The Case of Malcolm Farley - 1275 Words

The case of Malcolm Fairley is a unique case in which paint analysis and the use of forensic science made investigators succeed in apprehending a criminal they were after for a long time. The role of paint analysis in this case was enormous and to date it is one of the cases people refer to when discussing the relationship between forensic science and crime (Smith, 2005). In 1984, Bedfordshire and Buckinghamshire residents suffered sleepless nights with fear and terror in their homes. Armed burglaries, rape as well as indecent and uncouth sexual assaults became the order of the day. The residents barred their windows, the police intensified their security surveillance on both land and air, vigilante groups came up but still the culprit otherwise named the fox was scot-free and continued with his criminal acts. Fox continued to unleash his terror in many towns despite his profiling by the police. He went into other towns like Tring, Cheddington, Leighton Buzzard and Milton Keynes (Malcolm, n.d.). In April 1984, in Linslade, Leighton Buzzard, a 74-year-old woman became the first victim of the Fox. This woman went to bed at around 9PM and after reading for an hour she put out the light and just before falling asleep she was woken by shuffling sounds in her bedroom. When she opened her eyes, she saw a man standing in her bedroom with gloves in his hands. This man pulled her bed covers off and started assaulting her indecently. The woman was able to resist the advances of theShow MoreRelatedAssimilation Of The United States Constitution Essay1487 Words   |  6 Pagesreduce cultural differences between the dominant group and the majority group. They also insist that there would be no exclusions of blacks, and assimilation will cause development of any skills needed by the minorities for participation in society. (Farley 68) In reviewing the Afro centric Paradigm analogy of the heritage of the black race, I found that blacks feel strongly about its cultural values. Failure to use cultural values of people of color can be viewed as an implicit expression of WesternRead MoreGlobalization and It Effects on Cultural Integration: the Case of the Czech Republic.27217 Words   |  109 PagesGLOBALIZATION AND IT EFFECTS ON CULTURAL INTEGRATION: THE CASE OF THE CZECH REPUBLIC. INTRODUCTION I. AN OVERVIEW. With the growing standards of the world and the existing concepts and complexities in political, economic and socio-cultural ideologies, man has always and continuously pondered over the aspects of his nature. Unity, equality, trade and commerce are at the forefront of mans complexities. With these thoughts in mind, man has moved through history trying to satisfy his desiresRead MoreDeveloping Management Skills404131 Words   |  1617 PagesUnderstanding and Appreciating Individual Differences Important Areas of Self-Awareness 61 Emotional Intelligence 62 Values 65 Ethical Decision Making and Values 72 Cognitive Style 74 Attitudes Toward Change 76 Core Self-Evaluation 79 SKILL ANALYSIS 84 Cases Involving Self-Awareness 84 Communist Prison Camp 84 Computerized Exam 85 Decision Dilemmas 86 SKILL PRACTICE 89 Exercises for Improving Self-Awareness Through Self-Disclosure 89 Through the Looking Glass 89 Diagnosing Managerial Characteristics 90

Essay On Cuba Business - 978 Words

An International Perspective on Cuba Business Nicholas C. Bolick For companies looking to expand their markets and entertaining the idea of doing business in Cuba, international managers must understand the unique set of advantages and disadvantages that this country represents before committing to that course of action, U.S. companies must first realize that the business embargo that has been in place for decades, and indeed despite loosening og parts of the embargo by the Obama administration, the future of those steps or even more business friendly thawing are not givens with the Trump administration. Most American companies simply will not be able to setup business in Cuba until congress lifts the Embargo. For those†¦show more content†¦Another potential legal hurdle is the fact that instead of corporations in Cuba, there are mostly cooperatives, these co-ops are worker-owned and have legal standing. It then becomes a necessity for companies to absolutely do their research o any legal risks, before deciding on Cuban business. Perhaps the daunting aspect of the Cuban business, would be the investment of the Cuban government. The government is a Marxist-Leninist single party state that has been ran by the Castro family since its revolution. Another governmental fact is that all broadcast media is owned by the government. The fact remains that when doing business in Cuba, you will basically have one customer; the Cuban government. The government is also getting more and more selective about what foreign investments it allows because of cummese loans and our subsides from Venezuela Latest indications are President Raul Castor will step down in February 2018, to be succeeded, by Miguel Diaz Canal who would be Cuba’s first civilian leader since 1959. However, it remains to be seen if substantial reforms, which are needed to accelerate the formation of a private sector. 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JanMar Case Study Case Analysis Free Essays

