ensures that the owner of the building and the contractor are performing together in order to achieve a
5 common target, The clear guidelines of the contracts helps to perform a better construction performance and the associate legislations add value to the protection of the builders and traders (Jones, 2021). In addition to that the changes can be possible if there is any evidential defect or damage or complaint occurs during the process.
Task 2 According to the case study of the Crown Build, the construction of the four storey building under Crown Build developer is facing structural deficiencies as the superintendent of the project has proposed wrong size of beams in the design paper. This issue has been resolved as the contractor has informed the superintendent and the superintendent has issued a new design with the correct size of the beams. Moreover, the superintendent has informed us to remove the used beams and replace them with the correct beams (Appendix 2). Now this situation has increased the amount of the stair handrails and thus it is enhancing the cost and the time period. In this case, the contractor will apply for the provision of the compensation rate from the superintendent as the dispute occurs due to the provision of incorrect information by the Superintendent. This is a communication problem in the construction management project. The construction project of the Crown Build has been made according to the law of AS 4000- 1997 thus it includes a fixed timeframe and fixed allocated cost. For the Crown Build project the time frame is 24 months and the allocated cost is AUD 28 million. But as the changes have been done in the building design along with the beam sizes, there is a qualifying cause of extension of the time period. Thus the contractor can apply for the delay delivery of the project and delay cost under the AS4000-1997 legislations (EL GEZERY, 2018). The contractor can apply for the EOT or the delay cost under AS4000 policy as the issue has been caused by the omission of the Superintendent. In this regard, the qualifying cause of delay compensable cause, 8.1 can be claimed for achieving the incurred cost due to the quantity enhancement of the stair handrails, labour cost and beam removal cost. Under clause number 25.3, the delay cost of the construction of Crown Build project involves the labour cost. In addition to that the clause number 11.2 is also applicable in this regard as the changes have been made and thus the costing structure is changing. The constructor can use the clause in order to include the additional expenses with the lump sum cost of the project. EOT can be applied in this case as there is a qualifying cause of delay as the mistake
6 has been done by the superintendent and the contractor can apply for achieving a relief. It cannot be ignored that the principal of the project has also omitted the mistake made by the superintendent in the beam size (Rıgga, 2019). In accordance with 34.2 clause number, the contractor of Crown build has already sent a notice to the superintendent and the principal to apply for EOT. This EOC will be received within 28 days after the claim has been done and the delay cost has a qualifying cause of delay under clause number Qualifying cause of delay, CC, 8.1. Task 3 According to the policies of AS4000, the contractor of Crown Build can claim for the expansion of the time frame in order to carry out WUC and the contractor needs to prepare a qualifying cause of delay statement with evidential attributes. There are fundamentally two types of qualifying cause of delay- i) it is applicable when any omission or mistake is made by the superintendent of a building construction project and ii) it is applicable when the mistake or default is made by the contractor of a building construction project or due to industrial and weather conditions (Van Der Westhuizen and Evans, 2019). In the case of the Crown Build project, the mistake has been performed by the superintendent of the building construction as in the initial design the superintendent has proposed an incorrect beam size which is shorter than the required beams. The Item number 23 can identify another factor about the qualifying cause of delay as it measures if the EOT is not grantable in this situation. After that the extension delay will be transformed into the calendar and the business days. Under clause number 34.2, the contractor will be liable to submit the delay notice and in this case the contractor of Crown Build has to submit proper documentation with the evidence of the beam fault to the superintendent of the building project and the principal (RUGINĂ, 2021). This documentation will include the cause of delay and the estimated delivery date of the project. In this regard it can be considered that claiming of EOC notice and delay notice are different notices issued by the contractor. The provision of EOC notice comes under clause number 34.2 and the delay notice provision comes under clause number 34.3. In accordance with the regulation of clause number 34.3, the contractor of Crown Build has to provide evidence regarding the fault in the beam size, responsible person and the extended timeline in the notice of the EOT. The process of claiming for EOT under AS4000 includes the submission and accessing of notice of delay with the evidences for ‘qualifying cause of delay’ under the clause number
7 34.2, provision of delay notice, EOT claiming notice under the clause number 34.3, delay damage claim as stated in the clause number 34.9 and 41.1 and the final assessment under the clause number 34.4 (Appendix 1). The dispute in the construction building project will come under 42.1 and the progress claim will be done as an activity of the payment security policy according to clause number 37.1 (Montalbán-Domingo et al. 2019). However, demonstration of the delay will be properly reported in the EOC notice. In accordance with the policies, the superintendent of the Crown Build project has taken mitigation steps in order to resolve the issue of the incorrect beam size. For taking effective steps, the superintendent has designed a new building drawing with correct beam size and instructed to remove the wrong beams that are already implemented in the building. However, clause number 34.9 is identifying the compensable cause under AS4000-1997. Due to the omission and the defaulted act of the superintendent, the clause number 1.1 stated that it is a subject of compensable cause. The item number 26 (Annexure Part A) can detect the other qualifying causes of damage delay and it also can be ‘Nil’ but the ‘Nil ‘refers that there is no additional cost found in the case. The quantum inclusion and the basics of claim need to be considered while preparing the notice for the damage delay claims. The contractor has to submit and keep updating the prepared claim as evidencing aspects for the delay. The clause number 34.4 includes both the non-qualifying and qualifying delay causes in the cases of the overlapped situation. In this case, it can be considered the prevention steps will be evaluated by the contractor to measure if the objectives are affecting his attributes or not. Moreover, according to clause number 42.1, the contractor can also provide a dispute notice if he found any disagreement with the proposal of the superintendent’s instruction (Adzoyi and Nani, 2021). The contractor can also involve incurred cost that has been increased due to the replacement of the shorter size beams, labour cost and the increased quantity of the handrails. These inclusions of the cost will be done under clause number 36.2. Task 4 There are fundamentally two reasons for claiming cost. Firstly, the incorrect beam size has extended the delivery date of the building construction and on the other hand the labour cost associated with the extension of the project and the removal and implementation of the newly proposed correct beams. These types of costs are regarded as the “global cost claim”. In this
8 regard the superintendent will be considered as a liable person to provide the compensation cost to the constructor or the builder. The clause number 36.2 indicates that the incurred cost structure can be claimed by Crown Build as the variation has occurred in the contractual cost structure. The cost claim will be made as the superintendent has made a mistake in the building drawing with incorrect beam size. In order to respond to the cost variation, the contractor will provide the incurred cost quotation and this quotation needs to be verified and sanctified by the superintendent as a sign of approval. This cost structure will include the additional cost of the raw materials, labour cost and the extension period cost. It will be called ‘cost plus agreement’. In accordance with the policies, the superintendent of the Crown Build project has taken mitigation steps in order to resolve the issue of the incorrect beam size. For taking effective steps, the superintendent has designed a new building drawing with correct beam size and instructed to remove the wrong beams that are already implemented in the building. However, clause number 34.9 is identifying the compensable cause under AS4000-1997 (Klee, 2018). Due to the omission and the defaulted act of thesuperintendent, the clause number 1.1 stated that it is a subject of compensable cause. According to clause 26, the expense claim will involve the additional cost with the lump sum cost in the contract. In addition to that the clause number 25.6 will be applicable as it indicates the delay labour cost that is a delay damage expense. The clause number 11.2 needs to be applied as there is a verified costing structure in the construction of the Crown build project. The clause number 26 will also include the additional costs with the main costing structure. Now the additional cost includes the labour cost, implemented beam removal cost, extension cost and the quantity increment cost of the handrails (Hastie, Sutrisna and Egbu, 2017). The value of the raw materials will be added in the additional cost structure according to the law of AS4000. Conclusion As the Crown Build project has been signed under the law AS 4000-1997, the financial and delay dispute will come under different clauses. The provision of EOC notice comes under clause number 34.2 and the delay notice provision comes under clause number 34.3. In addition to that the clause number 25.6 will be applicable as it indicates the delay labour cost that is a delay damage expense. Under clause number 25.3, the delay cost of the construction of Crown Build project involves the labour cost. In addition to that the clause number 11.2 is also applicable in this regard as the changes have been made in the cost structure.
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Issues in Global Business and Strategic Concepts Case Study Analysis of Hewlett-Packard (HP)
Executive Summary
In the contemporary business environment no organization is left untouched by the impact of globalization. Globalization is both a blessing and curse for organizations. It is mainly because with globalization companies are offered a number of scopes to expand and gain long term sustainability. But at the same time it raises a number of global issues that act as hindrance and thus adoption of successful strategies to overcome the same are highly critical. In this paper the case of Hewlett-Packard (referred to as HP from now on in this paper) is discussed in details with regards to global issues faced by the company, solutions crafted by them to overcome such issues, evaluation of solutions and finally proposing suggestions based on analysis. Based on analysis it was discovered that the major issues confronted by HP are four-fold. They are namely, ineffective strategic expansion through inorganic measures, cultural diversities, inabilities to cope up with changing nature of global business and lack of innovation and entrepreneurship skills. In order to combat these issues, HP has resorted to a number of strategies. Some of these strategies were successful like management of cultural diversities whereas others failed to achieve desired objectives. Upon in-depth analysis it was also revealed that mostly it is internal inabilities of HP that prohibits the company from overcoming global issues. The study finally proposes that HP needs to pursue turnaround strategy along with adoption of practices like lean management, transparent communication systems, whistle blowing and investments in research and development to support innovation for sustaineddevelopment in long run.
