Monopoly for the Potato chip industry Essay Example for Free

Monopoly for the Potato chip industry Essay A monopoly is a company that provides a product or service for which there are no close replacements and in which significant barriers of entry can either prevent or hinder a new company from providing competition (Case, et al. , 2009). Take into consideration the potato chip industry in the Northwest are not only competitively structured but are in long-run equilibriums. The firms were earning a normal rate of returns and were competing in a monopolistically competitive market structure. In 2008, two lawyers quietly bought up all the firms and then began operations a monopoly called â€Å"Wonks†. For them to operate efficiently they had to hire a management consulting firm, which will estimate the different long-run competitive equilibrium. With this change comes several important things to consider that will be effected one being the stakeholders involved, price changes and the market structure to be most beneficial to the new corporation. By consolidating the oligopoly members of the Northwest potato chip industry, located in the United States, the legal professionals created a monopoly (Lindblom, 1948, p. 671). By taking away competition in the region, Wonks would now control their position on the market demand curve, where they can go from the produced quantity, to price point, even to where the product can be sold. Monopoly by definition is, â€Å"exclusive control of a commodity or service in a particular market, or a control that makes possible the manipulation of prices,† (Monopoly, 2012). In all actuality a package product like a potato chip could not hold market domination for long. Other manufacturers will transport their product into this region like paying slotting allowances, in order to obtain products for placement on the supermarket shelves. An industry that that comprises just one firm producing a product for which there are no close substitutes are called monopolies (Case, et al. , 2009). Although a monopoly has no other firms to compete with it still constrained by market demand (Case, et al. , 2009). With that said a monopoly must choose both price and quantity of outpost simultaneously because the amount that it will be able to see depends on the prices is sets. However if the price is too high, it won’t sell anything. Thus a monopolist will set prices to maximize profit (Case, et al. , 2009). Stakeholders will both benefit and be hurt by the assembly of the new market domination. The Government will receive more revenues for taxes as the prices are raised and new income is earned for Wonks Industry. In the even that the business looks suspicious they may be forced to respond to a demand from other potato chip producers or consumers, to protect them from inappropriate or unfair trading practices (Lindblom, 1948, p. 671). Some cooperating enterpises like supermarkets or corner stores, are more than likely to see an ability to sell Wonks products at higher prices to consumers, perhaps motivated by higher prices being charged to them by Wonks. Since Wonks are assumed to be the only potato chip industry in town the stores can agree to higher prices. They do this because the demand will be higher if the competition is lower (Lindblom, 1948, p. 671). Consumers on the other hand won’t see any advantage, since the only difference in the market is not having any competition (Case, et al. , 2009). Inevitable price increases will come until a consumer refuses to pay the price. Because of that the company will have to reach a point on the demand curve where they will charge only what the customer will pay for the product (Case, et al. , 2009). Many technological and strategic forces shape market structure, including economies of scale, cost of differences among firms, entrants’ expectations and entry barriers (Bresnahan, 2012, 531). The empirical models of market structure from qualitative chose models of firms’ entry decisions. The models are presumed that we do not observe entrants’ revenues or costs (Bresnahan, 2012, 531). Economic models are used to study market concentration in retail markets for new automobiles. One entry summarizes the competitive cost of entry. The second statistic measures the presence of entry barriers or differences in entrants’ fixed costs (Bresnahan, 2012, 531). Monopolistically competitive firms realize that the decisions they make will be reacted to by other members of the club (Case, et al. , 2009). Pricing will be profitable and comparable, product will be widely available, and vendors will try to attract certain segments with pricing or product offerings (Case, et al. , 2009). It