The US paint industry is divided into three broad segments: architectural coatings, original equipment manufacturing (OEM) coatings, and special-purpose lacquers. The paint industry is a maturing industry. In 2004, sales were estimated to be slightly over $16billion and an average growth of 1-2% per year. We will write a custom essay sample on JanMar Case Study Case Analysis or any similar topic only for you Order Now Architectural Paint Coatings Industry The industry estimates that architectural coatings and sundries (brushes, paint removers, thinners, etc. ) created sales of $12 billion in 2004. The architectural paint coatings segment is also considered to be projected between the 1-2% increase per year. The demand level for this segment is reflected by the level of home improvements and redecorating, the sales of new and existing homes, commercial and industrial construction. Competition Competition within this segment has been a result of slow sales growth and new governemtn regulations. The number of competitors has decreased by 40%; however, major competitors with low prices have come into place such as Sherwin-Williams and others who account for 60% of sales within the segment. They market paint under their own names as well as for private retailers. Architectural Sales Breakdown and Consumer Purchase Behavior About 50% of architectural sales are sold under private controlled brands such as Sears and Wal-Mart, 36% of sales are sold in specialty paint stores, and 14% are sold in hardware and lumberyards. There are three types of buyers of architectural paint which account for percent of total sales: â€Å"Do It Yourselfers† who account for 50%, professional painters who account for 25% and contractor/government sales who account for 25%. Home Improvement Research indicated that the â€Å"Do It Yourselfers† have increased the product line carried by retail outlets and spend on average $74. 0 per purchase on architectural paints and $12 on sundries. JanMar Coatings, Inc. Company JanMar, Inc. is a privately held corporation that produces and markets architectural paint under the JanMar brand name. They also sell sundries and operate OEM coatings. The company’s architectural coatings and product sales totaled to b e $12 million and $1. 14 million in net profit before taxes in 2004. Dollar sales have increased at 4% on average for year for the past decade. The company distributes in 200 independent paint sores, lumberyards, and hardware outlets. They service 50 counties in the Dallas Fort Worth Area and Non-Dallas Fort Worth Area. Of their outlet sales, 40% is based in the 11 counties within the Dallas-Fort Worth area while the remaining outlets are in the surrounded non-Dallas Forth Worth area. Of the industry findings, 70% of sales in the Dallas Fort Worth area are to professional painters who account for 25% total sales while 70% of sales in the Non Dallas Fort Worth area are to â€Å"Do it Yourselfers† who account for the 50% of total sales. (See exhibit 1. 1). JanMar Coatings, Inc. Company Current Situation. Competition has accelerated in recent years at the retail level and JanMar Coatings, Inc. is the highest priced paint in their service area. Therefore, JanMar, Inc. is in need of how and where to deploy corporate marketing efforts among the various architectural paint coatings markets in the southwest United States area in a cost effective way to increase market share, revenue, and awareness. Four Proposed Tactical Strategies Given by the Vice Presidents Among the four proposed tactical pans from the different vice presidents at JanMar Coatings, Inc. the solution to the problem is the Vice President of Sales strategy of increasing the sales force and here’s why: 1) Increasing the advertising budget through television could have a positive effect because of the current 25% awareness to consumers who purchase paint. However, research shows that consumers choose a store location before choosing the brand and 70% of the consumers reached through advertis ing are not buying paint. The advertising budget is already 3% of sales, so in 2004, the advertising budget was $360,000 which is reasonable for selling paint. To efficiently create awareness, JanMar would need to produce a cooperate ad with a retail outlet to get the buyer in the store. They would also need to increase sales by 8. 3% or $1 million to cover the cost of increase in advertising. (See appendix 1. 2). 2) To make a price cut of 20% would be unreasonable considering the costs of JanMar are unlikely to go down. Cutting price by 20% with the same variable costs would bring their contribution margin down to 19%. To get the same net contribution of $4. million using their current new contribution margin, they will have to generate $22,105,264. 16 in sales which is far above their past sales of $12 million and creating more volume to increase sales at this lower cost is not feasible which just one manufacturer in the Dallas Fort Worth area. (exhibit 1. 