Introduction Hewlett-Packard, one of the prominent global IT giant has its roots in a rented car garage in Palo Alto by two Stanford classmates, Bill Hewlett and Dave Packard. Initially, with the impending resources constraints, the firm instigated with audio oscillators required in sound engineering but gradually over the years, through innovation and leadership, it developed a product portfolio encompassing hardware, software and allied services to an expansive clientele of both large and small and medium sized enterprises from public and private sectors across the globe (HP 2015) . From its inception in 1939, the company has evolved across seven business vertices: “Personal Systems, Printing, Enterprise Group, Enterprise Services, Software, HP Financial Services and Corporate Investments” and ranks 35 th in the latest list of most valuable brands of the world by the Forbes Magazine (Forbes 2015) . The firm is currently being spearheaded by Ms. Margaret Whitman as the CEO (Forbes 2015) . However, HP has its share of hardships and challenges as well especially emerging from the globalized economic business landscape where markets are approaching saturation, competition is getting intensified and technology is evolving at a rapid pace. Innovation is regarded as the sole saviour (Gault 2010; Atkinson & Ezell 2012) . This report presents that key strategic issues confronted by the IT titan and how the firm has succumbed to its wrong decisions and dubious strategic moves. The report explores each of the issue in-depth while critically analysing the firm’s subsequent strategies based on a thorough secondary investigation based on management theories and business information.
Background to Case Study
5 | Page As per the reports of Gartner (2015) , HP was the global number one firm in personal computer manufacturing from 2007 to the second quarter of 2013. It was then, Lenovo surpassed it. This is just the tip of the ice berg. The problems at HP are much graver. Strategic management has emerged as one of the most critical functions of contemporary organisations. Top level managers make strategies to tackle issues and complexities imposed by the excessively dynamic and complex businesses environment (SRINIVASAN 2014; Hitt et al. 2012; Orcullo 2008) . The decisions firms make for business have repercussions for years (Hitt et al. 2012) . HP is no exception to this. Firstly, it acquired Compaq Computer in 2001 in anticipation of leveraging the PC market globally and outshining the Asian counterparts. Strangely, the decision makers ignored the by now matured PC market and absence of internal innovation system at Compaq. Further, in 2010, HP again acquired financial crisis stricken Palm as a gateway to the emergent mobile devices market. This served no purpose as HP was a follower of Apple and Palm brought its own plethora of issues. Similar blunder was acquisition of software company Autonomy. HP wanted to ride on external sources of innovation and ignored the importance of internal innovation practices (Mourdoukoutas 2011) . Other strategic issues were that CEOs were getting changed quite often (four CEOs in seven years); HP’s tablet PC was a total flop and uncertainty about the key business segment: personal computers. There was a lot of internal unrest, feuds and scams etc. that made HP miss out on business opportunities. This led to the trajectory of declining revenues and bereaved market share (Bandler 2012) . These issues clubbed with extravagant acquisitions led to a massive downsizing initiative. This was also attributed to unnecessary focus on cost-cutting rather than innovation (Kalb 2012) . The case report explores these issues in light of the strategic management literature to bring out the impact of the strategic decisions that led to the misery of this renownedIT firm and also
6 | Page focusing on remedial measures through which HP can regain its glory through innovation for which it is was always known.
Methodology of Analysis The case is analysed on the basis of the data and information acquired from the secondary sources like published journal, article, books, literature review, articles published in magazines and newspapers. Only popular and authentic sources of information have been referred and duly acknowledged in the paper. Blogs and unworthy websites, books, journals have been ignored. Facts and figures are reported only based on company’s website, newspapers, business consultancies and government’s official websites. The analysis of the issues have been done through the case study mechanism where each issue is explained, linked with relevant theories and literature and then a solution is proposed based on the inferences.
Issues and Problems Out of a number of issues faced by organizations like HP while undertaking business in a global platform some of the most critical ones are identified and discussed in this section. These issues primarily relate to four major areas strategic expansion through acquisition, cultural diversities, changing nature of global business management and innovation and entrepreneurship.
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Global Issues Affecting HP
Management of Cultural Diversity in Workforce
Frequently Changing CEO’s and Focus on Cost reduction against Innovation
Mass- Customization due to dynamic customer tastes and preferences
Ineffective Strategic Alliances and Acquisitions
Figure 1 Global Issues Affecting HP Source: Author
Strategic expansions are a road to market development and product development which helps companies to diversify their risks by thus gain long term sustainability. HP too in lieu of diversifications and expansions underwent a number of strategic alliances. But these alliances and acquisitions in many circumstances left the company in utter dismay (Bandler & Burke 2012) . A number of acquisitions by HP namely of companies like Autonomy, EDS, Palm, and Compaq resulted in huge losses for the company within a short span of time. The consequences were downfall of company’s market value. Though HP paid out 25 billion USD for acquiring Compaq but had to write it off in only 1.2 billion USD (Nuttall 2012) . Similarly, in 2012, in spite of the fact that HP paid 14 billion USD for acquiring EDS in 2008 but it was written off for only 8 billion USD (Nuttall 2012) . These two instances depict inability of HP to take right decisions to support strategic expansions through strategic alliances.
The second issue that was faced by HP in global arena was managing with dynamic consumer tastes and preferences. For companies in order to excel in global markets standardization is generally considered to be a preferable option (Powers & Loyka 2007) . But as HP planned to cater international markets, it was challenged with the problem of customized consumer requirements. The consumers not only sought for quality products but they also wanted tailor- made products that too with faster deliveries (Feitzinger & Lee, 1997 ; Huang et al, 2015) . Tailoring of products for consumers which are spread across the world at cost effective prices was highly challenging for HP. These changing customer requirements affected all business lines of HP ranging from computers to printers to medical related products. Thirdly, while operating successfully in international markets, HP has been also exposed to issues related to cultural diversities and business ethics. During its initial period, HP was facing problems related to understanding and managing diversities among employees culture that was prevalent within the company. It was mainly because people from differing cultures, origin and expertise from across the world were working for HP (Kamal & Ferdousi 2009) . Presently the organization employs more than 3 lakh people across the world and thus management of diversity is highly critical.
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Figure 2 Number of employees in HP between year 2001 to 2014
Source: (Statista 2015)
Another major issue faced by HP is related to entrepreneurship and innovation. Being in an industry that is exposed to dynamic business environment and is completely driven by technology, innovation is the key to its success (Brem & Voigt 2009) . But in many instances, it has been observed that the policies of HP were more driven by cost minimization rather than focusing on innovation (Kalb 2012) . As a result of which HP’s investment in research and development was reduced to a large extent. The major reasons put forward for the same was enhancement of organizational efficiency through massive cost reductions. Even Chief Executive Officers (CEOs) in HP have been changed very frequently which has affected its operations in global markets to a greater degree (Thibodeau 2012) . It is due to this a number of investors have switched over dumping HP’s share resulting a loss of approximately 60 billion USD in two years between 2010 to 2012 (Hartung 2012) .
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Solution To recover from problems identified above that have affected HP vehemently since a long time, the company has undertaken a number of steps to overcome the same. It is due to these measures that HP has been yet able to manage its position within top 10 among Fortune 500 companies (Bandler & Burke 2012) . For overcoming issues related to mass-customization through minimized costs, HP set up manufacturing and designing units in economies where cost of production is low primarily due to abundance availability of resources at lower costs (Porter 2008) . These countries were mainly those who belonged to Pacific Rim along with Indian subcontinent (Pearson Higher Education n.d.) . This helped the company to produce customized computers and servers at lower prices by capitalizing on costs related to human resources, taxes and impediment in shipping. Further such set ups helped HP to enhance efficiency in form of augmented production along with innovative designs, quality development and effective distribution mechanisms. Such activities helped HP in overcoming wastefulness that was acting as a hindrance in organization’s global operations ultimately resulting in enhancement of competitive edge (Porter 2008) . Management of diversity in HP has always been a major concern. With changing times and dynamics of diversities in workforce, HP has also been responsive towards them (refer annexure 1) and designed new strategies to cater diversities as depicted in figure below.
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Figure 3 HP Way of Diversity Management Source: (Kamal & Ferdousi 2009)
In order to support a strong work culture in HP that is free from all diversities related issues the company designed ‘open corporate policy’, ‘management by objectives’ and ‘management by walking around’ (Menke et al. 2006) . These policies were also adopted by the organization to support development of a culture that would in turn support innovation. Though HP has been suffering from a number of issues but under the leadership of its new CEO, Meg Whitman, the company has been able to stabilize its activities (Merchant 2012) . The company has enhanced efficiency and has been able to minimize costs also. Further under new leadership the organization has adopted ‘Turnaround’ strategy that will fetch HP with long term profitability and sustainability (Merchant 2012) . It is this innovation that motivated company to depart from its core business and venture into markets related to cloud, solutions and software were expected to fetch the company with higher profitability through increased margins (Dediu 2013) . Innovation has always been the driving factor for HP which is the reason behind emergence of Silicon Valley but then the same needs to be revived. Thus under the new strategic
12 | Page orientation, HP would focus on HP Multi Jet Fusion Technology and Sprout that will aid the company to rejuvenate its existence and thus gain long term sustainability (Moorhead 2014) . The benefits from these innovative technological solutions are yet to be realized (Moorhead 2014) . Irrespective of this fact, these innovative approaches are expected to revive HP’s declining position.
Evaluation The present position of HP can be evaluated using the (Boston Consulting Group) BCG Model. The model is a matrix of 2×2 which depicts the position of a firm / product / service in terms of market share and market growth as depicted in diagram below.
In current situation HP which is predominantly operating in markets of personal computers is considered to be a market experiencing lower growth. In order to compete in the same, HP resorts to lower profit margins for sustaining competitive pressures (Kalb 2012) . Based on such facts it can be stated that presently HP is operating in the Dog category. This indicates presence of very minimum scope for the company in future if continued to do business in the same
13 | Page segment. The company is having a tough time in surviving with such a product portfolio. Further when the main priority of HP should be adoption of retrenchment strategy, HP on the contrary has been resorting to growth and diversification strategies. It is evident from the number of strategic acquisition that has been executed by HP. Retrenchment strategies provides an organization with opportunities to condense organizational operations and thus concentrate on selected few that will support company with long run financial stability and sustainability (Schermerhorn 2010) . In addition to the above without innovative approaches, it is almost impossible for HP to revive its position in such industry. The organizational system of the company is very intricate making it difficult for CEOs to understand the same (Enderle 2011) . Before they are in a position to understand and act, a new CEO emerges which has adversely affected HP’s growth and culture. Thus the major issue that is affecting HP is lack of effective leadership. None of the entrepreneurs so far who have been leading the organization have been able to prove their entrepreneurial skills as classified by the entrepreneurship model depicted below.
