EDU 645 Project 6

Janice Edwards was employed as the new General Manager of Coblenz Boutique Hotel located inGrenada. Janice took up her post in January 2022 as the world was slowly climbing out of theeffects of COVID-19. She is now faced with a unique issue at her organization, a very youngworkforce and it has been increasing difficult to find anyone with institutional knowledge orexperience. During the pandemic, Coblenz Boutique Hotel had to find unique ways to cut cost andstay afloat such as offering its aging workforce over the age of 55 to proceed on early retirement.Now her workforce does not even resemble her clientele, who are retirees in the winter of their lifelooking for a quiet affordable get-away. The younger employers lack the patience and are oftenunable to relate to the guests. Janice knows that a multi-generational workforce is the key to thebusiness success.You have been employed as the Human Resource Manager to assist Janice.(a) Provide two (2) justifications for a diverse workforce.

Janice Edwards was employed as the new General Manager of Coblenz Boutique Hotel located inGrenada. Janice took up her post in January 2022 as the world was slowly climbing out of theeffects of COVID-19. She is now faced with a unique issue at her organization, a very youngworkforce and it has been increasing difficult to find anyone with institutional knowledge orexperience. During the pandemic, Coblenz Boutique Hotel had to find unique ways to cut cost andstay afloat such as offering its aging workforce over the age of 55 to proceed on early retirement.Now her workforce does not even resemble her clientele, who are retirees in the winter of their lifelooking for a quiet affordable get-away. The younger employers lack the patience and are oftenunable to relate to the guests. Janice knows that a multi-generational workforce is the key to thebusiness success.You have been employed as the Human Resource Manager to assist Janice.(b) Recommended and explain four (4) strategies to manage…

Janice Edwards was employed as the new General Manager of Coblenz Boutique Hotel located inGrenada. Janice took up her post in January 2022 as the world was slowly climbing out of theeffects of COVID-19. She is now faced with a unique issue at her organization, a very youngworkforce and it has been increasing difficult to find anyone with institutional knowledge orexperience. During the pandemic, Coblenz Boutique Hotel had to find unique ways to cut cost andstay afloat such as offering its aging workforce over the age of 55 to proceed on early retirement.Now her workforce does not even resemble her clientele, who are retirees in the winter of their lifelooking for a quiet affordable get-away. The younger employers lack the patience and are oftenunable to relate to the guests. Janice knows that a multi-generational workforce is the key to thebusiness success.You have been employed as the Human Resource Manager to assist Janice.(a) Provide two (2) justifications for a diverse workforce.…

Enabling Assessment 13: Key Strategic Leadership Actions As discussed in this module, there are several actions that characterize effective strategic leadership. In this exercise, you will use these actions to evaluate two top-level managers who are widely known and who have served as the CEO and/or chairman of his firm for a long period of time. The length of time these individuals have served their firms allows you to find a wealth of information about their actions as strategic leaders as well as the results of those actions. You can consult each firm's Web site as well as search engines to find the information and materials you will need to complete this exercise. In the chart below, provide an example of each strategic leadership action for each of the two individuals. (Note: You are not being asked to provide an example of the "exploiting and maintaining core competencies" action. The reason for this is that this action is internal to the firm, meaning that it would be difficult…

This case presents a challenge for the leader of the HCO, Theo Hank. Take on the role of CEO in this situation. Question: Describe how, as the leader of the Regional Health System, you would address this problem. Does the case presents any ethical/cultural issues for the organization that have to be addressed. include any management theory that is relevant to the analysis.

st leadership strategy is a business approach that focuses on achieving a competitive advantage by being the lowestcost producer or provider of a product or service in the market. It involves implementing strategies and tactics that enable acompany to produce goods or deliver services at a lower cost compared to its competitors, while maintaining acceptablelevels of quality.Using relevant examples, demonstrate the utility of this generic strategy.

The XYZ's board initiated the strategic plan in 1998 in response to the challenges that were anticipated over the next 10 years. What ensued was a collaborative effort involving the board, management, staff, outside consultants, and external stakeholders. A core team of representatives from all levels of the agency was used to oversee the process. In addition to the core team, a number of other teams were formed to assist with the effort.Conversations between team leaders and team members to achieve goal alignment is sometimes called: * O Stretch goals SMART Smart conversation O Management by Objectives

SWOT Analysis for WALMART ONLY HARMUL CONCERNS - Does the organization have a weak brand presence? - Are resources insufficient for marketing activities? - Does the company lack distinctive products or services - Do current products or services fail to satisfy the needs of customers? - Do current products or services fail to bring value to customers?

