Human Resource Management Proposal

Best Fit Best Practice Factor in HRM strategy Human resource management strategies are the plans that organizations put in place to help in managing people, organizational structure, development and training. The plans help in ascertaining how people’s skill fit into an organization’s mission, vision and objectives.Advertising We will write a custom assessment sample on Human Resource Management specifically for you for only $16.05 $11/page Learn More The HRM of an organization is focused on recruiting and retaining the best talent there is to ensure the organization achieves its goals as defined by the overall business strategy (Purcell, 2008, p.45). Perhaps one of the most critical elements in HRM is the â€Å"best fit† and â€Å"best practice† factor. This factor is used to capture the important relationship that there is between HRM strategy and overall corporate strategy. Through the â€Å"best fit† and â€Å"best practice† approach, HRM strategy on recruitment and selection, reward and recognition, learning, training and development will be geared towards achieving overall corporate objectives. The paper will focus on the different views and debates that analyze the workings of the best-fit best practices strategy in HRM management. Different debates and viewpoints exist on the adoption and effectiveness of the â€Å"best fit† and â€Å"best practice† approach in HRM strategy management (Marchington, M et al, 2002, p. 67). The argument is that firms are likely to experience an improvement in performance if best HRM management practices are implemented. The most likely method to achieve the above is to identify a practice that best suits an organization. Its importance is then highlighted by HR department who in turn will sell it to the employees while seeking high-level commitment. Once adopted, the effectiveness will measured and the HR may reward the champions of the p ractice. The main advantage of best practice approach is that they are mostly straight forward (Armstrong, 2006, p. 109). There are established rules governing HR functions and little polishing is needed. It simply follows tradition. The main disadvantage however is that HR may experience difficulties when if need arises to go beyond the straightforward practices. As far as uniformity is concerned, â€Å"best practice† exhibits great diversity. There is always a danger of the practice becoming an end it itself effectively putting company goals and interest at stake.Advertising Looking for assessment on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More The characteristics of the best practice model can be summed as flexibility in working in teams, two-way information regarding communication, recruitment, fair appraisal and reward, all-inclusive decision making and emphasis is in individual learning and development. Pr oponents of the best-fit model argue that the strategy is more effective when in matched with the business environment where it’s applied. The approach entails two elements; external fit and internal elements element. The external fit deals with the operations and marketing strategy. The two strategies highlight linking of the competitive strategy to the overall business (Shields, 2007, p. 123). In other words the competitive strategy is linked with the HR [practices and employee behaviors. The only demerit associated with this external fit element is the possibility of overlooking the interest of the employees Internal fit on the other hand focuses on coherency of HR policies and practices. Proportionality of the practices to the organization is important in every development stage. Best-fit practices emphasizes on consistency on practices, employees and time. Literature review According to Armstrong (2006, p. 139), best fit practices ensure HR strategies suit different circ umstances of an organization. Additionally they ensure the above is in tandem with the culture, processes of operation and the external environment of the organization. On the other hand best practice approach is based on the speculation of the existence of an exact set of human resources that are applicable in any context of an organization for performance improvement and delivery on the set objectives (Shields 2007, p. 89). According to (Armstrong Baron, 2002, p. 23), best practice over relies on the existence of a set of HRM practices that will be applied to an organization to increase performance. Many scholars are however of the opinion that best fit approach is better able to help an organization deliver on it objectives compared to best practice approach. Its therefpo0re better suited to go along with the guest model of HRM management where recruitment and hiring is focused on retaining employees that can cope up with the organization’s dynamics.Advertising We wi ll write a custom assessment sample on Human Resource Management specifically for you for only $16.05 $11/page Learn More References Armstrong, M. (2006). A handbook of Human Resource Management Practice. New York: Kogan Page Publishers. Armstrong, M Baron, A. (2002).Strategic HRM: The key to improved business performance. London: Developing Practice. Marchington, M et al. (2002). People Management and Development: Human Resource Management at Work. London: Chattered Institute of Personnel and Development Publishing. Purcell, J. (2008). People Management and Performance. New York: Routledge. Shields, J. (2007). Managing Employee Performance and Reward: Concepts, Practices, Strategies. Cambridge: Cambridge University Press. This assessment on Human Resource Management was written and submitted by user Sasha Carroll to help you with your own studies. You are free to use it for research and reference purposes in order to write your own paper; however, you must cite it accordingly. You can donate your paper here.