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Introduction This critically analytical paper is in reference to the gap analysis made towards business and corporate level strategies of NutriNut, the selected case study. In this paper the Capability Gap Analysis, Capability Analysis of Key Success Factors, developmental strategies and evaluation of the same by NutriNut are initiated for appropriate business development.
Gap analysis: Capability Gap Analysis Introduction The role of resources and their capabilities at NutriNut, concentrates in terms of creating competitive advantage in the current market of Australia and its plan to be a part of international business community. According to resource-based view (or the RBV), NutriNut is very valuable as it has the R&D accumulated components of Macadamia oil. The components of this oil are Palmitoleic and Oleic Acid that comes in combination with Phytosterols and Linoleic Fatty Acid properties, whereby a unique skin care product gets its shape. This is the ultimate strength of this company and the combination of the same is restricted to its owner, Tracey Newman.
Table 1 Capability gap analysis: NutriNut Functional area Capabilities required
NutriNut capabilities
Competitors’ capabilities
Operations Capability to manufacture in volume Adding continuous
The manufacturing units are limited to Australian market, as of now.
Red Earth Natio: has the reputation of growing faster with appropriate service
Strategic Analysis of NutriNut 4
development to operations Prompt Services
Newman is particular about the operational developments Services are already prompt
responses
Neek Skin Organics: is very popular and a brand representing extensive manufacturing units as per increasing demands
Pricing Following income of the targeted consumers Price ranges should vary as per manufacturing costs
High fixed costs of the Nutri-Nut products Low level differences among the products
MooGoo: Prices vary as per the currency of the respective nation Iluka: Variations in quantity and pricing of the product for different classes of society Mukti Organics: Got fixed price as it concentrates in upper class of the society for maintaining brand image.
Strategic Analysis of NutriNut 5
Source: Adapted from Grant et al. (2014)
Table 2 Capability rating by resource
Source: Adapted from Grant et al. (2014)
Capability narrative Based on the aforementioned status of the capabilities of NutriNut in comparison with its competitors, this report lay focus on five basic capabilities that will assist the company in
Strategic Analysis of NutriNut 6
achieving better position amidst highly competitive market. These capabilities are discussed hereafter. Tangible resources, as in physical capability: In this analytical domain of assessing the capability of NutriNut, it has bene discovered that the company is better than its competitors. Its role is very clear in offering absolute organic product with excellent physical appeal (Teece, 2007; Ichrakie, 2013). Intangible resources, as in branding domain: Here, the position and role of NutriNut appears same as Neek Skin Organics. However, it is important to note here that all the other competitors are performing much better in establishing their brand image in the market. Davila, 2009; Ichrakie, 2013) Processes and systems, as in the selection of decision tools: According to the research initiatives of Teece (2009) and Broadbent & Laughlin (2009) the business proceedings of a company must have firm decisive tools. In this case NutriNBut relies absolutely on the decision of its owner, whereas all the other companies follow the decision of the Board of Directors, who are experts in diversified fields of manufacturing and marketing. Organisational culture, as in the maintenance of workplace attitude: The competitive edge in terms of workplace attitude has been widely discussed by Summers and Smith (2014) who laid emphasis on transparency of communication among every section of the organisation. NutriNut acts with excellence in this domain and this is better than its competitors. Organisational culture, as in the maintenance of ethics & values: in terms of maintenance of ethics and values, Bisbe & Malagueño (2009) and Schiller and Perera (2012) marks that an organisational culture should be well established as per the selected marketing domain. The role of NutriNut in this approach is remains average as it is also ready to take on adaption of different cultures as per the targeted market in international expansion process.
Strategic Analysis of NutriNut 7
Gap analysis: KSF – Capability Analysis Introduction In order to develop organisational status the implementation of key success factors from the external environment and the internal industry conditions must get the necessary competitive capabilities for gaining sustainability and growth (Grant, et al. 2014). According to the interpretations of Wu, et al (2010) for attaining regular growth, an organisation must have adequate amount of understanding about its activities, skills and resources. These are the aspects that must get analysd and reviewed in accordance to the competitive trend of the market. There are some relevant resources and professional skills among the employees of NutriNut that remain liable to get noted when it comes to the analytical platform of understanding the market positioning of NutriNut.
Table 3 KSF Capability: NutriNut Key Success Factors Capabilities Research and Development Unique use of Macadamia Nut Oil Innovation The management in particular ask for new ideas and innovative approaches to extend marketing expansion of the company
Communication Transparency All the employees and staff members are comfortable in getting communication with the owner of the company
Workplace Attitude At NutriNut there is a positive vibe in the
Strategic Analysis of NutriNut 8
workplace and there is no trace of discrimination at any ground
Adaption The company is well prepared to adapt every possible change that the new market demands
Source: Adapted from Grant et al. (2014)
Table 4 Rating KSFs Capabilities: NutriNut
KSF’s 1 2 3 4 5 Capabilities Research and Development Innovation Communication Transparency Workplace Attitude Adaption Technology Price Delivery Services
Source: Adapted from Grant et al. (2014)
Capability/KSF narrative
Research and Development: The R&D of NutriNut is very highly sophisticated. Its optimum
and unique way of extracting the Macadamia Nut Oil is the strongest point of the
organisational business of the company.
Strategic Analysis of NutriNut 9
Innovation: Pollock, et al (2009) considered the essence of innovation as the key to the success of any organisational strategy. In this case, NutriNut is very open to suggestions from the employees and the staff members. It even encourages innovative ideas and changes for organisational development. Communication Transparency:This is sector that is in great demand for international expansion of any firm or organisation (Felice and Petrillo, 2013). For NutriNut the transparency within the organisation is very visible and the same is assured to reach the consumers for building customer loyalty in the market. Workplace Attitude: Positive workplace attitude is the key to organisational growth of NutriNut in Australia. However, the company should also need to accept changes in its workplace attitude as it decides to expand markets in Asian nations (Bentes, et al 2012). It is here that the company must have resistance the risks and demands of the competitive market abroad. Technology: Currently, NutriNut is in demand of highly sophisticated technological backs up for managing the extensive online selling in the European nations. This is a domain that must get well nurtured and monitored with regular upgradation (Sara and Michael, 2007). Price: The current pricing strategy of NutriNut is very fixed. This must be changed to more flexible status as the company decides to cross borders (Kotler, et al., 2013). Delivery Services: Based on the speculations of Poveda-Bautista (2012) on international expansion, it is important that NutriNut organise its delivery proceedings as per the favourable services in every particular country. In case, there is a delay the possibilities of losing the client gets high.
Strategy development Introduction
Strategic Analysis of NutriNut 10
According to the research led by Bogomyagkov and Machulskyi (2012), the corporate-level strategies concentrate in the process of identifying the core competitors of a company, along with the kind of businesses that can create threat for the company. It is also a strategic management level, whereby the headquarter must remain efficient in handling all the other business corporate units of the company. On the other hand, business level strategies is about the adopt of the appropriate strategic structure to meet the competitive demands of the company. This is about the process of making decisions in favour of eeting business oriented competitive edges for a company (Bogomyagkov and Machulskyi, 2012).
Corporate-level strategies In order to meet the current organisational demands, NutriNut must follow Resource-Based View, in combination with agency theory for its global expansion. As marked by Daniel (2015) the implementation of ‘agency theory’ concentrates in ‘value creation’ among the consumers, and targets towards ‘wealth creation’ for the shareholders. An addition of RBV to this theory can add the elements of innovation and uniqueness of the products of NutriNut (see Appendix 1). As noted by Kraaijenbrink, et al (2010) the formulation of RBV can offer room for new ideas in the new markets. This is something that can combine with agency theory and will assist in the growth of NutriNut as shown in Table 5 below: Table 5 Product-market Matrix 1: NutriNut
Strategic Analysis of NutriNut 11
Source: Grant, et al. 2014)
Generic Business-level strategies For NutriNut, it is important to consider the cost leadership strategy and unlimited resources model under Porter’s generic strategies. According to Drnevich and Croson (2013) the generic strategic approach assists the company in pursuing the competitive advantage over the targeted market. Since NutriNut is very fixed with its costing strategy, the generic approach to the same will add consumer-oriented effectiveness to the prices of the products. A detailed assessment of “advantage or necessity” led by unlimited resources model will create demand oriented channel in terms of manufacturing the products for the respective market as noted in Table 6: Table 6 Product-market Matrix2: NutriNut
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Assessment Criteria 1.1 Explain how models of organization culture can be used to achieve organizational objectives. Siemens in order to achieve its strategic and operational objectives of expansion into automation and digitization need to enhance its corporate culture as well along with other business strategies. The company can consider the various dimensions of culture as proposed by Geert Hofstede (Browaeys & Marie-Joelle, n.d.). As per Geert Hofstede there are five cultural dimensions which are: Power distance: the power distance is defined as the extent to which powers are dispersed unequally in the organization. As per these dimension Siemens need to develop a culture of cordial relationship between superiors and subordinates bridging the status gap. Managers should not be viewed as dictator by its subordinates. Individualism vs. collectivism: In case of Individualism culture employees are more self centered and maintains less interpersonal relationship with others in the organization whereas in a collectivism organizational culture group integration is of high importance. Siemens through effective training and development should try to promote group cohesiveness in the organization. Masculinity – Femininity: This dimension is related to the gender discrimination in terms of values. Siemens should maintain a balance in distribution of job roles, responsibilities and remuneration between its both male and female workers. Uncertainty Avoidance: This relates to the tolerant point of a member to face any uncertain circumstances in the organization. Siemens through its tactful operation strategy need to develop a culture of low uncertainty avoidance. Long-Term vs. Short-Term Orientation: A long term orientation values job more than customs and relations whereas organization inhibiting short term orientation values its worker and its belief system. Siemens need to be sensitive towards its organizational as well as employee’s value system.