Strategic management   With reference to the SWOT framework as discussed in Thompson et a. (2022), identify the major elements of SWOT for Boeing 737 MAX. Based on the SWOT analysis, what conclusions do you draw and what should Boeing’s senior management and leadership do to improve Boeing 737 MAX and the company’s strategy in general?

Supratim Sarkar (Sarkar), head of Corporate Strategy and Operations at TechVision Pvt. Ltd. (TechVision) – an Indian multinational technology company, was a busy man. As head of the Corporate Strategy and Operations function, Sarkar had to manage various tasks with both short-term and long-term implications. He had to juggle between different activities, including heading a committee to formulate a 5-year plan for TechVision to become a $1 billion company by 2025; preparing an annual plan for 2020-21; reviewing the sales performance dashboard that went out to the CEO every fortnight; identifying sales opportunities on a quarterly basis; managing multiple stakeholders, planning and prioritizing the proposals and bid documentation for large deals; creating a robust tool that captured the sales representatives’ performance, and ensuring sales incentive pay-out happened every quarter; ensuring compliance to sales pipeline management; identifying opportunities for account penetration;…

Supratim Sarkar (Sarkar), head of Corporate Strategy and Operations at TechVision Pvt. Ltd. (TechVision) – an Indian multinational technology company, was a busy man. As head of the Corporate Strategy and Operations function, Sarkar had to manage various tasks with both short-term and long-term implications. He had to juggle between different activities, including heading a committee to formulate a 5-year plan for TechVision to become a $1 billion company by 2025; preparing an annual plan for 2020-21; reviewing the sales performance dashboard that went out to the CEO every fortnight; identifying sales opportunities on a quarterly basis; managing multiple stakeholders, planning and prioritizing the proposals and bid documentation for large deals; creating a robust tool that captured the sales representatives’ performance, and ensuring sales incentive pay-out happened every quarter; ensuring compliance to sales pipeline management; identifying opportunities for account penetration;…

Third issue: moral hazard and uncertainty Dear consultant.   We have a cool strategy, but we don’t want to tell people about this, you know, just you. We can reduce the amount of sustainable materials in the products (forks, plates, etc) and replace them with plastic of the same color, but only after we have gathered trust. Someone mentioned something about moral hazard and principal-agent theory dilemmas, but we don’t understand that (we actually don’t care, but you know, the investor is always monitoring us). Should we do this? What do you recommend? We firmly believe that there is no risk to getting caught, because simply in the last 10 months, no one has been caught changing the product features. What is your take on this one, dear consultant?

Scenario Wells Fargo has been up and running for almost a year now. You and your team are beginning to encounter some growing pains within the division. It is time to create some standardization among your leadership team. Question 1 What are the two primary leadership styles you feel would be most effective for the leaders in your organization to demonstrate and why?  Question 2 Name and describe the top three behavioral expectations/competencies you feel are most impactful for your division and why. How will you set expectations around the competencies? Question 3 How will you help build team cohesion among the leaders in your division? What specific opportunities will you provide to help them grow as a team? Question 4 Describe the culture and ethical values you want in your division to uphold. Explain how these will impact your strategies and goals

Business DilemmaThe Broadway Cafe has been in business since 1952 and has never had a single competitor in the neighborhood. One of your employees has heard a rumor that Starbucks might be opening a store a few blocks away. Your staff is worried and is looking to you to provide reassurance that the competition will not affect your business.  PROJECT FOCUS: Determine a strategy for addressing your employees concerns, building loyalty among your customers, and remaining competitive in a changing market.  Be sure to use information technology in your solutions including environmental scanning, competitive advantages, and first-mover advantages.

READ THE ARTICLE BELOW AND ANSWER THE QUESTIONS THAT FOLLOW:TMC Announces Changes to Executive Structure, Senior Professional/SeniorToyota City, Japan, December 3, 2020―Toyota Motor Corporation (TMC) announcedtoday that it intends to implement changes to its executive structure, seniorprofessional/senior management employees, and organizational structure effectiveJanuary 1, 2021.To respond to severe changes in the external environment, TMC, based on its basicpolicy of appointing the right people to the right positions based on the achievementsand experience of each person, has been swiftly and continuously innovating itsexecutive and organizational structures. This year, in addition to clarifying thatoperating officers are responsible for looking over management of the entire companyas chief officers in close coordination with the president, TMC is further innovating byrefreshing its operating officer lineup in response to management challenges as theyarise, the path that the company…

sOURCE: Kenya Airways [Online] Available from:https://www.ide.go.jp/English/Data/Africa_file/Company/kenya02.html [Accessed August 2022]   With reference to the case study, discuss the importance of continuous situation analysis to the success of the airline. Yourresponse should recommend the frameworks that leaders can use to analyse the business situation effectively.