is likely the pro-monopoly potato chip companies made similar margins, their products are found next to each other on super market shelves, and the companies were similarly profitable (Bresnahan, 2012, 531). Enterprises derived from Monopoly ran industries, will stay to look for ways to maximize their profits (Case, et al. , 2009). This will allow products to remain the same, therefore nothing will change in how their were offered. The delivery will be consolidated, but plants not having cost advantage will be left behind in favor of lower cost facilities (Case, et al. , 2009). When a monopoly becomes empowered the product mixes will be reviewed and the low production/less profit generating product will be eliminated (Case, et al. , 2009). In doing so a consumer could find one type of chip when there were actually three different types of chips available. The size of the products being offered, as well as the prices and the volume of the products will be tampered with as a result of market forces not influencing these decisions. (Case, et al. , 2009). Between monopoly and perfect competition are a number of other imperfectly competitive market structures (Case, et al. , 2009). Oligopolistic industries are made of a small number of firms where each has a degree of price setting power. A Monopolistically competitive industries are made up of a large number of firms that acquire price setting power by differentiating their products or by establishing a name (Case, et al. , 2009). The sort term life of a monopoly market forces and consumer demand will all act to make the monopolistically competitive firm the best for both Wonks and for consumers. This can be assessed through the Sherman Anti Trust Act to agencies like the Federal Trade Commission and the Department of Justice. A monopolistic competitive firm enjoys some of the advantages of both monopoly and free enterprise (Case, et al. , 2009). The Chip market has barriers that will act to keep all the players in the chip market safe, and margins will be protected while business are happy with their market share. They can also produce and sell with the knowledge that they will not have to manage production volumes or pricing in their marketplace. Some members of the oligopoly will enjoy harmonious business times (Case, et al. , 2009). Consumers can benefit from limited competition and have product provided at prices the free market will set. product shortages, elimination of marginal products, price spikes will not affect their marketplace (Case, et al. , 2009). The chips will be available where the consumer expects and at price points they expect. The price will decrease or increase which will be industry wide this will keep from the producer from being singled out for price increases (Case, et al. , 2009). A monopoly is an industry with a single firm in which the entry of new firms is blocked. An oligopoly is an industry in which there is a small number of firms, each large enough to have an impact on the market price of its outputs. Firms that differentiate their products in industries with many producers and free entry are called monopolistic competitors. A monopoly is a company that provides a product or service for which there are no close replacements and in which significant barriers of entry can either prevent or hinder a new company from providing competition (Case, et al. , 2009). With this change comes several important things to consider that will be effected one being the stakeholders involved, price changes and the market structure to be most beneficial to the new corporation (Case, et al., 2009). By taking away competition in the region, Wonks would now control their position on the market demand curve, where they can go from the produced quantity, to price point, even to where the product can be sold. Stakeholders will both benefit and be hurt by the assembly of the new market domination. Monopolistically competitive firms realize that the decisions they make will be reacted to by other members of the club (Case, et al. , 2009). Bibliography Bresnahan ,Timothy F. Reiss, Peter C. Entry in Monopoly Markets. The Review of Economic Studies. Vol. 57, No. 4 (Oct. , 1990), pp. 531-553. Case, K. E. , Fair, R. C. , and Oster, S. E. (2009). Principles of Microeconomics. (9th ed). Upper Saddle River, New Jersey: Pearson Prentice Hall. Lindblom, Charles E. The Union as a Monopoly. The Quarterly Journal of Economics , Oxford University Press Vol. 62, No. 5 (Nov. , 1948), pp. 671-697 Monopoly. (n. d. ). Collins English Dictionary Complete Unabridged 10th Edition. Retrieved October 08, 2012, from Dictionary. com website: http://dictionary. reference. com/browse/monopoly.

