Case Study - Lajolla Inc. Essay

As a member of management Clive Jenkins is responsible for boosting employee morale to ensure that company goals are met

The objective of this report was to analyze Vivint-Smart Home Solutions’ performance in terms of organisational culture, management and leadership styles and motivation and how organizations have been affected by them. In this report, we identified that Vivint has an association of Hierarchy and Market organisational culture, relationship-oriented and task-oriented leadership styles and servant leadership style. Moreover, it demonstrated that Vivint has intrinsic and extrinsic rewards. These resulted in successful and unsuccessful practices of Vivint based on the Undercover Boss TV series based on three aspects which have been mentioned above. In addition, this report critiqued the Undercover Boss method for discovering the problems within an organisation and recommended other processes for uncovering issues. The results showed that organisational culture, management and leadership styles as well as motivation played significant roles in Vivint’s performance. Recommendations have been made to improve the unsuccessful practices of Vivint such as training managers to be empathic problem solver, examining and updating the working condition regularly, bonus for employees who give feedback voluntarily on management processes and offering fund to employees who are in need of support.

Some of the general and specific risk factors that pertain to the projected 12 month target price for Loblaw included with our analysis are as follows:

Loblaw Companies is facing the greatest competitive challenge of its recent history with the launch of Wal-Mart into their markets. Having originally entered the market in 1994 through the acquisition of 122 Woolco Stores, Wal-Mart is planning to open their first SuperCenter in Canada imminently. Known for their Every Day Low Price (EDLP) value proposition, exceptionally efficient supply chain, logistics and ERP process execution, marketing aimed at budget-conscious buyers, and product selection,

* From the firings, we can see that management does not share Arnell’s plans for massive changes.

Answer: In our judgement, PepsiCo did not have a moral obligation to divest itself of all its Burmese assets. The reason being:

This paper provided an opportunity to take a deeper look into the country of Japan by conducting a Global Cultural Analysis. Throughout this paper the following four research areas were explored: 1.What is the major elements and dimensions of culture in Japan? 2. How are these elements and dimensions integrated by locals conducting business in Japan? 3. How does U.S. culture and business compare with the elements and dimensions of culture integrated by the locals conducting business in Japan? 4. What are the implications for U.S. businesses that wish to conduct business with Japan?

What are the main duties of each of the positions that comprise Abernethy and Chapman’s engagement team?

Have you ever had a colonoscopy or endoscopy – where they take a camera and look through your mouth down into your stomach; or a camera that goes in your rectum that looks through your bowel and intestines?

One of America’s largest forest products/paper firms with sales of $6.5Billion in 1983 and a net income of $105 million. The case study revolves around Atlantic Corporation’s intention to add linerboard capacity. In order to achieve this goal, they started looking at viable solutions, including purchasing and acquiring mill and box plants instead of through construction and fabrication of new plants and equipment. This included the possible acquisition of Royal Paper’s “crown jewels”, that is, the Monticello mill and the corrugated box plants.

is due to the fact that some of their current customers only buy from special sellers.

Culture is a very important value that is often misconstrued with a foreign country. You have to understand the local law and its role in their society. Americans often think that because Japan has very little litigation, Japanese companies are not concerned about contracts and legal rights. That is an enormous cultural misunderstanding that can lead to major business mistakes. Japanese businesses are very legalistic and concerned with preserving their rights - though they are not litigious, in part because the Japanese court system is slow, expensive and cumbersome.

In summary, the home culture of an expatriate predisposes them to certain behaviors and situations. It allows them to operate efficiently in that environment. However, moving to the host-culture changes that operating environment and makes their 'mental software ' less efficient and effective. Culture is clearly a relevant variable when expatriating employees and their families for international business assignments. Training can be applied to ameliorate these effects. Also, training provides insight into the procedural, substantive and informational aspects of their work and personal life in the host location.

Whenever a company is entering a new market it has to take into consideration the cultural differences between countries. Based on the case study analysis, the difference between the two countries in terms of eating out habits and eating preferences seem not to be understood by the Denver headquarter. Denver headquarter believes that it can enforce the same business model applied in the U.S to its stores in China, regardless of local preference. In addition, Foster seems to lack knowledge about the Chinese culture because she was not familiar with the market in China, as she had no experience working internationally. There was a lack of cross-cultural communication between Chen and Foster; even though, Chen had experienced both cultures while studying abroad in the U.S.

From the beginning, there was no preparation from Kelly’s company to assist her with the culture and customs of Japan. They failed to provide her with information on proper ways to communicate with her Western counterparts. Additionally, Kelly experienced a language barrier and only had limited Japanese which she self-taught on the flight to Tokyo. Without formal knowledge of Western ways Kelly clashed with Japanese culture when she placed the CEO’s business card in her pocket without looking at it. Had Kelly been informed she would have known to review the business