Please read the following and provide a recap of everything you’ve learned and can use in a marketing business:

The VRINE model and human resources.

The VRINE system a deliberate method to evaluate and asset (Carpenter, 2008) What you do with that asset has more to do with your strategic model. I have made the case that the management team, particularly the middle management team is the most important resource a company has, or is it?

Value: The value of an individual middle manager is related to not only how much they can change create in revenue, but how much than can prevent in losses. The best example would be the mythical manufacturing VP in our StratSim. If he had simply had the authority and foresight to hit the stop button as we produced cars until the losses were measured in the multiple billions. We hypothetically fired the fictional man, because it is illegal to have him taken on to the assembly line and hive him welded onto the new model.

Rarity: Lets face it, when you look at resumes there are literally millions of middle managers and one should easily replace another. However if we look at that mythical head of manufacturing being welded on to a car the answer becomes less clear. How often will that manager exercise individual initiative? In the military the problem becomes a concept called “Career Development” it creates an environment where the individuals progression to the next step become more important than performance in the current. If rising to a position of authority requires a focus on career progression how do you identify the people who rise through dedication to their jobs? That person just became rare.

Inimitability: Can the competition duplicate this? This would lead to the question of whether the system builds the person or the person has to be found with the system. Nature or nurture? The answer is that if we assume people will adapt to the environment then the human resources management system is very duplicatable, it is after all a system of rules that is published and there is a whole world of photo copiers. If that were the case then we would see companies full of highly competent middle management. Sadly that is not the case. The Department of Defense has a universal personnel management system but gets a wide variety of command climates and groups of managers (we call them officers). So in theory the middle manager is very easily duplicated but in practice they are difficult to duplicate.

Nonsubstitutability: Can the same job be done by others? To some extent we see that we can use fewer, we can build flatter organizations that have fewer middle managers, but we need to have some. Also the intangible relationships and long term knowledge is not easily found when you hire another to fill that slot. So for mediocre or ‘Meets Standards’ middle managers, they can be hired and fired without consequence, but the more they are required to act on their own the less likely there is a substitute.

Exploitability: Going back to the value of middle management, the answer should be that they are very exploitable, can be used for a wide variety tasks. If we assume that we are using them to solve problems, cross talk, act on their own initiative. Then the answer is very, if we assume that they are there to compile information and pass it up the line for decisions then they are not exploitable. In “In Defense of a Liberal Education” (Zakaria, 2016) the case is made that technical education is less important than the ability process a wide variety of data and look for connections. Having the basics to understand what the specialists are telling you is critical. If that man now having an engine being mounted on his mid-section been able to understand what his cost overruns were doing to our profitability he would opening his bonus check about now.

Is the middle manager valuable according to the VRINE model? Sorta. The value of the layers between the strategist and the execution are only as valuable as they are contributory to the mission and that is a result of the HR framework and corporate culture in which they work.

Carpenter, M., Sanders, W. (2008). Strategic Management: A Dynamic Perspective. Upper Saddle River, N.J: Prentice Hall.

Firms use value-chain activities to have a higher performance, so they can compete with their rivals. By delivering greater value or comparable value at lower cost, a company can have a competitive advantage. We are all engaging in value-chain activities in the SSM. We are competing with one another by using different configurations to increase sales and market share. Company Y offers a better vehicle after upgrade, but if Company Z offers a similar type of upgrade and sells the vehicle at a lower cost, then Company Z might steal customers and sales from Company Y.

Primary and secondary value-chain activities are used to help a company gain an advantage to compete with rivals. The primary type activities include inbound logistics, operations, outbound logistics, marketing and sales, and service. The secondary (support) activities include human resources, accounting and finance operations, technology, and procurement (Carpenter & Sanders, 2008, p. 82). Porter’s Value Chain lays out a step to step process on how primary and secondary activities can work together to create that competitive advantage. The steps are shown below:

Step 1 Identify subactivities for each primary activity

Step 2 Identify subactivities for each support activity.

Step 3 – Identify links

Step 4 – Look for opportunities to increase value

(Mind Tools, 2016)

I support the primary activities by being part of the secondary activities where I assist with accounting and human resources. Our firm is constantly brainstorming ideas to acknowledge and reward employees. The strategic tactics used increase the employee retention. Besides the standard health, vision, and dental benefits, the company works on building a “family” and supportive work environment. It is a tight knit group that goes the extra mile to show the employees they care. Work-life balance is encouraged. The company promotes team-building by organizing employee appreciation events, forming sport teams, and participating in community activities. Other companies might offer better benefits, but the company tries to compete by offering great perks to the job. Some of the perks might include box tickets to the Giants games or Laguna Seca Raceway, Costco Membership, or gym membership.

Kirstie

References

Carpenter, M., Sanders, W. (2008). Strategic Management: A Dynamic Perspective. Upper Saddle River, N.J: Prentice Hall.

Mind Tools. (2016). Porter’s Value Chain: Understanding How Value is Created Within Organizations. Retrieved October 27, 2016, from
https://www.mindtools.com/pages/article/newSTR_66….

Distribution Systems

Welcome to the second SLP assignment for this course. Investigate Goodyear Tire and Rubber Company and discuss the following questions in a 4-page paper.

How does your organization distribute its product? If your organization is a service provider, explain how the services are allocated and passed on to its customers. How can a firm “inventory” services?