Self Directed Learning in Nursing

Self Directed Learning in Nursing Introduction Self-directed learning is important for the ongoing professional education for nurses. In its broadest meaning, â€Å"self-directed learning† (SDL) Explains a process by which individuals take the initiative, with or without the assistance of others, in analyzing and identifying their learning needs, creating learning goals, recognizing human and material educational resources, choosing and implementing appropriate learning strategies and evaluating learning outcomes. (M. Knowles, Principles of Androgogy, 1972). This is the reason that positive outcome for nurses to being self-regulated. This paper will argue that motivating nurse to be self-directed, plays an essential role in improving professional self-regulation in nursing education and the positive responses to motivational factors in accordance to self-directed learning. Background Nurses within the current health profession and education need motivation to be self-directed. Students are often motivated by a wide range of factors. According to statistical data evidently shown from Julie A. Regan has stated in response to students that motivation to SDL, student responded to 19 different aspects of statements about what motivates them towards self-directed learning (refer to appendix). The most outstanding result was that 100% (a quarter of 97%) of student respondents agreed that a good lecture motivated them to direct their own learning. This level of agreement was also redirected in the focus groups but it is acknowledged that students mentioned to any form of classroom activity as a lecture. Students in the focus groups were motivated by different factors, at different times and in different areas of the curriculum. Negative responses to motivational factors in regards to table 1, indicates a low level of disagreement with the motivation identified by the foc us groups. Thirty percent of students disagreed that strict tutors motivated them, which represents the highest level of disagreement. As only a small number of students had agreed with these statements, it may be argued that most were doubtful or misunderstood. This evidence applies to the level of motivation required, especially within the health care profession. Body 1 Motivation in relevance to self-directed learning is vital to nurses in order to overcome some difficult aspects of independent self-regulation. Two studies were conducted to prove that motivation is the key for student nurses to exceed. Student nurses were seeking feedback from their teachers but were unable to get good feedback, so it became upsetting and put more stress on students. Motivation is acknowledged as one of the most significant psychological concepts in education (Julie A. Regan, 2003, p.593–599) because of its well-established relationship to learning and performance outcomes, motivation in education has become of great interest to researchers (Julie A. Regan). Student centered approaches to teaching and learning are increasingly being adopted in nurse education and there is pressure to deliver programs with reduced classroom contact (Kenny Kendall, 2001, p. 648). It considers challenges to ensure new courses accommodate these approaches, at the same time as p romoting student motivation. Student motivation needs to be more advanced if teachers are attending to students but all that is required is to attend, not necessarily to participate or interact in any way. Therefore motivating students is part of the tutor’s role if they choose to adopt student-centered approaches to teaching and learning. (Entwistle, 1998) Traditionally this has not been the case and that motivation has been thought of as the responsibility of the student. It is suggested that this was the case in nurse education when it was assumed that such a ‘vocation’ would only attract self-motivated students. If this ever was the case, it is certainly not so today. Related studies prove that although two studies were published in 2001 which examined students perspectives of SDL, neither looked specifically at motivation in relation to SDL (Lunyk-Child et al. 2001; Hewitt-Taylor 2001). However, both studies found that a lack of specific guidance and feedbac k was frustrating for students and caused anxiety and distress. Students also found the inconsistency amongst tutors regarding the level of input they were willing to give in relation to SDL frustrating (Lunyk-Child et al. 2001; Hewitt-Taylor 2001). Feelings of frustration, anger and anxiety could affect motivation. Body2 In nursing self-regulation is important because a major function of education is the development of lifelong learning skills. After graduation from high school or college, young adults must learn many important skills informally. It is emphasizing the independence as well as it can be control by the individual who displays regulates actions toward goals of information acquisition, increasing skill, and self-improvement (Zimmerman, B.J. (2008). In particular in Nursing, self-regulated learners are aware of their academic weaknesses, strengths and they have a list of strategies as well as it can be properly apply to challenge the day-to-day tackle of academic tasks. In addition these learners hold incremental beliefs about intelligence and attribute their successes or failures to factors in their control (Zimmerman, B.J. (2008).Nurses need to have beliefs about intelligence and attribute because they can apply it upon demand and relate to tasks, becoming a self-regulated learner. It is successful because nurses can control their environment. They use this control by regulating their own actions toward their learning goals. http://buddymurr.edublogs.org/files/2009/05/adlt-601-best-work.pdf Self-directed learning readiness and nursing Body 3: Self-direct learning signify a readiness to learning ways to confront solve the problem in nursing environment. The result of these studies provides details which are relevant outfits for educator in human resources workers. â€Å"Learning readiness discusses to how likely a person is to seek out knowledge and participate in behavior change. Individuals go through various stages in order to adopt or maintain anew health behavior. In the pre-contemplative stage, the person is generally not aware of a problem or not ready to act. In the contemplative stage, the person is thinking about a change, but is not yet taking action. In the action stage, the person adopts a behavior change and is practicing it. In the maintenance stage, the person retains the new behavior as a result of reinforcement. â€Å"(Nacho ben2012) Exertlea As Zimmerman, B.J. (2008) has stated there are three important characteristics of self-regulated learning a nurse should have http://www.ifeet.org/motivation_in_nursing_management.html http://buddymurr.edublogs.org/files/2009/05/adlt-601-best-work.pdf appendix Zimmerman, B.J. (2008), Motivation and Self-Regulated Learning: Theory, Research, and Application (pp. 297–314). New York, NY: Routledge.