What Is a GPA Scale The 4.0 Scale

What Is a GPA Scale The 4.0 Scale SAT / ACT Prep Online Guides and Tips GPA is a measurement of your academic success in high school that colleges will consider very strongly in the admissions process. But what is a GPA scale? Different high schools may use different GPA scales, and it’s important to know how these scales work so that you get a better idea of where you stand. In this article, I’ll tell you what a GPA scale is and the types of scales you might see used at your high school. // What’s a High School GPA Scale? GPA (Grade Point Average) is a way of measuring academic achievement in high school. It’s a numeric value that correlates with a student’s grades. Each letter grade that a student earns is worth a certain number of grade points depending on how high it is and, in some cases, the level of the class where it was earned. // The average of the grade points from all of a student’s converted letter grades in high school makes up his or her final GPA. Typically, one of two GPA scales will be used to measure the grades of students throughout their time in high school. The unweighted GPA scale goes up to a 4.0 and doesn’t take class difficulty into account.A weighted GPA scale typically goes up to a 5.0 and does consider the difficulty of a student’s classes.I’ll go over the basics of these two scales in the next couple of sections to give you a sense of how they work. // Unweighted 4.0 GPA Scale The unweighted GPA scale is the most commonly used GPA scale. It’s found in high schools and colleges alike and is very straightforward. // Essentially, the highest GPA you can earn is a 4.0, which indicates an A average in all of your classes. A 3.0 would indicate a B average, a 2.0 a C average, a 1.0 a D, and a 0.0 an F.This scale does not take the levels of your courses into account. For example, if you’re in all honors classes and earn a B average, you’ll have the same GPA as someone in all low-level classes who has earned a B average. // Here’s a table that shows how this scale corresponds to each letter grade: Letter Grade GPA A+ 4.0 A 4.0 A- 3.7 B+ 3.3 B 3.0 B- 2.7 C+ 2.3 C 2.0 C- 1.7 D+ 1.3 D 1.0 F 0.0 // Some high schools make more specific distinctions in GPA based on class averages out of 100 (i.e. a 90 average would mean a lower GPA than a 92 average even though they’re both technically A-s).Look at this GPA scale for more specific numbers. Want to build the best possible college application? We can help. PrepScholar Admissions is the world's best admissions consulting service. We combine world-class admissions counselors with our data-driven, proprietary admissions strategies. We've overseen thousands of students get into their top choice schools, from state colleges to the Ivy League. We know what kinds of students colleges want to admit. We want to get you admitted to your dream schools. Learn more about PrepScholar Admissions to maximize your chance of getting in. // Weighted 5.0 GPA Scale Instead of using the basic unweighted scale, many high schools will use a weighted GPA scale. On a weighted scale, which typically goes up to a 5.0 instead of the standard 4.0, a student who earns an A in a high level class will have a higher GPA than a student who earns an A in a low-level class. While this scale is used frequently in high schools, you’re unlikely to encounter it in college since it takes course difficulty into account. // For the highest-level classes like honors and AP, students get an extra 1.0 added to the unweighted GPA value of their grades due to the difficulty of the class. A B in an honors class would be equivalent to a 4.0 on a weighted GPA scale, and an A would be equivalent to a 5.0. Some schools also offer mid-level classes between honors and low-level. For these courses, 0.5 points are usually added to the unweighted GPA, meaning an A would be equivalent to a 4.5. Grades in low-level classes are measured using the unweighted scale, so an A in those classes would be equivalent to a 4.0. Weighted GPA scales give colleges a better initial sense of the academic potential of students based on the rigor of their coursework. They also lead to greater accuracy in class rankings. Students who take lower level classes won’t surpass high-level students in the rankings as frequently because GPAs are adjusted for class difficulty. This can help incentivize students to take more difficult classes and challenge themselves since it won’t harm their GPAs unless they end up earning signficantly poorer grades. Figure skaters are judged partially on the difficulty of their routines, so a skater who executes an easy routine flawlessly won't prevail over another skater who executes a difficult routine with a couple of mistakes. It's the same with weighted GPA. How far away are you from a 4.0? Use our easy GPA tool to pinpoint how well you have to do in future classes to get your GPA up to that magical number. Why Do GPA Scales Matter to You? It’s important to be aware of the GPA scale used by your high school so that you can make responsible choices in the college application process. If you’re aiming for selective colleges, you need to understand that your chances might be different depending on whether your GPA is weighted or unweighted. A student with a 3.8 unweighted GPA who is in all Honors classes will have better chances of admission at a selective college than a student with a 4.0 weighted GPA who is in all low-level classes. Much of the advice you’ll see about GPA is based on an unweighted scale because the unweighted scale is a more universally understood metric. This means that if your school uses weighted GPAs you’ll have to make judgments about how you might compare to other applicants based on your coursework and not just the numbers. For example, if the average unweighted GPA for admitted students at a college is a 3.5, you can’t always assume that you’ll get in easily with a 4.0 weighted GPA. The two numbers are on completely different scales. You’ll have to take stock of the overall rigor of your coursework and selectivity of the school to see whether you compare favorably to other applicants. It’s smart to be aware of the different GPA scales so that you have a better understanding of how much you might need to raise your GPA in order to get into a school that you really like. // Conclusion High school GPAs are measured on one of two scales: weighted or unweighted. The unweighted scale is most common, and the highest possible GPA on this scale is a 4.0. The unweighted scale doesn’t take the difficulty of your classes into account. Weighted scales are also used at many high schools. Typically, they go up to a 5.0. A weighted scale will factor in the difficulty of your classes, so an A in an honors class translates to a full grade point higher than an A in a low-level class. It’s valuable to have some knowledge of how GPA is measured by your school so that you end up with a more informed perspective going into the college application process. Your GPA will play a significant role in college admissions decisions, so keep working hard to maintain and improve it! What's Next? If you're curious about your GPA, read our article that gives you step by step instructions on how to calculate it based on your grades so far in high school. Is your GPA above average? Below average? Find out more about average high school GPAs here. If you have a low GPA, you might be worried about applying to college. Learn more about how to navigate the college application process with a low GPA. Want to improve your SAT score by 160 points or your ACT score by 4 points? We've written a guide for each test about the top 5 strategies you must be using to have a shot at improving your score. Download it for free now:

Organizational Culture and Harley-Davidson Case Study

Organizational Culture and Harley-Davidson - Case Study Example The success of Harley-Davidson as a company can be attributed to its strong organizational culture. Harley-Davidson management strived to rediscover the things their company did best and was gifted with the knowledge of what culture could help achieve its vision of the future. Its leaders consciously re-examined its community roots and undertook actions that served long-term corporate and community purposes (Burack, 1993, p. 78). According to Schuster and Weidman (2006), Harley-Davidson's culture could be described as participatory because it imbues "collaborative decision-making at all levels". Schuster and Weidman (2006) shared that this company applies "collaborative model" because it decentralized the senior management's decision-making down to its salaried-only work groups. Although Harley-Davidson management considers this culture as a "work in progress", it has already attained various success levels throughout the organization. The continued exposure of their leaders and plan t floor employees into working productive teams, the company has gained non-traditional opportunities and it increased the level of employee support for this practice of labor-management partnership. Harley-Davidson's is an epitome of a company's effective approach to people management No doubt, organizational culture... Conversely, failure to comply with cultural norms generates social pressures to conform; thus the individuals would either align with the cultural expectations or face ostracism and ridicule by their peers. Much of this process occurs in an informal and unspecified manner, filling in the gaps left by rational organizational control systems such as reporting relationships and job descriptions. Ultimately, it is the customers that benefits in the application of a We have recommended for Harley-Davidson to establish a website where customers and potential customers can convene, the site will be called "Harley Dreamers" and the goal of this website is to promote Harley-Davidson events and while linking our customers to each other. The site will also offer a "Swap Meet" portion of the website, where subscribers could post ads for motorcycles and parts for sale or for trade. Another feature would be a site like "Bike Log", which could complement the "Swap Meet" site because people purchasing a bike from the site will be able to see where the bike has traveled and users can share their good or bad experiences using Harley-Davidson's motorcycles. "Swap Meet" should be free for all Harley-Davidson customers, since this is the great selling point for getting people to subscribe to this site. Lastly, the "Technical Information Center" is a vital feature of the site where subscribers can obtain answers directly from Harley-Davidson professionals who wo uld answer to their needs 24-hours a day. The GPS system will also enable users to track a bike or they can simply chat with other bike owners about their experiences on our blog. Incidentally, decentralized and collaborative decision-making that already exists in Harley-Davidson culture can work best with