Assessment Criteria 1.2 explain the difference between organizational and national culture Germans believe in focusing on the task assigned to them. One of the dominant issue and central part of all business interactions is the performance of the task. German culture also defines the type of communication. The relationship level takes up a more subservient role in proficient life. Additionally, there are numerous bylaws, regulations, techniques and methods in the German companies. Written agreements and contracts are preferred by the German business people. Non-compliance to these rules and regulations may invite
3 penalties and rigid consequences. Though this culture foster consistency and mutual obligation yet it leaves no room for suppleness and individual fortitude (Expatica Germany, 2014) . Siemens also follows the same corporate culture of their home country to a great extent.
(Cheng & Seeger, 2011) carried out a study to assess the corporate culture of two different countries and find out whether the incompatible cultures may lead to synergy effect or not. He found out that understanding of cross culture is indispensable for mergers and acquisitions. Siemens is considered as the model of German engineering expertise. It has long-standing custom of worker synchronization and influential employee’s assemblies. Siemens also follows the German pattern of following standard operating procedures and processes. Moreover, Siemens observes a systematic process for decision-making and lay emphasis on detailing and performing task in order assigned.
As per the report of (CGMA, 2014) , Siemens have executed transparency in their meetings by encouraging uncluttered debates on moral issues and the ways to handle them. Such unambiguousness includes the exterior reportage of obedience linked progresses (Passport to trade 2.0, 2014a) stated that the Germans have inclination to be extra casual about time and constantly make certain they can manage time for the purpose of marketing. It also asserted that Germans are culturally aware and they have anticipations that others should understand them as an independent country. They are straightforward in their language and interpersonal communications in the organizations are largely belligerent and emphatic. Hinner (2009) stated in Cheng et al (2011) that Germans think that trivial talks are spoiling time activity as it has nothing to do with the work they are doing. German executives tend to offer their views in more of an argumentative style and open vocal belligerence appear to be endured more in the German society.
Germans observes low degree of flexibility and spontaneity in attitudes and values. They have clear demarcation between the things and people which enable them to live an organised life. Unexpected changes in the transactions in the business are not welcomed by them even if it is beneficial for them and they abhor absurdity in business as they take it very seriously. Moreover, colleagues do not require or presume to be admired is the corporate culture of Germans (Passport to trade 2.0, 2014b) . Siemens observes the culture of maintaining quality in their organization. Executives and employees in the organization are highly motivated and work towards improving the quality standards. In addition to this, ownership and equity culture prevalent in Siemens nurture a sense of belongingness among the employees of the organization. Thus, Siemens’ culture and German culture are more or less same and quite well aligned.
Assessment Criteria 1.3 analyze the corporate cultural profile in an organization
4 Siemens is one of the most successful companies of Germany in the field of worldwide electronic market. It attained such a respectable position by delivering sustainable value to their customers (Siemens, 2005) . Siemens was formed in 1847 in Berlin by two men namely Telegraphen-Bauanstalt von Siemens & Halske. It emerged as one of the most successful and highly reputed company of Germany. Siemens attained a leading position with the invent of telegraph, dynamo and primary x-ray machine for the human beings (Simens, 2008) .
Siemens is one of the premier corporations of Germany. It is one the giant corporate in the field of electrochemical and electronics. Like any other German Export firms, Siemens AG also targeted U.S. markets. Investments in research and development have been made by Siemens aggressively. It has a remarkable position amongst companies of U.S. as the recipient of copyrights and donor to prominent American universities and academies for co-operative research plans. It’s because of qualified German public and training system which facilitated in essential human capital required by Siemens to be at leading position in highly competitive electrochemical industry (Siemens, 2009) . As per the report of (IBEF, 2013) , Siemens is international participant in integrated circuit technology, engineering and electronics. A SMART strategy was launched by the company in 2009 focussing on affordability, reliability timeliness and maintenance free perspectives of the products. Additionally, the company transformed from being workforce-centric from consumer-centric. The company claims of having highly contended employees. Siemens stands as the largest technology company of the world. It has made many technological modernizations in the areas of power, healthcare, engineering and substructure (Siemens, 2014b) . One of the key strategic step taken by Siemens is the localization which is the key behind is success all over the world. Strategic initiatives taken by Siemens and launching at appropriate time, emphasis on the workforce and escalating sales channels leads to the prosperity of the company (SMC, 2015) . Compliance with the internal and external rules and regulations of the company is required for the achieving full social potential of corporate responsibility. Observing compliance with the law and regulation is seen as the part of their self-image and corporate culture by Siemens. The company finds the need to outlook acquiescence as a face of their corporate values and as fragment of a dynamic company and administrative culture. This modification is buttressed by the Compliance Program of Siemens, which is alienated into the following three mainstays: Prevent, Detect and Respond (Siemens, 2013c) . Siemens is of the view that a company cannot reap the benefits of its outstanding strategies if they lack in strong culture. The company therefore aims towards fostering ownership culture which encourage every employee of the organization to strive towards long term success of the company (Siemens, 2014b) . Siemens has a culture of strict adherence to company policies and values. The analysis also provided that the company lays high emphasis on duly complying with its corporate social responsibility. In addition to this,
customers are the most important stakeholder in company’s culture. But there are inherent loopholes in the company relating to leadership gaps and communication gaps. Assessment Criteria 1.4 Discuss the impact of an organization’s corporate culture in achieving its objectives An organization’s cultural climate has significant impact on the way it attains its objectives in the short-run and long-run. Siemens aims at customer satisfaction, quality maintenance, strict policy adherence and stakeholder development (Siemens, 2011) . As per the report of (Siemens, 2011) , the quality culture prevailing in the organization pay emphasis on the customer as the key factor for the continuous success of the organization. They are keen in incessant enhancement of their quality as a part of their top priority. A satisfied customer is fundamental to success of any organization. He expects the quality for the price paid by him. In Siemens, executives are aware of importance of maintaining quality and workforce are categorized by their extraordinary mind-set of quality control. Managers of Siemens are of view that success of their organization is reliant on their inventive fortes and exceptional quality of their merchandises and solutions. In the report presented by (Siemens, 2014b) , the ownership culture is widespread in the organization which is responsible for the sustainable business practices prevalent in the company. In Siemens, every individual assumes that fulfilling his or her responsibility is imperative for the success of the company. Right from the board of director to trainee embrace the culture to treat the company as of their own and act accordingly. The company rely on strong culture for its long term success and believe that worker stakeholders perform sensibly and are focused on to the long term when they unswervingly contribute in their company’s achievement. People oriented approach adopted by Siemens nurtures diversity of experience and expertise and is reflected in their success and they have versatile workforce which through their knowledge and expertise strive for high productivity and profits. Siemens believe the company is obliged that it has employees that identify with the organization and are highly committed towards the positive development of the company. The equity culture is prevalent in organization which fosters the sense of belongingness and responsibility towards the organization. Siemens believes this culture to be decisive for the long term success of the company (Siemens, 2014a) . Assessment Criteria 2.1evaluate the existing climate of an organization Organizational climate is defined as the perception of an employee regarding an organization’s policies, values, practices, behavior and environment to cite a few. A crucial relation lies between organizational climate and individual’s performance and behavior (Srivastava, 2005) . Siemens global business strategy of sustainability forms the core aspect of its internal and external organizational climate. Siemens internal organizational climate is build of integrity in its business operations as it follows legal and ethical code of conduct in dealing with internal as well as external business partners.
6 The company maintains ethical standards in its financial activities as well. Siemens have got employees from different cultural background and the company manages diversity through imparting effective training and development program, maintaining a non discriminative attitude towards employees from other nations and providing equitable rights to both men and women (Siemens, 2013b) . The company discharges its social responsibility towards its employees and society by following policy for environmental protection, health management and occupational safety in its business activities (Siemens, 2013b) . To enhance employee’s welfare in the organization Siemens extended the maternity leave period from 120 days to 180 days in 2011 and also adopted work from home policy for employees in 2013 where employees could work from home once per week (Siemens, 2013b) . The company also provides its employees an opportunity to purchase company’s stock. It spent around dollar 42.4 million in 2013 for training and development program to enhance employee’s skill and maintain high performance culture. It also introduced leadership development program to build future leaders for beating global challenges. Siemens was honored as among the Best Companies in People Management practices in 2013 (Siemens, 2013b) . Siemens external organizational climate framework is build of maintaining cordial relationship with its various stakeholders. It provides superior customized service to its customers globally. It maintains amicable relation with its investors by providing quarterly reports, annual reports and other relevant information timely. In order to augment relation with suppliers globally it imparts training to enhance suppliers skills free of cost. Siemens also maintains close contacts with the government, policy makers and other administrators for its organization interests (Sustainability Report, n.d.) . As per the report of (Simenes, 2007) , there are few companies in the world that boasts a long tradition and a corporate culture. Siemens is of one them where management of the organization take due care of the social responsibility while making any corporate decisions. Ever since the company was founded, it has always been committed towards transferring its legacy to the next generation. The company’s culture exhibits itself as a fellow of society and that they are modelling upcoming era not only with their inventions, but also with their instruction and on-going edification. Since long, enduring discourses with inner and outer groups of investors is inevitable part of corporate culture of the organization. Siemens corporate culture encompasses unbiased radical posture, admiring liberty of outlook and regarding the encountered diversity in their overseas undertakings as enrichment of their business as well as corporate culture. Assessment Criteria 2.2 Recommend ways to improve corporate climate in an organization Siemens, the engineering giant manufacturing organization in German faced a scandal in 2006 against bribery. Employees in the organization were accused of paying bribes in millions of Euros to the officials in order to gain contracts from large organizations and even government around the globe. Due to this business irresponsibility and unethical act Siemens lost its creditability and goodwill in front of its investors, employees and society as a whole. The organization was declared incompetent in handling business affairs. As a response to the scandal and to maintain integrity Siemens appointedexternal investigators from New
7 York law firm to carry out a rigorous internal audit in the firm. After the audit process several reasons popped out which were held responsible for the scandal to take place such as a belligerent expansion strategy adopted by the organization due to which employees began to perceive that bribery is a part of the corporate climate to achieve tough performance targets and meet business objectives, complex organizational structure and poor quality of accounting system (Graham & Gillespie, 2012) . Poor leadership quality of the managers in Siemens was one of the greatest reasons for such scandal to take place. In order to enhance the corporate climate Siemens can follow some of the recommendations as cited (George Bradt, 2013) . Siemens need to change its corporate culture and environment due to its rigorous expansion objectives in order to sustain its competitive advantage. Employees in the organization need to be adaptable to organization’s cultural changes which can be developed by imparting effective training and education. Employees should be clearly communicated regarding the company’s value system vital to achieve present and future organization’s success where there should not be any place for unethical behavior. Employees need to develop a responsible and positive attitude towards organization’s culture and enhance skills to maintain good relations with the organization’s various stakeholders such as customers, investors to cite a few. Above all the organization need to conduct effective learning and development session for leadership development in the organization. Employees at all level need to possess a leadership quality to decide upon right and wrong and to meet the business objectives responsibly and ethically. Assessment Criteria 2.3 propose a framework of organizational values that meet the specific strategic and operational needs of an organization The strategic and operational objective of Siemens is to expand into the world of automation and digitization after electrification (The Economists, 2014) . The company aims to reduce the existing bureaucracy in its organization, develop and expand business portfolio and implement projects more efficiently (The Economists, 2014) . In order to meet its objectives the organization has plans to undergo a change in organizational structure with a reduction in number of group divisions and downsizing of employees followed by redeployment of few staffs. Along with a change in organizational structure Siemens believes that a change in organizational culture is essential for effective expansion and operation of business portfolios (The Economists, 2014) . A change in organizational culture would mean a need to introduce new competing organizational value framework to meet the global challenges and change management (Cameron, 2006) . Leaders in the organization need to undertake the responsibility of building value system and diffusing the same into the employees of the firm. Signifying values forms a pillar for any strategic and operational decisions. Values once framed, understood and followed speeds up the business activities and decisions (Madhavan, n.d.) .