Essays --

Jack Owens 12-18-13 Government President paper Andrew Jackson Andrew Jackson was born on March 15, 1767, in the Waxhaw settlement, a community of Scotch-Irish immigrants along the border between north and south Carolina. As far as I know they are still disputing his place of origin. he claimed that his place of origin was actually south Carolina though in my opinion if he said he was from there he was from that location. His father had died before his birth Andrew’s mother had three sons and was living with her Crawford relatives. Jackson was attending local schools and received an elementary education. When the revolutionary war ended Jackson’s immediate family had been wiped out fighting in Carolina backcountry was especially savage, a bombardment of ambushes, massacred and sharp skirmishes. Jackson’s oldest brother Hugh enlisted in a patriot regiment and died at Stono ferry, according to the article he was said to have died form heatstroke from heatstroke. Too young for formal soldiering, Andrew and his brother Robert fought with American irregulars. In 1781, they were captured during this time Jackson was told to clean a british officers boots and refused which then drew to the officer to slash Jackson with his sword also in that time Robert contracted smallpox, which he died shortly after their release. While trying to retrieve his nephews from a British prison ship Andres mother also fell ill and later died. An orphan and hardened veteran at the age of fifteen. Jackson drifted, he taught at a school for a little amount of time. Then he started to read into law while in north Carolina. After admission to the bar in 1787, he accepted an offer to server as a public prosecutor in the new mero district of north Carolina, west o... ...vancing enemies with artillery and rifle fire. The British casualties exceeded two thousand Jackson ended up only loosing thirteen to death with fifty-eight wounded or missing. With both sides not aware of the treaty of Ghent ending the war had been signed two weeks earlier, so the battle had no effect on the outcome. Still, this victory with it’s tremendous casualty ratio. The idea of untrained and volunteer soldiers against veteran British soldiers was astonishing. Jackson was then seen as a hero next to George Washington. Jackson remained in the military after the war. Late in 1817,he received orders to subdue the Seminole Native Americans, who were raiding across the border from Spanish Florida itself. He captured its bastions at St. Marks Pensacola and arrested, tried, and executed two British nationalists whom he charged with abetting the Native Americans.

Country Music from the 1940s Through the 1950s Essay -- essays researc

Country Music from the 1940s Through the 1950s   Ã‚  Ã‚  Ã‚  Ã‚  Changes in the Recording Industry -In the 1930s there were basically three types of radio stations: the large networks, the network afilliates,and the idependent stations. -Agroup called the American Society of Composers Authors and Publishers (ASCAP) was in control of the song copyrights. -At the end of the National Broadcasters Company’s contract, ASCAP wanted it renewed at the price of 9 million dollars. -NAB ofcourse said no way and developed their own network called Broadcasters Music Inc. (BMI) -Slowly people were signing with BMI, most important was Ralph Peer’s Southern Music Publishing. -When the disputes were finally settled in 1941, popular music had changed drastically. -On the tail of the broadcasting ban, the musicians’ union, American Federation of Musicians (AFM) went on strike. -In anticipation of the strike the large companies had been stockpiling records. -The American people were hungry for new music, so they accepted the independent stations of the majors. -Over the span of the next few years the American public would embrace this music known as â€Å"Western.†   Ã‚  Ã‚  Ã‚  Ã‚  Country Music in the World War II Years -The American presence in World War II redefined many American’s commitment to their country. -By 1939, the Grand Ole Opry had become the most popular and important music show on the radio. -The four-and-a-half hour program was condensed into three hours. -Th...