SLP Assignment Expectations

Research the organization with information you can find on the internet or other resources you find on your own. The paper should be 4 pages in length and have a cover sheet and a reference page. Clarity of presentation is important, as well as your ability to apply the topics to the logistics area of your selected firm. Use at least 3 different sources of information and annotate your sources of information appropriately on your references page and within the text as necessary. You will be assessed on how well you demonstrate your knowledge of the topic as it applies to your selected firm. Submit your assignment for grading by the end of this module.

. Which of the following needs did Maslow describe as higher-order needs? (Points : 1)   esteem, social, and safety.
  self-actualization and esteem.
  safety, self-actualization, and social.
  social and esteem.
  self-actualization and physiological.

Question 2. 2. Which of the following statements regarding motivation across cultures is NOT correct? (Points : 1)   motivation is a key concern in companies around the world.   North American theories of motivation are not applicable around the world because of cultural limitations.   the determinants of motivation and the best ways to deal with motivation likely vary considerably across Asia, South America, Africa, and Eastern Europe.   what is rewarding in one culture might not be rewarding in another culture.   people should be parochial and ethnocentric in assuming that all cultures are motivated by the same thing in the same ways.

Question 3. 3. __________ refers to the degree to which a person desires the opportunity for self-direction, learning, and personal accomplishment at work. (Points : 1)   Work needs   Growth-need strength   Psychological desire   Developmental needs   Work development desires

Question 4. 4. Sometimes called horizontal loading, __________ increases job breadth by having the worker perform more and different tasks, but all at the same level of responsibility and challenge. (Points : 1)   job enrichment.   job reengineering.   job embellishment.   job enlargement.   job simplification.

Question 5. 5. Research on Maslow’s needs hierarchy suggests the following statement to be true? (Points : 1)   lower-order needs become more important as individuals move up the corporate ladder.   higher-order needs become less important as individuals move up the corporate ladder.   higher-order needs become more important as individuals move up the corporate ladder.   higher and lower-order needs become equally important as individuals move up the corporate ladder.   higher and lower-order needs become less important as individuals move up the corporate ladder.

Question 6. 6. Which of the following statements provides an accurate description of a concern about job enrichment? (Points : 1)   job enrichment can be very inexpensive to implement.   there is controversy concerning whether pay must be increased when jobs are enriched.   job enrichment allows workers to plan more of their work.   task difficulty increases due to job enrichment.   performance accountability increases as a result of job enrichment.

Question 7. 7. Which of the following needs did Maslow describe as lower-order needs? (Points : 1)   social, esteem, and self-actualization.   esteem, social, and safety.   physiological, safety, and social.   esteem and physiological.   safety and self-actualization.

Question 8. 8. In the job characteristics model, __________ refers to the degree to which the job is important and involves a meaningful contribution to the organization or society in general. (Points : 1)   task identity.   task significance.   skill variety.   autonomy.   growth potential.

Question 9. 9. Which of the following is NOT true of job rotation? (Points : 1)   workers are shifted among jobs with different task assignments.   there is a significant change in the content of each job.   job rotation can be done according to almost any time schedule.   job rotation can increase flexibility for people’s movement from job to job.   job rotation can facilitate training.

Question 10. 10. According to Herzberg’s two-factor theory, __________ factors are the sources of job satisfaction. (Points : 1)   subsistence.   hygiene.   teachable.   motivator.   inducement.

This course has major assignments that will be due in Weeks 3 and 5. It will take more than a week’s effort to adequately complete them. Plan time to start the research and other work for those assignments earlier than the week in which they are due.

Because this is the Week 5 portion of the course project, it is considered a major assignment worth a substantial amount of points. As part of your review of the assignment instructions, review the expanded grading rubric available as a link at the bottom of the basic rubric below.

An important part of the OD process is assessing the effectiveness of interventions and learning from the OD process to create a continual learning cycle.

Using the organization you selected for your course project, prepare a report for the executive leadership team of that organization by addressing the following items:

• Summarize key details of the OD project so far in your work (this section should be no more than 1–2 paragraphs in your paper):
  • What is the organization?
  • What are the problems?
  • What are the proposed solutions?

• Justify an evaluation plan to determine the effectiveness of your interventions:
  • Who do you need to ask?
  • How will you ask?
  • What will you ask?
  • What do you need to measure?
  • How will you collect the necessary information and analyze it?

Defend a continual learning approach for the organization that creates an organization development value cycle whereby the outcome of the interventions becomes the input for a new cycle:

• What are the potential benefits to the organization of a learning cycle approach to OD?
• What are the potential challenges the organization might face by using a learning cycle approach?

Justify a change leadership plan for the organization that will help them embed the new practices or enhancements into the organization:

• What change leadership model should they consider?
• How should they address resistance to change?

Summarize the top three best practices the organization should adopt that emerge from the entire OD course project.

Assess your own learning from the project:

• What are your key takeaways?
• In what areas do you need further development?

Submission Details:

• Present a 5- to 7-page Microsoft Word document and name your file SU_MBA6505_W5_A2_LastName_FirstInitial.doc.
• Submit your document to the W5 Assignment 2 Dropbox by Tuesday, January 31, 2017

Allied Universal security services for the hospital !!!!!!!!