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As the planet continues to warm, the effects of climate change become increasingly apparent, making the need for urgent action and transition to a more sustainable future more pressing than ever. The consequences of inaction are dire, including more frequent and severe weather events, loss of biodiversity, and global food and water shortages. This blog post will discuss the current state of climate change, explore its impacts, and highlight efforts to mitigate its consequences and embrace a more sustainable path.
Climate Change: A Global Concern
Climate change is a global issue, with average temperatures rising at an unprecedented rate due to the increased concentration of greenhouse gases in the atmosphere. This warming trend has been primarily driven by human activities, such as burning fossil fuels, deforestation, and industrial processes. The Intergovernmental Panel on Climate Change (IPCC) has warned that we must limit global warming to 1.5°C above pre-industrial levels to avoid the most catastrophic consequences.
Impacts of Climate Change
The effects of climate change are already evident around the world and pose significant risks to ecosystems, human health, and economies. Climate change exacerbates extreme weather events, such as hurricanes, droughts, and heatwaves. These events can lead to loss of life, property damage, and significant economic costs. As glaciers and polar ice caps melt, sea levels are rising, threatening coastal communities and infrastructure. The increased absorption of carbon dioxide by the oceans is causing them to become more acidic, leading to the decline of coral reefs and other marine ecosystems. Warmer temperatures and changing weather patterns disrupt ecosystems, leading to the extinction of many species and the collapse of habitats. Climate change affects agricultural productivity, causing food shortages, and exacerbating water scarcity in many regions.
Efforts to Mitigate Climate Change
To address the challenges posed by climate change, global efforts have been focused on mitigation and adaptation strategies. Governments and businesses are working to reduce emissions through policies like carbon pricing, renewable energy incentives, and energy efficiency standards. The shift from fossil fuels to renewable energy sources, such as solar and wind power, is critical in limiting global warming. Planting trees and restoring forests help sequester carbon dioxide and protect ecosystems. The adoption of sustainable agricultural practices can help reduce emissions while ensuring food security. Strengthening infrastructure to withstand the impacts of climate change can reduce vulnerability to extreme weather events.
Embracing a Sustainable Future
As the effects of climate change become more apparent, it is essential to transition to a more sustainable future. This involves not only addressing the root causes of climate change but also building a world that prioritizes social and environmental well-being. Some key principles for a sustainable future can a shift from a linear “take, make, dispose” economic model to one that reuses and recycles resources, minimizing waste and pollution. Ensuring that the benefits of sustainable development are shared fairly among all members of society. Protecting and preserving ecosystems, reducing pollution, and promoting biodiversity. Fostering understanding and action on climate change and sustainability through education and public awareness campaigns.
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Tourism today has grown significantly in both economic and social importance. Travel and tourism is the largest industry in the world on virtually any economic measure including : gross output,Value added,capital investment,employment and tax contributions. In 1992worldwide international arrivals had reached 467 million. In 1992, the Industry’s gross output was estimated to be $3.5 trillion,over 12% of all Consumer spending worldwide international tourism receipts rose by 6-7% in 1992 to $278 billion. The travel and tourism industry is the World’s largest employer, with almost 130 million jobs, or almost 7%Of all employees. This industry is the world’s leading industrial Contri-butor,producing over 6% of the world gross national product, and accounting for capital investment in excess of $422 billion in new faci-lities and equipment. In addition, it contributes almost $400 billion in direct,indirect and personal taxes each year.Tourism is the major source of income for a significant number of count-ries including
: 2 :
Italy,Spain,Switzerland, and most Caribean countries.All countries who have accorded priority to tourism development have Succeeded in attracting the targeted number of toursists. Spain attracts more than 40 million tourists a year.Singapore with relatively no tourism potential draws 7 to 8 million tourists per year. Walt Disney World has over 25 million visitors per year.
Tourism potential in India :
India potentially is the strongest tourism nation in the world. India is Richly endowed with limitless scope for mountain tourism,beach tourism,Historical tourism,cultural tourism,eco tourism,(nature specific activities)And desert tourism.The Himalays others unique prospects for the development of skiing,skating,white water rafting,trekking and other adventure tourism activities . The greatest adventure of all is scaling the Himalayan peaks. The Everest,Kunchenjunga and other mountain peaks offer perennial Challenges for the mountaineering enthusiasts.
The Himalayas is unequalled by any other mountain range in terms of Its sheer grandeur ,scenic beauty,variety of flora,fauna,landscape and Other natural endowments. A hundred million tourist visit the alps and Other mountain ranges every year.In view of what the Himalayas has toOffer and fact that they are located in the increasingly prosperous Asia,It should be possible for us to draw a minium of 3 to 4 million tourists a Year to the Himalayas alone. In addition to its natural advantages, it is Also home to some of the most colourful people of india such as the hutias,sikkimese,Tibetians and Nagas, each one of whom belongs to a Distinct race,each with a different language,food,attire,music,dance,etc.also the Buddhist monasteries,Hindu temples and the mystery surrounding the Himalayas makes it extremely attractive to the foreigntourist.The voletile Bay of Bengal and the serene Arabian sea with their vast Coastlines have excellent beaches unsoilt as yet by man. They provide Phenomenal scope for the development of beach tourism.Nostalgia is big business in the tourism industry. Our temples,forts,palace.
Apart from the tremendous potential for tourism, India has the advent-age of low salaries and wages which will make it possible for us to pro-vide personalized service to the visiting tourists. Educated men and women can converse in English effectively which will be a major advantage in promoting international tourism.Development of Inbound Tourism in India The increased international media coverage on India has generated a lot Of Interest among foreign tourists. This interest can be tapped by using the right mix of marketing and providing the necessary services. Inter-national businessman and professionals travelling to India have regis-tered a significant growth in the last one year and this is bound to increase in the coming months and years. These travelers can be made to spend extra time in India on leisure and tourism facilities.The economic reforms and liberalization makes it possible for Indian And foreign companies to invest in the development of infrastructure Including aviation,power,roads,transport,coastal shipping etc.
But before going to take up the issue it is better to be appointed with concept of Time Sharing Industry. As on Off- spring of tourism would the concept is take up in the next chapter.
: 8 : C H A P T E R —– II : TIME SHARING INDUSTRIES —As A CONCEPT
The Concept Time Sharing Industries mostly rotate around the leisure time utilization better known as holiday utilization. A Holiday is a period of relaxation,an excape from the daily routine. Psychologists are of the opinion that holidays are a vital component on one’s life, a chance for rest and rejuvenation, rather than a luxury.Unfortunately, holidays are expensive, and escalating costs make it diffi-Cult for more than a few people to contemplate taking an annual holiday. A lot of companies have come us to stand by the aspirants who can Afford with megre income and ability. One of such companies is Sterling. Sterling has made the holiday affordable by introducing the concept of “Timeshare”.
The different types of Time Sharing schemes are as follows :
: 12 :
Property Timeshare
When an individual became a member of this scheme he became a co-owner not only in the apartment he chose but also the entire resort complex. A portion of the price he paid goes towards a deposit for operations And maintenance which is called ASCF (Advance Subscription To-Wards Customer Facilities). This means that his property will be Looked after year/ and maintained in Prime condition for his use Year after at no additional cost. The customer can also exchange it With any other week,apartment or location which Sterling owns Now or in the future.
Flexxiweek Timeshare
: 13 :
This product was sold from March 1991 to 1992 with a view of Combining the best of both the fixed and floating week timeshares. While retaining the flexibility of the floating week, the Flexiweek Timeshare also provides access every alternate year to a prime time
Vacation during a fixed preallotted week.
Short Break timeshares
Inception :
This type of Timeshare was sold from May 1992 to September 1993.