Ansel Adams :: essays research papers

Ansel Adams   Ã‚  Ã‚  Ã‚  Ã‚  Ansel Adams was born in San Francisco, California and his very early interests were more in music and other things than in photography. He hoped to one day become a professional of some sort in this venue. Adams, known for his great pictures of the western side of the United States, first took pictures in Yosemite National Park in 1916. This experience was so touching to Adams, he took it as a life long view of inspiration. Every summer he returned to Yosemite National Park to take more pictures. He also developed an interest in the conservative movement going on in the United States at the time. By 1920, he had become part of the Sierra Club, a group that wanted to preserve the western beauties. In 1927, Parmelian Prints of the High Sierras was published. This was Adams' first portfolio. After marrying Virginia Best in 1928, Adams became a professional photographer for the Sierra Club. In 1930, after meeting Paul Strand, another photographer, Adams devoted his life to photography. 1931 was they year that his work was first put into the Smithsonian Institution. Adams and some other Western United States photographers all came together in 1932 to form a group called f/64. They were devoted to making technically flawless prints of nature and the wilderness. Adams opened a gallery of his work in 1933 in San Francisco, The Ansel Adams Gallery. He published many prints including his first, Making A Photograph. In the following years, Adams moved to the Yosemite Valley and explored the Southwest with fellow photographers, Edward Weston, Georgia O'Keeffe, and David McAlpin. Around the time of World War II, Adams got a job as a photomuralist in Washington DC for the Department of the Interior. During 1944 and 1945, Adams lectured and taught courses on photography at museums. This teaching was followed by the establishment of one of the first departments of photography at the California School of Fine Arts in 1946. Throughout 1950 he made trips to Hawaii, Alaska, and Maine, and in that year he published Portfolio 2: The National Parks and Monuments. Dorothea Lange collaborated with Adams on his next project on the Mormons in Utah. By 1955, he had created a workshop in Yosemite and published Portfolio 3: Yosemite Valley under the Sierra Club.   Ã‚  Ã‚  Ã‚  Ã‚  Adams pictures always were aimed at getting pure darks and lights to get a range of tones for perfect clarity.

Campbell and Bailyn’s Boston Office Essay

Executive summary: This case was about issues that Ken Winston, the regional office manager Campbell and Bailyn’s Boston Office faced with as a result of the two recent changes in organizational structure and performance management system to react to the dynamic of the industry and market. The issues created by these two changes were process complication, limitation in competitive advantages, and discouragement on internal collaboration. We recommend Winston to engage KAT and sales specialist team, define measureable goals to each individual, set up one common organizational goal and make it as part of the performance assessment and hold more company events to encourage collaboration and relationship. With this solution, Winston will be able to ease the process, build stronger sales team, maintain market share, gain sales, maintain profit and create good and healthy working environment within the organization. 1. Situation analysis Campbell and Bailyn (C & B), found in the early 1900s and based in New York, was one of the five largest investment bank in the worlds. The firm has good reputation and was doing well in all segments of the investment banking industry. Within the firm, the bond division, which had been the fastest growing unit, had eight regional sales offices around the world. After New York, the Boston office was the largest. Due to the size and the revenue volume, Boston sales group was often used as a bellwether not only for new products but also for management ideas. Ken Winston, the office head, had a long history and profound experience in bond sales, was appointed in 2003 to be the Boston regional manager with the belief by the senior manager to be the supporter and coach to build and grow the local sales team. During the past 10 years, the banking industry changed dramatically. More players came. More products were created to cope with different demands in the market place. It was harder to sell to maintain volume. It was required more bandwidth and better understanding on a more complicated debt instrument to survive. In addition, margin was shrunk due to entrance of low-service, low-price brokers. For those higher-margin products, it was required deep  knowledge and expertise to market and make the sale. In early 2007, the financial crisis and the meltdown in the mortgage-backed securities market directly impacted to the sales force in the C & B and Boston office. Winston had to make two strategic changes in order to maintain the sales growth and operate more effectively. The first move was to create the â€Å"key account team† KAT. Legacy, the five generalists in the taxable bond division sold the entire product line and managed their own list of customers. Winston had combined these generalists and assigned each of them to a specialty sub-segment of the firm’s product offerings. The goal was to enhance the sales team expertise on product details and focus each individual on just one area with in-depth knowledge. Changing from maintaining their sales on customer wise to product wise, they shared their customers, for the first time. For the past several months, there are certain number of customers enjoyed