3) JanMar needs to focus not on cutting prices but positioning themselves differently from competitors as a superior quality and service company since they are a privately owned, focuse d just in the market of southwest United States. ) Increasing the sales force could have a positive effect if the sales representative is assigned to the non Dallas Fort Worth area since account penetration there is only 16% and focusing on the â€Å"Do it Yourselfers† because of the amount of sales they accumulate in that area. The amount of sales revenue needed to cover the cost of the one added sales representative of $60,000 base salary is $171,428. (See Appendix 1. 4) This amount of sales needed to incur this cost will be easy to achieve since the sales representative will be focusing on sales in the new area. ) JanMar has continuously controlled their 35% margin and costs even with added research and development. However, there are more competitors on the rise at big retail outlets such as Sears and Wal-Mart that the â€Å"Do it Yourselfers† will fall for if not guided properly. Therefore even though JanMar will be profitable if they keep everything the same as how it is with controlling costs and guarding the mar gin, they still cannot predict the future and there is growth within the marketing of 1-2%. Recommendation The problem that lies at hand is that there have only been five added accounts in the past five years. The account penetration in the Non-Dallas Forth Worth area is only 16%. With an added sales representative reaching out to the Non-Dallas Forth Worth area where half the sales and most the dealers already exist, they can focus solely on the retail account and â€Å"Do it Yourselfers† who contribute $6 billion to the total market sales per year of architectural products. (Appendix 1. 1) The sales representative will focus on the â€Å"Do it Yourselfers† in the non-Dallas Forth Worth area since they accumulate 70% of sales in that area as it is. We do not want to focus on the professional painters since 70% of our sales already comes from them in the Dallas Forth Worth area, and professional painters will chose our brand as it is because of the quality and knowledge and service of our representatives. We have to focus on reaching out to the â€Å"Do it Yourselfers† through retail accounts which is what the new sales representative will do. â€Å"Do It Yourselfers† 1) pick their project and product, 2) they gather information, 3) decide on the store, and 4) decide on the product they buy. So through a four step decision process of a â€Å"Do It Yourselfer† is where the sales representative will come into the picture to push them along to make the decision of choosing JanMar’s brand. Even if the sales representative made no new sales (which would not be the case if hired properly) and only was paid his salary, JanMar, Inc. still would still make $1,080,000 net profit before taxes which is smarter than implementing an added advertisement budget strategy, or cutting the price by 20%, or staying the same. It is better to have more people working in order to reach out to consumers and sell the product and brand. Sales representatives can truly connect to the â€Å"Do it Yourselfers† through their knowledge and passion; rather than just focusing solely on a mass advertising plan that wastes money reaching out to people not even needing paints or cutting the costs so low that it takes away from the superior quality aspect. Therefore, I suggest that you hire a new sales representative because this option will be the most cost effective way to increase market share, revenue, and awareness in the architectural paint coatings marketing in the Southwest United States. 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Human Resource Management and Organizational Development †Free Sample

Question: Discuss how human resource management can make a difference by adding value to anorganisation. Answer: Introduction Human resource management (HRM) plays a vital role in the success of the organization. HRM focuses on the employees of the organizatiReferencesand effectively utilizes its human capital to achieve the goal of the organization. Therefore, HRM department plays a very crucial role in the development of its resources by employing very highly skilled people who reflect the culture of the company in a very efficient way. The HR department also provides skill development training to reduce the gap that will help them overcome the organizational challenges and to gain competitive advantage (Hendry 2012). The full ranges of HR functions include strategic planning, job analysis and job design, recruitment skill, compensation and performance appraisal, manpower planning, staffing, employee involvement, participation in the management, good employee and employer relationship are designed in a way to achieve the organizational goal at the same time minimizing the cost of the company. There is var ious skill development programs for the new and existing employees to enhance