Concept :
The reason behind this product was that people who could not afford to have a long holiday ( 6 nights/7 days ) could have a shortone which was tailor-made for them.
: 14 :
Therefore the Short Break Timeshare of 2 nights/3 days would be The right choice for them.
Target Group :
It was aimed at the Professionally busy individual, the elderly and Children who are looking for a short break.
Projects :
Oety, Yercaud and Kodaikanal.
Exchange
This timeshare is only for Season and Classic periods (Season can be Exchanged with Season/Classic while Classic can be exchanged with Classic only).
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Table of Contents TASK 1 3 1.1 Explain the link between strategic management and leadership 3 1.2 Analyse the impact of management and leadership styles on strategic decisions 5 1.3 Evaluate how leadership styles can be adapted to different situations 6 TASK 2 7 2.1 Review the impact that selected theories of management and leadership have on organizational strategy 7 2.2 Create a leadership strategy that supports organizational direction 9 TASK 3 11 3.1 Use appropriate methods to review current leadership requirements 11 3.2 Plan for the development of future situations requiring leadership 13 TASK 4 15 4.1 Plan the development of leadership skills for a specific requirement 15 4.2 Report on the usefulness of methods used to plan the development of leadership skills 17
TASK 1
1.1 Explain the link between strategic management and leadership Strategic management is defined as decisions taken by the managers in framing strategies in a way so as to augment organization’s performance and achieve competitive advantage (Thompson & Martin 2010) . Strategic leadership is referred as potentiality of a manager to utilize strategies and attain mission and vision of an organization as well as to guide and motivate other members of the organization to achieve organization’s objectives (Hill & Jones 2012) . Both leaders and managers act in the organization to achieve the common goal of the organization. Where managers are concerned about shaping strategic ideas and plans to achieve organizational goals leaders are concerned about undertaking strategic actions to attain the goal. The linkage between strategic management and leadership can be well described using the Drotter pipeline model which identifies six key passages through which a leader grows and is also helpful for the management to develop leaders in the organization (Charan et al. 2010) .
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Figure 1 Leadership Pipeline model Source: (Charan et al. 2010) .
As per the pipeline model in case of first passage that is transition of a leader from managing self to managing others, organization need to ensure that the leader understands what is the organization’s expectations. At this passage a leader need to develop effective communication skill, able to handle conflicts, delegate work properly and should seek 360 degree feedback for own improvement. In case of transition from managing others to managing managers, a leader should inhibit the role of a coach and mentor. Leader should be able to create a competent team and use organization resources effectively. In case of third passage from managing mangers to functional manager, a leader need to think and act strategically and should be aware of the recent trends. In the fourth transition from functional manger to business manager, a leader needs to have a shift in values and perceptions so as to handle the entire business functions. During the fifth passage, from business manager to group manager, a leader need to have the capability to
broader long term goals of an organization and undertake strategic decisions. In the sixth transition from group manager to enterprise manager that is the CEO need to be responsible for building leadership, implementing various decision making methods to cite a few (Charan et al. 2010) . Siemens needs to apply the Drotter pipeline model to overcome the leadership issues in the organization such as the case of bribery (News 2012) . Moreover, organization needs to improve the link between management and leader since employees are reluctant to report to the management in case of any operational issues (The Economists, 2014) .
1.2 Analyse the impact of management and leadership styles on strategic decisions Strategic decisions of an organization are influenced by a number of factors such as style and nature of organization’s leaders, organization’s life cycle stage to cite a few. Leadership style inhibited by mangers especially at the top level forms the most vital factor in shaping strategies for the organization. Developing a competitive and clear strategy is a challenging task and is dependent highly on skills and competencies of a leader. A leader needs to have a style exhibiting the ability of flexibility, bringing necessary changes in organizational culture, long term viewpoint and need to be proactive in anticipating the contingencies to cite a few (Anon 2008) . Management and leadership styles have a considerable impact on the strategic decisions of an organization which is evident from the various organizational issues encountered due to poor leadership style exhibited by Siemens ( Becker 2014) . The organization is believed to have poor communication system. Employees in the organization were unaware regarding the
management’s decision of undergoing for an organization’s restructure. Employees got information only through external parties such as reports from press or agencies, webcast to cite a few. Employees didn’t have any knowledge regarding their job securities as well. As per the recent information strategy of the organization employees were not considered to be a family as considered earlier and hence transparency in information was no more maintained by the management with its employees (Becker 2014) . This type of leadership behavior affected the organization’s business and reputation negatively. Some of the problems faced by Siemens includes losses in running solar power unit, interruption in high speed train deliveries resulting into a fine worth of nearly €116 million in the year 2013, inability to relate offshore wind farms with power grid resulting into a fine nearly to Euro 570 million in the year 2012 (Troianovski 2013) .
1.3 Evaluate how leadership styles can be adapted to different situations Leadership is concerned about the needs of the organization and employees working in the organization. All leadership styles cannot be adopted by a leader as per ones convenience or liking. A leader needs to act differently in varied situations and circumstances so as to solve complex problems at times. Leadership styles need to be tailored by the leaders of any organization as per the demand and necessities of a particular situation. It also includes recognizing what people in the organization demands and what are the challenges that an organization is currently facing (Murray 2010) . The senior management in the Siemens organization wanted to expand its business portfolio. The organization seeks to enter into the world of digitization and automation along with electrification so as to augment business profitability. The management aims at bringing a change in organizational culture for such expansion (The Economists, 2014) . In order to change
7 | Page organizational culture the leaders in Siemens need to adapt transformational leadership style. A transformational leader is characterized by the ability to persuade or inspire others. As expectation from the team member is high this type of leadership style will help Siemens to inspire its employees to participate in bringing about an organizational culture change required to meet business expectations. This will in turn improve the productivity level and engagement of its employees (Ricketts & Ricketts 2010) . Siemens need to improve its operational performance as failure in number of projects has affected the profitability of the organization considerably. Reasons of such failure being employees fright to report to the management at times when problems were encountered during project execution (The Economists, 2014) . Such situation demands the management to adopt a democratic and participative leadership style (Ricketts & Ricketts 2010) . As per this style that is transformational leadership, Siemens will be able to improve employee participation in successful completion of the project by giving them ownership and rewarding them for reporting in case of any project related issues.
TASK 2
2.1 Review the impact that selected theories of management and leadership have on organizational strategy Management and leadership are the two most powerful and dynamic tool commanding people and guiding the organization’s activities. There are many contemporary as well as sophisticated theories on management and leadership that had been proposed by theorists. Some of the theories are Transformational theory, Transactional theories, Behavioural theory, Functional theory,
8 | Page Great man theory, Situational theory, Trait theory to name a few (Chemers 2014 ; Gill 2006 ; Waite & Chiefs 2008) . The management and leadership theories that have been selected are transformational and transactional theories to review the impact of these theories on organization’s strategy. Transformational theories: Transformational theory was framed by Burns (1978) and later by Bass (1995, 1998) (Bass & Riggio 2006) . As per this theory a transformational leader has the capability and skill to persuade and motivate its team members for the successful accomplishment of organization’s objectives by aligning individual’s goals and values with the organization values and goals. Howell and Avolio (1993), affirmed that a transformational leader is characterized by five key traits which are inspiration, simulation, vision, team building and coaching (Bass & Riggio 2006) . There are four components of a transformational leader which are idealized influence, inspirational motivation, intellectual simulation and individual consideration. A transformational leader develops strong communication network in the organization by disseminating organization’s objectives and vision clearly to the organization’s members (Bass & Riggio 2006) . Impact on Organizational strategy: Since the organization, Siemens is targeting for a change in organizational culture so as to expand its business operations from electrification to digitization and automation it is essential to communicate to the employees the need and benefit of an organizational change and to persuade and motivate them for such change. Moreover, in Siemens interpersonal skills between management and employees is very poor due to huge communication gap. A transformational leader will be able to communicate properly the organization’s strategy and overcome resistant to culture change.
9 | Page Transactional theories: As per Burns (1978), a transactional leader is one who is task oriented and has the ability to guide its members in a specific direction so as to achieve organizational goals (Martin 2006) . A transactional leader is characterized by contingent reward and management by exception (Chemers 2014) . Followers need to follow the instructions and guidance of the transactional leader and the leader in turn rewards its followers. Apart from rewards a transactional leader adopts various other approaches in order to accomplish organization’s goals such as appealing to the group members, punishment, being aggressive to cite a few. However, involvement of transactional leaders as far as group activity is concerned is less and intervenes when the group displays underperformance (Martin 2006) . Impact on Organizational strategy:Siemens have been facing various operational issues such as project failures, late deliveries to cite a few. The company’s ethical dimension was at stake due to bribery issues. One of the major concerns of Siemens is employees’ unenthusiastic attitude to report any problem with management which in turn is hampering its organizational performance. A transactional leader will be able to motivate employees through reward and proper guidance to improve performance and execute work properly.