this new change as they see the new sales team more invaluable. Yet there were customers unhappy and perceived it as more complication. Also, some sales people found it complicated themselves on those large and multiproduct trades given the number of people that needed to be involved. Another bigger concern of Winston was the limitation on the natural salesmanship of his people due to this specialization. The second change was to implement new performance management system, called â€Å"multisource† appraisal. The performance review was no longer the combination of sales volume and own manager assessments. It was then a mixture of several factors which included peer review and feedback from traders, product manager, researchers, sales, profits and manager observations. This change aimed to better the collaborations between regional sales force and cross functional teams as well as encourage the sales team to improve gross margin and profit. After the several months of change, there was an up-tick in profit margin. However, there was a risk of losing sales volume with gross margin focus. Besides, the sales team expressed their frustration. They recognized the potential of being scrutinized by other functions as part of their performance management review Below was the Boston office structure before and after the change Before After 2. Problem Diagnosis: Preparing for the annual year-end meeting, Winston had to present on these  new two changes. Observing customer reactions, hearing comments directly from his sales team, he knew clearly the strength and weakness of the new changes. The new KAT team formation did provide value to some customer, yet, it created confusion, more work and complication at both customer end and C & B sales team end. Customer had to deal with multi people instead of a single contact point. More people were required to be involved in large deal. More calls and meeting were needed. The decision of introducing the KAT team had missed the engagement and input from the specialist team who were experts on specialty product. Fair process believed engagement not only communicated management’s respect for individual and their ideas but also encouraged refutation sharpened everyone’s thinking and built collective wisdom (6). There were lack of collaborations and a smooth process within the organization . In addition, the sales team spent more time in house to figure out the new process and fulfill its requirements rather than spent time to meet and entertain customers which was used to be key part of their job and potential source of generating more deals and sales. They lost their connection with customer. Callahan, who was appointed as the nominal head of KAT team, received comments from one of his major accounts, Ashland Capital, expressed the concern on the reducing engaging between the sales and customer since the change was in place. Moreover, the fact that each individual was given a specialty limited his/her natural salesmanship. This specialization might also lead to a siloed organization structure which was definitely not the strategy. Michael Goold and Andrew Campbell stated that in formulating a strategy and organizational design, a company had to address two factors which were identifying the right market and defining the right methodology to gain the an advantage over competitors in those market (6). Many companies ended up with impeding the market strategy rather than furthering it while doing the organizational design changes. One of the failures was to create divisions among units that make it difficult to operate and increase competitive advantages (6). As the members of the KAT team could not sell other product lines outside their assigned specialty, it was difficult for them to expand their customer base. This was not helpful to compete with other competitors. With new compensation system, the organization faced the risk of losing volume sales as well as creating an inner warfare among the team me mbers and unhealthy working environment  between cross functional teams. Since the performance was based on profit, the sales team would rather choose to close a small deal with high gross margin rather than large deal with moderate margin. Peer feedback was part of the review narrowed the information sharing between coworkers. People were more conservative. This failed the purpose of bridging the knowledge gap between sales and product. Besides, since inside relationship and performance were then important, the sales people cared less about their clients and ignore the element of customer service that was a prior differentiator. The new KAT team and performance management system created process complication for both customer and sales people, risk of losing sales volume, risk of losing competitive advantages, and failure to foster the sales team expertise and build an effective operation process within the organization. These issues had to be fixed in order to win customer satisfaction, gain market share and build a well-organized and well-functional org anization. 