the skill set and increase the performance of the employees. Moreover, the HR department also provides training to develop leadership capabilities by implementing coaching and feedback-intensive programs that ensure organizational success in future. A well-managed organization puts effort to utilize the human resources and builds the human resources to ensure growth for the organization (Bal et al. 2013). Therefore, to reach that goal the HRM should consider the people as assets not a cost to the organization. So considering the human resources as an asset is a part of human resource management that helps the business to gain profit in long run. Collaboration At all the levels of the organizational hierarchy, the HR department and manager work collaboratively to build employee skill and competency. For instance, the HR manager guides the supervisor and managers - how to assign employees efficiently to different job roles in the organization and helping the business to adapt to the changing environment of the organization (Bondarouk and Rul 2013). Commitment building The HR professionals also recommend the strategy to ensure employee involvement in the enterprise. This begins with recruiting the right candidate for the right position at the right time to fulfill the requirement in the organization in a most efficient way possible, thereby, building the inventory of human capital to reduce high attrition rate in the company (Jamali et al. 2015). Building capacity The HRM team helps the company to develop competitive advantage that involves developing core competency for the business to offer the unique range of goods or services. For example, Sonys skill in miniaturization is a distinct quality that has given an edge over the competitors. It is not about hiring new talents but retaining them in the organization (Khattak et al. 2015). HR function and organizational development Recruitment and training This is one of the major responsibilities of HRM to do planning and formulate the strategy to select the right person for the job to ensure success for the organization and minimize wastages. They design the job criteria as per the job role. The other tasks regarding the recruitment include formulating the action plan and the scope of the job assigned to the employees and addressing the obligation of an employee. The HRM imparts training to the employees as per the requirement of the business. In this way, the existing staff will get the opportunity to sharpen the existing skills to develop unique skills to fit in the new job role in the organization (Longoni et al.2014). Performance Appraisals HRM encourages the employee to work according to their potential for the team and give them suggestions to improve the skill set. The HRM team communicates with the staff on a regular basis and provides feedback to improve their performance in respect to the particular job roles. It helps them to form an outline of their expected job functions in a clearer way thereby guiding them to execute the goals in a more efficient way. The HRM designs an efficient appraisal system and incentive plan to motivate the employees to become more productive for the organization (Gelens et al. 2013). Creating a congenial work atmosphere The performance of the group is mainly affected by the employees and the work culture that prevails at the workplace. The HR department creates a friendly work environment for the employee to enhance their performance. A well-illuminated, safe and clean office and cooperation among employees increase the job satisfaction of the employee (Schalk et al. 2015). Managing disputes In an organization, disputes arise from the employer (management) and employee on various issues that include wages, bonus, working condition, performance incentive and many other things. The human resource department acts a consultant to solve these matters to reach to an amicable solution in an efficient manner. The grievance redressal team handles the grievances of the employees to come up with the solution to resolve them efficiently (Beer et al. 2015). Developing Public Relations To establish a good public relation is one of the major responsibilities of HR managers. They organize seminars and business meeting to build the relationship with other sectors. In addition to that, the HR department plays a significant role in developing the marketing and business plan of the organization. Therefore, the organization should have a proper HRM policy to manage these activities on a regular basis. Therefore, the team puts tremendous effort to develop an effective HR system to ensure growth and success of the organization (Shaw et al. 2013) HR manager helps the team to achieve the mission and vision of the company by formulating and implementing strategies, thereby, helping the organization to achieve success. HRM strategies helps the employee and the team to perform better. The HR manager ensures that there is a direct connection between the organizations purpose and the policies and procedures of the company. The HRM with its strategic approach is the guiding forces