Precise Molded Products, Inc Case Study Example | Topics and Well Written Essays - 500 words

Precise Molded Products, Inc - Case Study Example This implies that, the staff might be concerned more with the technical part of production at the expense of the other parts such as the wrapping part that records the highest number of rejects. A critical analysis of both wrap and short suggests that wrapping does not require much expertise to do it, whereas measurement may require one to have knowledge of what they are doing. Sower (2003) asserts that the biggest cost of quality results from carelessness of the workers. Employees may become careless due to fatigue, lack of motivation as well as poor working conditions. It has been noted that, workers who are highly motivated when doing their work, make less mistakes (Sower, 2003). Moreover, if employees are overworked the probability of making many mistakes is very common. Consequently, managers should always ensure that all their employees are well kept in order to avoid small mistakes. By so doing the cost of quality will greatly be reduced. Mistakes that cause rejects cannot be avoided but can only be reduced because man is to error (Sower, 2003). Mistakes like discoloring and stains are caused as a result of simple human errors. Products may be handed by employees in a way that they are not supposed to be handled causing damage. Appearance of a product plays a very big role in the rejection of the product since a customer will dislike anything that is not appealing to the eye. Thus managers should ensure that products are presented in a way that is appealing to the customer. In addition, customer satisfaction also encompasses good delivery services, production of a variety of products and the product taste should be to the preference of a customer (Sower, 2003). The quality manager specifically complains of a rise and fall of rejects depending on the days. Sower (2003) explains that this is a clear reflection that the firm is experiencing accuracy as well as effectiveness problems. This can only be