3. Alternative solutions Solution #1: Merge key account team and specialist team Team up KAT and specialist into one small team. Move sales specialist from specialist team to be pair with each KAT member to create team for product specialization. Table below shows the new suggested structure. Pros: This combination will create more energy and synergy for each specialty sub segments product. KAT team will receive additional supports from sales specialist especially specialist can provide insight in term of how to handle deal from product specialization perspective. It also allows sales KAT team to have more time and bandwidth to target new customer and maintain relationship with key customer accounts. Sales specialist will have an opportunity to deal with bigger accounts which helps them to better their account managing skill and build relationship with major customers. Cons: Changes after changes will create more confusion to both customer and internal team. KAT member and sales specialist will need to spend a lot of time together in order to understand both side and become team. This change requires an absolute support and alignment between the two teams which is  hard to guarantee. Just like every merger, it may run into the risk of having resistance from inside. Sales specialist may not be willing to provide support to KAT because it creates more work for them. They will have to spend time and effort to learn about the new major accounts. If this change does not come with clear direction and well-defined implementation plan, it may make the situation worse. Solution #2: Add more resource to KAT and increase engagement from both team and customer Hire more people to provide the team more support and help. One sub segment product can have one main specialist and one helper. Implement regular inspection and feedback sessions from both the team and majo r clients. Pros: With the helper, the main KAT specialist like Callahan, Jenifer, and John can spend more time on customer relationship building and find new customers. Regular feedback within internal team and from customer side will ensure smooth process and customer satisfaction Cons: Hard to find the right bond sales people. At that time of the economics, it was difficult to recruit bond sales people. This type of job required very unique skill set and characteristics. Candidates had to be outgoing, extremely self-motivated and street smart. Take time for new members to learn and adopt the new environment. It would be a while before these new people, if they can be found, can be on board and helpful. This is not a good timing as these issues need be immediately addressed Solution #3: Multi approaches Engage specialist to support KAT member in term of process. Improve the performance management system by defining more measurable goals for each individual. Add one common team goal to encourage collaboration and information sharing. Hold more internal events to build the teamwork environment and bridge the gap of internal relationship. Pros With the help of sales specialist, KAT member can reduce some time on the process and administrative work to spend time on building relationships with their clients above and beyond the details of the job. Measurable goals for each individual will reduce the risk of inner warfare. Weigh the sales  volume and sales profit equally will boost the sales volume again. Common team goal will present the threat of sales member keep information for herself/himself because he/she is afraid of others will take the chance and perform better. If 20% of the compensation will be depended on the whole organization financial performance, the sales people will help each other, sharing information and customer relationship so that they can all earn this metric. This is a great methodology to inspire people to contribute to one common goal. Additional internal events such as summer outing, weekend retreat, team informal get together help to bring people together. They can talk, share and reduce the re sistance between employee when it comes to time of asking for help or support from each other. Cons Challenge of getting support from sales specialist. They can refuse due to lack of bandwidth. This may very well happen because supporting KAT is not one of their performance metrics. Winston will need to work very closely with his team on defining those measureable goals in order to prevent confusion. Employee needs to understand clearly the details of their goals, the benefit on achieving them and how to get there. Additional events add cost to expense. If the employee can not get the benefit from them, it is just wasting time, money and efforts. 4. Recommended solution: Solution #3: Multi approaches This solution is a combination of several approaches to tackle those different issues caused by the new two changes. Support from sales specialist will better the business process and ease the workload for both KAT and customer. Loss of sales volume and inner warfare are addressed by defined measurable goals. Setting one common goal as part of individual performance metrics establishes win-win situation. It builds the connection among all sales people and prevents the risk of loss sales due to self-performance competition. In addition, this step will solve the issue of limitation on salesmanship when converting to sell on specialization. The sales people can still discuss and work with customer on other product line and then pass the opportunity on to the right person. Again, one member win also means the whole team wins. Winston needs to work closely with both KAT and sales specialist team to ensure the willingness to support from the  sales specialist team. He needs to make sure both side can see the benefit and agree on the future path. Individual goals for each member have to be a compromised. Each of employees needs to agree on goals set up for them. Winston also needs to communicate clearly on the goal and approach. There should be also an action plan for each member set up between Winston and each team member clearly defined how and what to reach the goals. The important factors of this change are good decision making on what needs to be done and good implementation plan on how to get it done. Paul Rogers and Marcia stated that decisions that drive the business execution are as crucial as strategic decisions (8). Making sure the organization operates effectively is as important as wining more customers and beating competitors. How organization is run will determine how many sales it can get and how well it can sustain and grow. Lastly, company events are best practice, create family-like working environments and foster the company culture. According to Rob Goffee and Garet Jones, some of the best ways to increase sociability within organization are to hold employee gatherings inside and outside office (147). It is important to make sure these events enjoyable so that they can create own positiv e, self-reinforcing dynamic. 