2.2 Create a leadership strategy that supports organizational direction Leaders at any level in the organization require having expertise and skills in certain areas. Some of these areas are knowledge and competencies in technological area, good communication and interpersonal skills, competent conceptual proficiency so as to frame strategic decisions and solve complex issues (Leatherman & Leatherman 2008) . Siemens in order to bring a change in its organizational culture and improve business productivity needs to frame a leadership strategy which will support its organizational direction and strategy. Some of the proposed strategies are:
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Self leadership: As per self leadership strategy a leader before leading other members in the organization need to be self influenced, self regulated and self committed. A leader needs to undergo self assessment so as to explore and identify that it possesses requisite skills, knowledge, qualities and nature of being an effective leader. It will help a leader to realize its capabilities to achieve organization’s success through the application of its skills and talents. Leaders at the Siemens organization need to align their vision with that of the organizational vision. A leader needs to be clear about organizational objectives, values and mission so that they can communicate the same clearly to other members of the organization and motivate them to attain the same (Neck 2006) . Team Building: Leaders at Siemens need to give priority in building an effective and productive team. People in an organization are from different ethnic and cultural backgrounds. Employees differ in terms of technical knowledge, skills, competencies, specializations as well. It is imperative for leaders to consider all these factors while building a team so as to maintain team cohesiveness and set team culture and values in alignment with the organizational culture and values (Malone 2009) . Clarity in role of every team members need to be maintained to avoid role conflict. Leaders also require taking the responsibility of assessing team performance and undertake team development process on continuous basis through effective training and development. This will help in improving productivity of team members and hence overall organizational performance will also improve (Malone 2009) . Mentoring: Mentoring refers to advising, motivating and inspiring to cite a few for uplifting employee’s behaviour. The main objective of a mentor is to help its mentee grow and develop in the organization (Rothwell & Chee 2013) . As per this strategy a leader in organization needs to play the role of a mentor that is advice and guides its employees so as to enhance employee’s
11 | Page motivation level. Siemens needs to adopt a mentoring approach to improve the productivity capacity and potentiality of its employees. This will also help the organization in building a learning organization as well. Through mentoring employees will be able to share the experience of leaders and gain knowledge through it which in turn will contribute to the overall success of the organization. Through this strategy Siemens will be in a position to develop an organizational culture which will exhibit high job satisfaction, less employee turnover and high level of employee development (Aubrey 2011) .
TASK 3
3.1 Use appropriate methods to review current leadership requirements For an organization it is inevitable to have competent and skilled leaders which will not only be a support to the employees but also aid in achievement of organizational objectives too. Leaders to a large extent are responsible for organizational success mainly becausetheir traits. Siemens presently is experiencing major restructuring which requires effective leadership skills. A complete overhaul of existing strategic approach is proposed in Siemens as it to a large extent suffers from issues related to bribery, inappropriate and inefficient communications, non- transparency in information sharing, instant decision making, late deliveries of contracts, casting off plans, declining profitability, negative impact on organizational image (Dietz & Gillespie 2012 ; The Economist 2013) . Along with this, existing organizational structure of Siemens designed by Peter Löscher with four major departments namely, energy, industry, health care infrastructure-and-cities was unable to support organizational operations and vision and thus resulted in internal operational inefficiencies (The Economist 2013) .
In order to review the leadership requirements of any organization for example Siemens in this case trait leadership theory is best applicable. It is mainly because this theory assists is indentifying varied traits required for an effective leader. Trait theory of leadership: The trait theory of leadership puts forward that definite set of characteristics establish the type of leadership that will be adopted by particular human being. These characteristics comprise of ability to take responsibilities, risks, authorities, approach and relationships with followers, capability of taking decisions, level of tolerance, level of self confidence, extent of social interactions, creative spirits are a few considered to be a few examples (Northouse 2012) . Along with a proficient leader should also posses skills related to efficient communication, management of time and stress, effective listening, planning, management of workforce, motivating workforce to name a few (Northouse 2012) . In order to review potential or current leadership requirements, the traits mainly required for leadership designation are identified (Mills et al. 2006) . Based on this list mapping between prospective leaders and leadership requirements is undertaken to determine the best suitable leader. With the help of trait leadership theory, an organization will not only be able to identify varied leadership traits required but also use them as benchmarks to critically scrutinize and assess leadership performance. Presently the culture of Siemens is infected with a number of issues mentioned above and thus change is highly essential. By adoption of this theory Siemens to a large extent will be in a position to identify the most appropriate leaders who will be successful in meeting the leadership requirements essential to bring about a change within the organization. Ultimately by identifying required leadership traits Siemens will be able to overcome organizational problems thereby smoothly undertaking overall restructuring and renovation of organizational set up. An effective
13 | Page leader with effective leadership qualities will be able to bring in innovative ideas for supporting organizational restructuring process and facilitate in bringing about a positive cultural change.
3.2 Plan for the development of future situations requiring leadership In order to efficiently execute their responsibilities and make appropriate decisions it is inevitable for leaders to be well informed along with being attentive peripheral activities within business environment (PriceWater House Coppers 2008) . Leaders also need to be conscious along with being responsive towards changes in technology, legal compliances and regulatory framework especially when operating on a global scale. Thus for leaders of Siemens need to consider not only the facets of business environment prevailing in Germany but also significantly consider the global ones also. For Siemens in order to grow economically in a sustained manner it is essential to foster leadership that will help the company is overcoming issues related to bribery, ineffective communication, and change resistance (Bradt 2013 ; Dietz & Gillespie 2012) . Along with these micro level issues, Siemens also need to overcome macro level issues related to declining organizational profitability and intensification of competition affecting Siemens’ basic existence (Bryant 2013) . The future goal of Siemens is specific which is defined in its statement of Vision2020 (Siemens 2014) . The statement outlines Siemens’s strong commitment towards gaining leadership by emerging as a sustainable company by consistently enhancing its performance and expanding business into company lucrative business ventures which will also trigger organizational growth (Siemens 2014) .Siemens’ dedication towards achievement of this vision is highly evident from the decisions taken by the organization. One such decision was changing its top management board along with shuffling of its teams responsible for corporate-oversight in the year 2013 (Boston 2013) . During these changes even the Chief Operating Officer (CEO) was also
14 | Page changed which was a shocking happening in Siemens (Bryant 2013) . Another massive jolt that was received by the people associated with Siemens was layoff of approximately 12000 employees under the organizational restructuring plan (Becker 2014) . This was mainly because these job cuts were not undertaken as a part of planned change. Further the employees were not very clearly communicated regarding the same which added to their utter dismay. In order to convert this ‘Vision 2020’ dream into reality having effective and efficient leadership for Siemens is the need of the hour. Highly result-oriented leaders with strong leadership are essential for different business functions of Siemens laid down under its matrix format ranging from manufacturing to finance, marketing to research and development and manpower management to administration (Trott 2008) . In order to aid in achievement of this vision of Siemens it is unavoidable for Siemens to have effective leaders. These leaders with their higher performance quotient will help in determining the course of action that needs to be pursued along with overcoming all the evils to which Siemens is presently subjected to. The future developments in Siemens are backed by principles of agility, leanness, flexibility and reliability (Bryant 2013) . Thus leadership requirement for Siemens needs to be developed accordingly. By appropriately planning for the future requirements, Siemens will be able to avoid situations that require sudden actions and thus proactively pursue control mechanisms through effective leadership.
TASK 4
4.1 Plan the development of leadership skills for a specific requirement
15 | Page Leadership plays a dominant role in crafting of organizational strategies that facilitates an organization is gaining competitive edge thus gaining long run sustainability and profitability. It is the leader which helps in shaping organizational vision along with varied strategic objectives that needs to be pursued for achievement of the same. Thus a leader lays the foundations for organizational culture and defines philosophy of an organization. In order to achieve theexpectedfuturistic situation, the leadership skills required in Siemens should be based upon the following parameters: Ethical Behavior to Restore Positive Image: The negative image due to rampant bribery practiced in Siemens is one of the most important challenges that present leaders needs to work upon (Dietz & Gillespie 2012) . Thus the focus would be on restoring positive image. In order to do so, the leaders need to preach and practice ethical behavior by defining values and developing standards for the same (Pelletier & Bligh 2008) . These values and standards will act as guidelines and thus inspire followers to fall in pursuit. Change Orientation: The present culture of Siemens which is 166-year old is highly resistant to change (Bradt 2013) . But in order to realize this vision developing a culture that is dynamic and not resistant to change is the only way out. Thus the leader should prepare its followers for tomorrow by motivating them to have a flexible approach towards change. Cultural change which with a more open attitude towards change is to be encouraged by the leader (Bradt 2013) . Effective Communications: Instances in Siemens highlight that presence of huge communication gaps within the system has not only plagued the organization but also resulted in occurrences of such massive problems. The leader thus should encourage two way communications along with promoting communication transparency. In order to do so, advanced
16 | Page technology should be adopted that would promote free flow of information across all functions and departments of Siemens thereby connecting global operations and employees working in different nations (Hernez-Broome & Hughes 2004) . In order to develop the above identified skills an integrated approach in which workshop learning and on-the-job learning will be developed (Nelson et al. 2011) . The plan would comprise of formal leadership development programs and action learning. Formal Leadership Development Programs: Siemens has been an acknowledged for its efforts undertaken to develop leaders from within the organization. The company has a personalized leadership development program that focuses on development of leadership by concentrating on 9 major perspectives namely, strategic-creativity, management of change,enlargement of teams, value, compassion towards intercultural aspects, focus and achievement of business results, alliances and persuasion, leadership and orientation towards customers (Inside HR 2014) . This leadership programs should be promoted more aggressively and concentrate on specific leadership skills required for overcoming current issues outlined above. Action Learning: In action learning leaders will be subjected to real life situations occurring within Siemens and thus learn while resolving practical issues (Saks et al. 2010) . Basically leaders will be either exposed to such problems with which are not common or to similar situations in unusual environment (Nelson et al. 2011) . This will nourish leadership skills among potential leaders by testing their existing capabilities.
