Bank of America or Mcdonald’s Case Study

Employees who have experience in leadership and have been in the industry a while would be in the talent pool called leadership talent. The next key concept after the employee has been placed in the talent pool, is to establish a planned development program which share and teaches them the business knowledge and well as professionalism, teamwork and leadership development. Another key concept is the increase of retention of employees identified in the various pools. One of the first key concepts of talent management for this “for-profit” organization is to develop talent and identify functional areas is linked to the business strategy. After you review the business strategy to ensure linked to the functional areas, you identify the focus areas. Next you identify and define the organizational capabilities, then define key leaders. Assess and define individual functional standards. Then identify and build talent systems components, and then measure impact and effectiveness. To help achieve these steps mentioned above you must implement a structured selection process. Develop a career development program that also assesses talent. Implement formal learning and developing programs. Merge functional competencies integrated with the performance management systems; measure and assess your outcomes and then reward and recognize employees that have excelled in the programs. The key components for the employee would be Selection; Development; Succession; and

Unlimited, endless, fast food choices, and yet there are two that stand out above the rest. McDonald’s and Burger King are the two biggest burger fast food chains in the world. So let me ask you this, who has a better menu? Who’s Cheaper? And which one is healthier? This debate will once and for all come to an end, once all of these points have been met throughout my paper. McDonald’s vs. Burger King has been a long running argument. You will finally come to realize that McDonald’s is the better choice for you.

About everyone at some age, at some point or another, and in some country has gotten a sample of American's symbol for fast food through the golden arches of McDonald's. This report will attempt to analyze the external and internal sectors that affect the company's success. The external analysis will provide opportunities and threats while the internal analysis will show indicators of strength and weakness. It will then follow up with critical issues, strategic alternatives, recommendations and implementation. The case studied is found in Appendix 2 of Mary Coulter's "Strategic Management in Action" book.

* Create real goals. Real goals are specific, achievable, prioritized, measurable, supported by action plans, aligned with the company, linked to your goals, and accepted by you and your employees. It is vital to the success of the company, your success as a leader and the future of

McDonald v. Chicago, 561 U.S. 742 (2010) is a landmark decision of the U.S. Supreme Court involving Amendment II and Amendment XIV in 2010. Amendment II states that individuals has the right to “keep and bear arms” and Amendment XIV protects a citizens rights from being restricted from the states through the due process of law clause.

In order for the corporate lending unit to meet the goal of cutting 15 percent of the operating cost, a redesign team comprised of volunteers from the different departments of the unit. The purpose of this redesign team was to develop a design for the account management team that will streamline the departments function when it comes to serving its customers. This design will allow more resources to be readily available to customers through the Internet. Also, this team will be addressing reorganizing and designing new roles for the AMs to work more efficiently when it comes to addressing the needs of the customers. The development of this team is considered more of transformational leadership, where the GM pushed the senior management team to encourage their employees to volunteer and have a say in the mission to meet the goals of the unit.

The McDonald V. Chicago case was argued March 2, 2010 and was decided on June 28, 2010. This case was a very large step toward citizens being able to “keep and bear arms”. The case decided if the second amendment applies to individual states. Most believed that the states could not overpower the second amendment with their own rulings. Otis McDonald, a 76 year old Chicago resident, felt that he was no longer safe in his own neighborhood. Gangs and drug dealers were taking over and he felt that the shotguns he owned for hunting purposes were not adequate protection. His home had been broken into five times and the most recent robbery was committed by a man he recognized from his neighborhood. Mr. McDonald decided that a handgun would be a better means of self protection but was unable to purchase one due to the Chicago city wide handgun ban of 1982.

1. Evaluate Family Dollar’s retail strategy. Will it work in both good and bad economic times?

The legal question in the case would be “Does second amendment apply to everywhere or can states and cities overturn it”. In the case McDonald vs. Chicago, the case was only applied for a man defending himself, and 2nd Amendment only protects a right to possess a firearm. However for the case District of Columbia v. Heller the Court declined to say whether the 2nd Amendment not only applied to the District of Columbia, but also the states and local

The coalition set up for LC will serve an instrumental role in developing, analyzing, and disseminating information to the rank and file employees at LC. However, it should be pointed out that the initial selection of coalition team members may prove to be one of the most important aspects of the change initiative. Poorly selected, unqualified or otherwise circumspect individuals who “leech” their way onto a planning and implementation team such as this one, tend to force more attention onto their own needs rather than on the needs of the organization. A further refinement is in order, however.

The leadership at Fifth Third bank motivates the employees to embrace change, share innovative ideas for improvements, and initiates solutions. Along with that, the bank encourages the employees of the bank to stay involved with the community by have a variety of events. By doing so, the bank drives community involvement and builds relationships with the community. Fifth Third is very supportive of employees donating their time and resources to community organizations whether they are bank sponsored or not.

In the documentation phase of the New Leader Integration the consultant takes all the data obtained from the interviews and he creates a document that will be the new leaders “blue print for success” (Burroughs, 2011). The length and breadth of the document will differ based on the amount of information contained within the document. The information will be given to the new leader before he begins work and the document will have the designation of “Confidential” (Burroughs, 2011). This level of security is used to ensure the privacy of all parties who provided information. In addition, only two copies of the document will be printed, one for the new leader and one for the consultant to use in the follow-up step. The new leader will read the entire document taking particular interest in how the organization views success.

The Dollar General is an American wholesale company that was first initiated in Scottsville, Tennessee by Turner and Cal Turner. Its headquarters are located in Goodlettsville, Tennessee. The mission statement of the Dollar General is "Serving Others." This mission statement helps to bring out the innate requests and intentions of the company in the United States of America and other countries in the world. The company has a vision that describes how it manages to cater for four different types of people. These four groups of people include the customers, the community, employees, and shareholders. Within these categories of people, Dollar General aspires to serve others through deliver of price quality and terrific prices for customers, opportunity, and respect for employees, a superior return for shareholders and a better life for the communities.

Leaders hold ideas for the futures and use this to strive towards future goals in order to support and provide the best possible outcomes for each individual (Robins et al, 2009).

Over the last four years, I’ve delt a great deal with RFID supply chains, and have seen first hand the positive advancements that are made with them. If given the opportunity to lead this project with your company, I believe I can close the gap between Intel and it’s competitors.