5. Implementation plan Hold meeting to communicate the new plan to whole bond sales division. There will need to be a formal meeting to announce the plan, as well as communicate what employee may expect from the manager and what manager will expect from the employee Schedule individual meeting with each of KAT team member to set up measurable individual goals Set up the common company goal and formally announce it the whole team After the first meeting, schedule one on one meeting to follow up. One on one meeting is very important since it keep the connection between manager and employee. Also, it keep track with employee status and also provide chance for both to raise and hear feedback from each other Identify event calendar and publicly communicate. Determine major company event days such as summer outing, end of year party, etc†¦ and put it up as company calendar. Preference: 1. Michael Goold and Andrew Campbell Blenko. Do you have a well-designed organization. March 2002. Boston MA: Harvard Business School Publishing 2. Cham Kim, W and Mauborgne, (2003) Fair process. Harvard Business Review 3. Paul Rogers and Marcia Blenko (2006). Who has the â€Å"D†, January 2006. Boston MA: Harvard Business Review 4. Rob Goffee and Garet Jones (1996). What holds the modern company together. Harvard Business Review

Admission Statement

Every action that we do serves as an opportunity for us to develop and achieve our particular goals and interests. This in turn, motivates us to perform on our optimum capabilities. Despite the occurrence of challenges and hurdles along the way, it serves as our guide and inspiration to do better in life.With the emerging opportunities happening in our current environment, one must have the appropriate foundation and education to become competitive in their respective fields. Realizing this, I wish to present to the admissions committee to apply for a degree in Gonzaga College.My passion for sustenance and development do has always been evident in the things I do. I treat every activity as a chance to learn and acquire new principles that I can use later in my life. In addition, consider the student life to be a holistic undertaking. One must not only dwell into the realm of academic study but at the same time establish interpersonal relationships and engage into sports to keep a bal anced way of living.In detail, I have been involved in lacrosse for the past year and I can say that I had shown growth and improvement in the way I play the game. I consider these skills to be at par or better to be accepted in a division 1 school.Being a player on the JV team for The McLean School, I know what to expect and what obstacles I must overcome to be an even better and more valuable lacrosse player. It instilled in me the values of sportsmanship, camaraderie, and teamwork – facets that are equal determinants of survival in a collegiate environment.Also, I had the adage that you must not sacrifice your educational objectives among other things. It is an integral reason why you are enrolled in an educational institution in the first place. That is why academically, I had made it a point to excel in the things that I do. I see every meeting and lessons as an opportunity to learn and acquire new ideas.I continuously enjoy learning Math, Science, and History because of the relative satisfaction and fulfillment it brings to my day. I know that my hard work to get good grades since the 8th grade will pay off in due time.On the other hand, my inclination to music has always been a part of my life. The enthusiasm to play an instrument during my spare time has grown through the years. With the help of my tutor, I was able to enhance my skill and proficiency in guitar and bass guitar for the past two years. Now, I am proud that my sacrifice has paid off. I am now capable of composing and producing my own songs.With these, I can contribute my talent to the community engaging in a particular band group that is available in Gonzaga. Not only shall I showcase my creative side for the group I may belong to, at the same time I can inspire others that achieving something need to be made by effort and continued persistence.With all of these, I feel that I am capable of achieving anything given that I strive and work hard for it. The abilities that I have right now is only the beginning chapter of my life, I will still continue to face difficulties and hurdles. However, these incidents can be used to shape who I am and at the same time inspire others to become better individuals.I believe that this mindset can help the Gonzaga College High School achieve its desired goals and objectives. It does not only seek to see its students graduate with the academic expertise. On the other hand, it aspires to promote a holistic opportunity for its students to grow and be effective in the professional environment. It is in this that I feel suitable to be included and mature at this educational institution.