4.2 Report on the usefulness of methods used to plan the development of leadership skills
The plan for development of leadership skills will only be successful when leaders resort to self- awareness plans. These plans help them in identifying their potential competencies and weak points which they can improvise upon when subjected to planned integrated leadership development approach (Raelin 2006) . The foundation of effective leadership and its development is laid upon experiences by a leader in different settings namely workshop learning and on-the- job learning. The basic objective of any leadership skills development program is to enhance an individual’s attitude, skills and knowledge thereby raising his or her efficiency levels to perform effectively in present and future circumstances. The usefulness of the above methods will be explored from dependability and honesty, self learning, and futuristic perspectives. Dependability and Honesty Perspective: Integrity implies consistency of performance delivered by a leader. The chosen methods for leadership development will primarily focus on enhancing leader’s behavior in a positive and ethical direction which will thus motivate followers to perform on similar lines (Peterson 2004) . To bring about a complete change within Siemens, transformational and charismatic leadership is required which is possible only when the leadership development models are based upon this perspective. These methods would focus on nurturing leadership skills by focusing on brining about change within the organization with ethical perspectives along with exercising control on intentions to be involved in negative or unethical activities (Palanski & Yammarino 2009) . With the aid of dependability and honesty perspective a leader will be in a position to resolve issues arising at differing organizational levels and thus smoothenachievement of Siemens’ vision. Self-Learning: Individualistic development is at the core of any leadership development program. These development programs would foster self-learning among leaders through the
18 | Page process of self-discovery of individual strengths and weaknesses (Raelin 2006) . The leaders by having an understanding about self will be able to take measures to overcome weaknesses and convert strengths in competitive advantages (Kolb 2014) . Self-learning will help leaders to take knowledgeable actions. The integrated leadership development program in Siemens will also focus on this perspective and thus will be useful in enhancing leadership skills. Futuristic Perspective: For leaders to be able to take proactive actions it is essential to have a futuristic perspective (popularly known as vision). Based on the present circumstances they should be in a position to forecast the future and take actions accordingly. These leadership development programs in Siemens will help in developing this futuristic perspective among organizational employees especially among potential leaders (Wang et al. 2005) . In a dynamic business environment in which companies are striving develop human assets to gain competitive advantage developing effective leaders is highly significant (Kolb 2014) . Developing leaders requires investment of scare resources and thus organizations need to be cautious while determining methods for doing so. Siemens is already experiencing a tough time and in on the verge of complete organizational change. Thus the leadership development programs need to consider this aspect and successful help the organization to undergo change. Ultimately the usefulness of leadership development programs will be tested during this hard- hitting time faced by Siemens.
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The outstanding rise of three major Full Service Carriers of the Gulf area, namely, Emirates, Qatar and Etihad; has reshaped entire market of global aviation, especially around Dubai, Abu Dhabi, and Doha. These airlines are adopting diversified means of business strategies in order to meet the increasing global competitiveness. with initiations of these FSCs the Gulf airlines are developing as “global super-connectors” that has the capability of connecting any of the two determined global points, with single stopover in the Gulf (Editorial, 2013, see Figure. 1).
The derivations of Ulrichsen (2015) showed that the culminated achievements of these airlines in Jan. 2015, made Dubai International Airport overtake the Heathrow Airport of London, and thus, it is recognised as the busiest airport in the world. The report added that there is 6% increase in the annual collection of international passengers, which was 70 million (approx.) in the year 2014, as against least increasing rate led by Heathrow operations at near-peak capacity in terms of regulatory and space related constraints. Moreover, the analytical discussion led by Mutzabaugh (2015) states that Emirates, Etihad, and Qatar Airways are much benefited by the absence of any kind of legal or political constraints, as in the “legacy carriers” of Europe as well as the North America. It has been also mentioned that the models of state capitalism, in both economic and political development process, further add to these constraints.
In this paper, the achieve approach is to gain in-depth realisation about the aviation market and the distribution of the major airlines of the world, which are Emirates, Etihad and Qatar. The business models, along with their strategies and networking systems will be analysed for more elucidated understanding of this business domain. The technical, regulatory, and legal concepts of these airlines will be illustrated with the aim of achieving a closer and comprehensive ways knowing their business practices. Significant emphasis has been led over Emirates’ commercial co‐operation, in reference to Qantas joint service deal, Etihad’s investments in multiple carriers from diversified international markets, and Qatar’s participation in the global alliance. These selected commercial strategies get analysed with supportive illustration from Etihad’s approach in particular.
According to the records of CAPA (2013) Emirates is identified for its wide ranged and very broad international connectivity. It is a company that is getting the key position in creating competitive edge for all the other global aviation companies. The report adds that among all the major three Gulf carriers, Emirates comprises of the most mature networking functionality in the entire North American region. This is the reason that this company gains the leverage to have strong hold in aviation industry for a longer duration. the strategic approach of this company depends on its way of managing commercial co-operation with various aviation companies. CAPA (2010), refers to the established carriers networking of this company in European and the Australia market. These deals perceive the strategic approach of Emirates as strong and dynamic in the global carrier business. This happens through the increasing commercial co-operation of Emirates with Europe, North America, Asia and Australia.
CAPA (2013 a) laid focus on the commercial co-operation of Emirates with Qantas and American Airlines. The profitability has been inscribed by this report by stating that in a couple of year there is the transformation programme, whereby Qantas avails underlying profit prior to the tax amounting 192 million AUD (or 172 million USD) for FY 2012-13. Moreover, it is important to note that Emirates still is on the form of offering cooperation rather than getting in to long-term alliances. The research initiative led by Parker and Löfberg (2009) noted Emirates for its anti-competitive elements and the ideology that through alliances, a company tends to gain artificial speed in the business. This can be referred to the relationship of Emirates with American Airlines that was led with the aim of offering more benefits to the consumers through the availability of multiple airlines.
In the same thread there is the codesharing initiated by the Emirates with Malaysian airlines (Cole, 2016). The report by Cole (2016) analyses the purpose of this commercial co-operation of Emirates to the Malaysian airlines and notes that this venture looks forward to offer more seamless kind of travel options to the passengers to 15 Malaysian cities, with convenient connectivity to Kuala Lumpur. On a reciprocate ground these travellers are also benefited by the expanded network, that comprises 90 destinations from the Middle East, Europe, America and Africa.
Though there is no room or extensive alliances led by Emirates, yet even in the future Emirates aims to continue with its strategic approach of offering commercial co-operation to various airlines. As reported by The Emirates Group (2012) the company added seamless connections between Dubai International Airports and Lisbon. It is through the reciprocal codesharing that the customers are availed with the benefit to enjoy single-combined ticket for the Emirates as well as TAP flights as operated from Portugal. Apart from that The Emirates Group (2013) further notifies that Emirates SkyCargo along with Qantas freight are getting into partnership for gaining new trading and business opportunities. This is a partnership that is offering seamless access to the consumers from their network to other networks.
The CAPA (2013 a) report declared that in the FY 2012-13, entire international aviation commercial strategy revamped with and around the co-operations as offered by Emirates. There are competitive platforms marked from Virgin Australia. It is here that the Qantas makes some distinct progress and gains transformational international look in the aviation business, until FY 2014-15. The approach is in terms of putting these commercially equipped partners in the position of preparing extensive expansion of their routes from 2016 (Emirates, 2015)
Following the commercial success of Dubai in the aviation industry, the rulers from Abu Dhabi, UAE, decided to meet the economical gap by the establishment of a flag carrier meant for UAE. As in the year 2002, Qatar gets withdrawn from Gulf Air, the Abu Dhabi rulers planned to establish a new airline (Etihad, 2015 a). Initiated by a royal decree in the month of July 2003, the Etihad Airways had its first flight in November 2003 (Opu, 2010). This airline came with the commercial strategic approach of investing in the venture of getting hold over multiple carriers across the world (UAEInteract, 2003). Since then, Etihad grew with 70 aircraft to meet 80 destinations and designated itself as the world’s ‘fastest growing airline’ (Al-Sayeh, 2014). As recorded by Al-Sayeh (2014) until 2014, this airline was operating to all the continents, with extensive announcement of expanding multiple carriers in the European and Asian nations.
The commercial strategy of making investments in multiple carriers by Etihad Airways offered it with the mode of quick growth scope in a very short span of time (Etihad, 2013). By the last part of 2011 the Etihad Airways decides about increasing its ownerships in the stakes that are spread over multiple international markets. The strategy started by increasing stake ownerships with Air Berlin, and soon covered Aer Lingus (by 3%), Virgin Australia (by 20%), Jet Airways (by 24%) and Air Seychelles (by 40%) (Etihad, 2013). By 2014, this airline acquired 49% of stake ownership over newly re-launched flights of Air Serbia. This is the commercial strategy of Etihad, which allows the company to buy or invest in stakes of multiple carriers, as per ‘craft codeshare agreements’ being in its favour.
Conclusively, obvious rise and development of the three major Gulf airlines, namely Emirates, Etihad, and Qatar get noted in the international aviation market. As a result, of this the global market is in great demand of implementing exemplified or similar commercial strategies for sustainability amidst the competitive platform as created by these Gulf airlines. The study of Emirates’ commercial co‐operation, as through Qantas joint service deal; Etihad’s commercial strategy of investing in global multiple carriers; and Qatar’s decision to be a part of global alliance, show that the airline industry should start functioning in more innovative commercial way. It is highly important for all the international airlines to abide to international agreements and maintain transparent consumer–oriented service deliveries to all the stakeholders of the aviation industry.
As exemplified by the ‘Big Three’ airlines from Gulf, irrespective of operating from closely located hubs, these airlines are successful. The reason is that they follow different commercial strategies of aviation business.
Emirates stands as the pioneer with long-haul network, fiercely dominated competitiveness, along with incumbent carriers in order to connect traffic. The partnership of Emirates with Qantas strengthens this trend of dominance, especially in the routes connecting Australia and European nations.
As for Qatar Airways, it has been a process of meeting a huge ambition and the same gets achieved through its opening up to the global Oneworld alliance. As a result, Qatar Airways transforms its carriers into various connecting routes.
Lastly, the commercial strategic approach of Etihad appears more outstanding. Etihad is a company that joined the bandwagon very late, yet is equally offering aggressive competitive edge to its contenders. Its success is in its decision of investing over multiple carriers with more service-led facilities and offers in both regional networks and long-haul connections, on a parallel basis.
Thus, it is to be noted that to gain positive edge of the global competitiveness, the international airlines must have right commercial strategies, as in case of Emirates and Qatar, to be specific; and follow change in both fundamental as well as strategic approaches. The basic approach of any international airline should be in creating critical customers, specifically assessed destinations, and offering innovative services and products, in order to gain competitive advantage over the selected region and attain upward mode of mobile clientele; as in the case of Emirates, Etihad, and Qatar.
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