Required: Bank Leumi Case Study  You will explore a number of concepts and frameworks associated with Leader as Beacon and Architect using a variety of case protagonists’ stories. you will have the opportunity to continue to practice with these frameworks but focus your analysis on one case protagonists’ story: Rakefet Russak-Aminoach as she becomes Chief Executive Officer at Bank Leumi. You will learn about the context surrounding the bank at the time that she stepped into the role, and you will make leadership decisions for Bank Leumi as if you were the new CEO.

Please improve our executive summary and our proposed vision and mission of Nestle. Badly need help thank you

What would it imply if, while performing a SWOT analysis, an organization could not identify any opportunities? What if it could not identify any threats?

Scenario: You work for Company XYZ and are assigned to work with the marketing team dedicated to a line of baby products.  Write a 50-word description for a new product, an eco-friendly baby diaper.  Create a name for this eco-friendly diaper.  Be sure to mention the feature and details about the product, and how it differs from other leading diaper brands. Part two of the activity is to answer the following: (1) Who is the audience for business communication? (2) What is the audience’s general attitude toward the product? (3) What does the audience need to know?

In swot analysis, what are the similarities and differences between strengths and opportunities? What are the similarities and differences between weaknesses and threats?

1. If you were in charge of strategic planning for your organization, what changes would you make? Give at least (1) unique strategy in today’s world for nonprofit and profit organizations. 2. When developing and implementing strategy, does the organization effectively balance short and long-term priorities? Why?3. Does the organization need several strategies for differentiation, innovation, customer alignment, and a detailed plan of forecasted strategies? Why? Please answer this thank you

Jones and Shephard Accountants case attached at the bottom: Case Study Questions: 1,Provide a synopsis of the Jones and Shephard case. 2,Highlight three enterprise management causes/considerations and three project management causes/considerations for the situation. Include what seemed to be missing. 3,Consider that you are the systems manager who is now responsible for redesigning the organizational structure. What areas need to be addressed for the transition and how will they benefit the company? How will you interact with the upper managers in the company? How do you make this a transition with the least impact on the employees and the customers? 4,How should the transition to a new project management operation be accomplished? Consider what the enterprise should need to know about project management and the new structure. How much time do you recommend for the transition to the matrix organizations? Be sure to include your rationale. 5,What other organizational changes should be…

Compare and contrast the strategic leadership of Mark Zuckerberg and Sheryl Sandberg (who stepped down as Meta’s COO in 2022, while remaining on the board of directors). Which qualities of each strategic leader stand out to you, and why? Where would you place each individual on the Level-5 pyramid for strategic leaders (see Exhibit 2.2), and why? Is either of them an effective strategic leader? Explain your answers.

Leadership Strategies: The article discusses four major strategies that Cowan used in leading SMHC listed in bullets below.Choose and describe the strategy that you think was most effective and why you believe it was the strategy that worked best for Cowan in SMHC's turnaround. a. Get in their face b. Offer to serve, rather than be served c. Weed the garden d. Give the credit away.

GBC's transition from bureaucracy to business is strategic, timely - Board Chairman Chairman of the GBC Governing Board, Professor Samuel Debrah says his office warmly embraces the ongoing strategic objective of the Corporation as its transition from bureaucracy to business, with the view to enhancing revenue to augment operations. He said with the advent of new media, the country’s media landscape is becoming highly competitive and therefore the State Broadcaster is required to go beyond “business as usual”, and explore innovative ways to improve the content and strengthen its overall funding sources. In an exclusive interview with GBC’s Isaac Asare in Accra, the new Board Chairman said the time has come for GBC to reduce its over-reliance on the central government by keeping pace with the changing times whilst looking out for alternative revenue sources to remain relevant in the media space. Describing GBCs transformation as strategic and timely, Professor Debrah said it…

GBC's transition from bureaucracy to business is strategic, timely - Board Chairman Chairman of the GBC Governing Board, Professor Samuel Debrah says his office warmly embraces the ongoing strategic objective of the Corporation as its transition from bureaucracy to business, with the view to enhancing revenue to augment operations. He said with the advent of new media, the country’s media landscape is becoming highly competitive and therefore the State Broadcaster is required to go beyond “business as usual”, and explore innovative ways to improve the content and strengthen its overall funding sources. In an exclusive interview with GBC’s Isaac Asare in Accra, the new Board Chairman said the time has come for GBC to reduce its over-reliance on the central government by keeping pace with the changing times whilst looking out for alternative revenue sources to remain relevant in the media space. Describing GBCs transformation as strategic and timely, Professor Debrah said it…

Can yo give an example of a contingency plan from hurricane Ian?