The Purpose Of The Case Study Social Work Essay

The Purpose Of The Case Study Social Work Essay The purpose of the case study is to provide the student with the opportunity to demonstrate their ability to analyse and evaluate the use of a method of social work intervention with an individual, family, or group of service users, and where appropriate, the carers. Task In consultation with the practice teacher, tutor and where applicable the on-site facilitator, the student will select a situation where substantial social work intervention will be required. The student should carry out an assessment, choose an appropriate method of intervention and analyse and evaluate the subsequent use of the chosen method. In undertaking this task students must: Provide a summarised social history of the case, highlighting significant past and present events in the service users life. Demonstrate the ability to select an appropriate method of intervention and offer supporting rationale for this choice. Provide an analysis of their assessment, reflecting on the model used the knowledge base in relation to the service users situation, relevant government and agency policy and legislation. Drawing on relevant theory, analyse and evaluate the processes and outcomes of the intervention for both the service user and for themselves as a student social worker. This must include: An account of the use of interpersonal skills and how these informed and impacted on the effectiveness of practice An examination of the influence of social work values throughout the work, including AOP Present the assignment to an acceptable standard which conforms to academic conventions regarding grammar, spelling and the Harvard system for referencing cited works. Other guidelines for the case study The word limit should be no more than 4, 000 words (+/- 10%). Students muststate the exact word count on the front cover. The hand in date for the case study is before 10am on 14th May 2009. Late submissions require a formally agreed extension. The On-Line Discussion Forum Structure Students are divided into specialist tutor groups Specialist tutor groups are made up of students who are in the same/similar programme of care Each specialist tutor group is headed by a specialist tutor Details of which group students have been assigned to can be found in Appendix One Resources It is expected that students will participate in the on-line discussion forum once weekly. Please book the on-line slot into your diary (in the same way that you would your lecture attendance or a home visit). This way you are less likely to forget! Your weekly submissions will be based around a series of practical tasks to help you link your learning both from semester one and your placement with the requirements of the case study. The programme for your weekly input can be found in Appendix Two Expectations It is expected that: Students will contribute once weekly to the on-line discussion forum There is no word limit regarding student contributions on-line but it is expected that they will be concise contributions addressing the pre-set tasks and that these should act as an aide memoir to your case study Each submission should not take longer than 15 minutes to complete Students can visit the discussion forum whenever they wish and can make more than one weekly contribution if they wish  · In order to preserve confidentiality the on-line discussions MUST avoid references to peoples names, locations, and other specific details by which an individual might be identified (e.g. chronological histories detailing specific locations and events, specific and unusual medical conditions)  · On-line discussions are monitored by the module coordinator as well as tutors. In the event that there are concerns regarding potential breaches of confidentiality you will be asked to edit your contributions accordingly On-line Tasks See Appendix Two The Recall Days 12thFebruary 2009 10am-1pm Specialist tutor groups Specialist tutors to discuss, re-cap and provide relevant references on the following: Social issues and research, policy and legislation relevant to the identified social issues Assessment frameworks and their benefits, limitations, effectiveness Methods of intervention Materials for tutors and students will be provided nearer the time. 2pm-3pm Lecture by K Winter 8th April 2009 10am-1pm Specialist tutor groups Specialist tutors to discuss, re-cap and provide relevant references on the following: Processes regarding methods of intervention referring to any relevant research, practice guidelines Outcomes relating to methods of intervention referring to any relevant research, practice Materials for tutors and students will be provided nearer the time. 2pm-4pm Lecture by K Winter Module Review The module is the subject of an annual review. The main issues arising have concerned: Structure and content of on-line discussion forum Structure and content of recall days Date for submission of the case study More teaching on group work as a method of intervention The module has been re-structured this year to address most of the above points. Reading Materials It is recommended that you purchase Wilson et al. (2008) Social Work: An Introduction to Contemporary Practice, Harlow: Pearson Longman as it offers a broad guide that will help you consider the key elements of your case study including: social issues/social histories; assessment frameworks; and methods of intervention. The book also includes up to date references to policy and research. Other more specialist references will be added to QoL. Appendix One Specialist Tutor Group Allocation Older people and physical health and disability (13students) A HARPUR NAME PLACEMENT Christine Bowden Sensory Impairment Team Newry Alana Carr Ivybrook Newry Michael Cunningham Shankill Centre, Belfast Corey Doyle Dungannon Emma Goligher Lagan Valley Hospital Fiona Kelly Sensory Impairment Bradbury Centre Emma McClure Mount Oriel Samantha McGreevy Lagan Valley Hospital Clare Murney Newry Sheena Quinn Bangor Eliza Shields Day centre Banbridge Heather Stewart Holywood Arches Centre Karen Watson Scarva St Banbridge Adults with learning disabilities (10 students) TUTOR TO BE DECIDED NAME PLACEMENT Deborah Bonner Glenwood Unit Poleglass Amanda Caldwell Struell Lodge Downpatrick Judith Cleland Adult supported living Nards James Draper Skyways Project Ormeau Road Clare Joyce Ards TRC (day centre) Hannah Laird Balloo TRC Bangor Christopher Millar Edgcombe Day Centre Shauna Murphy Supported living project Bangor Claire Murray Mountview Downpatrick Lynsey Wilson Supported living project Lisburn Family and child care (8 students) G KELLY NAME PLACEMENT Ann Boyle Shankill Centre Sarah Brown Flaxfield CH Lisburn Lois Curran Bryson House Dunmurry Simon Darby Bryson House Bedford St Nicola Doran Gateway Team Banbridge Joanne Elder Naomi Project Womens Aid Christina Graffin Carnmoney Road FCC team Catherine Hennighan Child care team Larne Family and child care (9 students) K WINTER NAME PLACEMENT Debbie Henry Antrim Family Intervention Team Lisa Kearney Womens Aid Derry Carina Ledwith Lynsey House residential unit Elaine McLaughlin Bryson House family support Bedford St Dawn McCallion Family Placement Team Ballymena Sarah Morrow Fortwilliam CH Louise Pettigrew Warren Centre Lisburn Lee Wilson Residential Unit Portrush Tim Wilson Family support project Nards Mental health (10students) G DAVIDSON NAME PLACEMENT Susan Beggs Ormeau Centre Verner St Katrina Copeland Hostel 12 Larne Amanda Ferris Extern Bryan Leonard Addiction Treatment Unit Omagh Heather Long Addiction Team Nards Gemma Mallon Ballymacross Hostel Lisburn Lucy Molloy Crisis Team Holywood Arches Judith McCloy Supported housing project Bangor Kirsty Quigg Derriaghy day centre Anna Tohill Supported living project Antrim Appendix Two On-line Discussion Forum Weekly Tasks WEEK TASK TO BE COMPLETED BY Week One (12.01.09-16.01.09) Introduce yourself Describe your placement (programme of care, where, what types of service user) What are your initial observations regarding the working environment (physical environment and formal/informal working practices)? 18.01.09 Week Two (19.01.09-23.01.09) Find out what type of assessment frameworks are used within your workplace. List and describe them 25.01.09 Week Three (26.01.09-30.01.09) Choose an assessment framework Find out about any research, policy and guidance regarding its use and describe 01.02.09 Week Four (02.02.09-06.02.09) Look again at the selected assessment framework. Answer the following: What are the benefits and limitations of the framework? What can be done to improve it? 08.02.09 Week Five 09.02.09-13.02.09) From your discussions with team members what social issues frequently emerge from peoples social histories in your particular placement (this could include poverty, abuse, substance dependency, sectarianism for example). List the social issues and identify any policies, legislation and research which inform practice in these areas. 15.02.09 N.B Thursday 12th Feb is a recall day. You will have a 3 hour tutorial (10-1pm) followed by a one hour lecture (2-3pm) Week Six (16.02.09-20.02.09) In conjunction with your tutor identify a case which you might use as your case study. Having sought the consent of the service user draw out: the main themes that emerge from their social history; the assessment framework you are using; the skills required in applying that assessment framework; the benefits and limitations encountered; the possible outcomes of that assessment process. 22.02.09 Week Seven (23.02.09-27.02.09) In light of the issues that come to your attention through the assessment answer the following: Which method of intervention might you consider? Which issue(s) are you attempting to address? Why have you chosen those issues and that method to address them? What might a successful intervention look like? (list you goals, aims) These issues should form the basis to your presentation to be delivered at the mid way tripartite 01.03.09 Week Eight (02.03.09-06.03.09) Write up your presentation for your midway tripartite based on the work you have completed for this module so far. 08.03.09 Weeks Nine and Ten (09.03.09-20.03.09) Think about the processes relating to your chosen method of intervention and answer the following: What knowledge, skills and values are you relying on? What is helping/hindering the process? What are the benefits/limitations to the method of intervention you have selected? 22.03.09 Weeks Eleven and Twelve (23.03.09-03.04.09) Begin to think about the outcomes of your method of intervention and answer the following: Is it working? Yes/No In what ways is it working/not working? Why is this so? What might be the contributory factors? What could be done differently? How do you measure success? Is there any research regarding its effectiveness? What do your colleagues think about the approach you have chosen? Do your colleagues have favoured methods? If yes/no why? 05.04.09 Week Thirteen onwards (06.04.09 onwards) Begin to write up your evidence based case study Use the on-line discussion forum to seek guidance and help in relation to aspects of the case study Aim to have it completed in first draft before end April 2009 NB 8th April is a recall day. You will have a 3 hour tutorial (10-1pm) followed by a 2 hour lecture (2-4pm)