that provide the operating framework and controls the system and help to achieve success. Therefore, it can be said that the purpose of HR is to leverage human potential to ensure the high organizational efficiency in order to achieve organizational goals (Shaw et al. 2013). Hence, the organizational success is dependent on the HRM department of the enterprises by ensuring Recruitment and selection of the eligible candidate Enhancing the productivity Reducing cost Effectively ensuring the legal compliance HRM serves the purpose by Aligning the individual goal with organizational goal Contributing to organization's efficiency and improved productivity Focusing on the succession planning in the organization Developing the talent management programs Promoting the career planning for the organization Planning the organizational development programs Managing the change management programs Plays a vital role for merger and acquisition strategies of the company Managing performance appraisal programs and compensation advice Focusing on developing organizations core competency Playing a significant role in changing the team culture Planning an effective training and development programs To increase the organizational performance, the HRM must implement strategic planning in decision making, in redesigning the organization and the work management ensuring financial accountability to run the entire system in a more efficient way to bring success for the team (Truss et al. 2013). Conclusion The above discussions reflect how the organization success is related to the human resource management function. The HR department plays a major role in achieving the goals of the organization by influencing the activities in a most significant way. Therefore, the teams success depends on the performance of the human resource department. HRM and its strategic approach determine the policies to recruit, develop and retain employees in the organization and help the organization to achieve success. HRM helps the employees to increase employee satisfaction levels, and performance and the productivity of the enterprise. This provides a competitive advantage and contributes to the success of the organization. HRM provides the manager the tools and skill to improve the performance of the employees. By utilizing the tools and working closely with the HR professionals, capabilities and potentialities of the employees can be extended and organizational success can be ensured. For this reason, the role of HRM has assumed significant importance in the last decades. Consequently, it has been realized that the effective HR function has the significant impact on the line and staff functions of the organization to ensure success for the organization. References Bal, P.M., Kooij, D.T. and De Jong, S.B., 2013. How do developmental and accommodative HRM enhance employee engagement and commitment? The role of psychological contract and SOC strategies.Journal of Management Studies,50(4), pp.545-572. Beer, M., Boselie, P. and Brewster, C., 2015. Back to the future: implications for the field of HRM of the multistakeholder perspective proposed 30 years ago.Human Resource Management,54(3), pp.427-438. Bondarouk, T. and Rul, H., 2013. The strategic value of e-HRM: results from an exploratory study in a governmental organization.The International Journal of Human Resource Management,24(2), pp.391-414. Gelens, J., Dries, N., Hofmans, J., and Pepermans, R. 2013. The role of perceived organizational justice in shaping the outcomes of talent management: A research agenda.Human Resource Management Review,23(4), 341-353. Hendry, C., 2012.Human resource management. Routledge. Jamali, D.R., El Dirani, A.M. and Harwood, I.A., 2015. Exploring human resource management roles in corporate social responsibility: the CSR HRM co creation model.Business Ethics: A European Review,24(2), pp.125-143. Khattak, A.N., Ramzan, S. and Rehman, C.A., 2015. Organization Development through effective Hiring System: A phenomenological study of business organizations.The Journal of Commerce,7(4), p.152. Lamba, S. and Choudhary, N., 2013. Impact of HRM practices on organizational commitment of employees.International Journal of Advancements in Research Technology,2(4), pp.407-423. Longoni, A., Golini, R. and Cagliano, R., 2014. The role of New Forms of Work Organization in developing sustainability strategies in operations.International journal of production economics,147, pp.147-160. Schalk, R., Timmerman, V. and Van den Heuvel, S., 2013. How strategic considerations influence decision making on e-HRM applications.Human Resource Management Review,23(1), pp.84-92. Shaw, J.D., Park, T.Y. and Kim, E., 2013. A resource based perspective on human capital losses, HRM investments, and organizational performance.Strategic Management Journal,34(5), pp.572-589. Truss, C., Shantz, A., Soane, E., Alfes, K. and Delbridge, R., 2013. Employee engagement, organisational performance and individual well-being: exploring the evidence, developing the theory.The International Journal of Human Resource Management,24(14), pp.2657-2669.