Bolster Electronics: Dealing With Dealer Demands

Northern Alberta, the oil sands development area surrounding Fort McMurray, is the fastest growing economic area in Canada for several years. Obviously Bolster’s total market share in this area was the highest with one third of the total market share it held national wide. Vickers based in Edmonton, Alberta covered 50% of the local market share and 75% of servicing in that area in spite having a national distributor, National Electronics (National). Also local firms preferred to do business with Vickers than National which has their nearest warehouse in Calgary, Sothern Alberta around 750 Km from Fort McMurray. (Exhibit 1) Neither Bolster nor National had a video system design team in northern Alberta.Since one third of the total market share is concentrated in northern Alberta, it is imperative to have a system design team there. If not it leads to a huge potential loss because there are competitions among the top 4 players who have 15% of the market share each. The managemen t tried to convince National to work in northern Alberta in 2007 but it went vain. At the same time Vickers was well established in northern Alberta, its main office, warehouse and engineering team are in Edmonton with a warehouse and sales team in the proposed oil sands area of Fort McMurray which is a six hours drive from Edmonton.Vickers is in the business for the past 20 years and their salespersons were highly trained and serviced the northern Alberta more effectively than national distributors. This is what the customer exactly wants in terms of good track record and service support in addition to lowest price. They also proved as an effective dealer by taking responsibility of warehouse, inventory storage, engineering expertise and services, relationship with local dealers and end-users, and increasing the Bolster’s business in their area. Hence they requested Bolster a better pricing discount and wanted to be named as distributor.However the major concern for the mana gement is that if a local dealer was given a distributorship it may deteriorate relationship with their national distributors as it does in 2004 when Albright Industries was given a distributorship in order to make up theshortfall of 7% drop in market share and to provide growth in Quebec. Fortunately, last time National’s dissatisfaction disappeared in a long run since they are not competing for the same market.National doesn’t take any leap in past 5 years in doing business in northern Alberta though it was informed about the huge potential of increasing market share. It seems National is not interested in increasing his presence in northern Alberta. Because of technological advancement and increased competition from three other major players it was difficult for Bolster to maintain an overall gross margin of 40% of factory price. In the current scenario if Bolster gives a distributorship to Vickers, it will further affect the financial stability of the company.Thoug h it has a potential to increasing the market share over 90%, if they got distributor’s discount. It will also change the entire distribution channel (a network through which goods moves from the manufacturer to end-users). The distribution cost of each channel plays a major role in selecting the options (Financial Analysis if possible) Customer service is a major issue since industrial video equipment are normally used in harsh environments.So the distributors or dealers should work faster if there was a production stoppage because of the failure of the video equipment for end-users. Since Bolster is more focused on technological development the responsibility lies with the distributors and the dealers. Though Vickers doubled its trained sales team to four, it is not enough to manage the vast area if it was given a distributorship. Even hiring a sales team seems difficult since compensation for the sales team was competitive in the industry.THE PROBLEM STATEMENTHow to handle the Vickers’ request of distributorship such that it has minimum negative consequences?OPTIONS1. Giving Territorial Distributorship to Vickers 2. Giving National Distributorship to Vickers 3. Leave it as a Territorial Dealership 4. Giving only Distributor’s Discount but not DistributorshipCRITERIA FOR EVALUATION1. Relationship with Distributors and Dealers 2. Financial Implications 3. Market Share 4. Customer Satisfaction (Services)EVALUATION OF OPTIONSOption 1: Giving Territorial Distributorship to Vickers If Vickers and National didn’t compete for the same market, then it will not create much dissatisfaction among the management, Vickers and National as it was in 2004, when Albright was given distributorship. If Vickers was given distributorship, Bolster has to give a price discount of 10% it will further deteriorate the financial positioning of Bolster.It is imperative to increase the market share in northern Alberta, since it has a potential of one third of the total market share. Since neither Bolster nor National have the presence in northern Alberta, it is wise to give a distributorship to Victors such that they can capture the 90% of the market share in there. It also helps to improve the customer services extended to the end users, since they have a presence.Option 2: Giving National Distributorship to Vickers If Vickers was given a National Distributorship, it will obviously deteriorate relationship with National because in a long run they are going to compete for the same market.

Emotional Intelligence – Summary

February 10, 2013 ASMT W4b (R) ASMT W4b  (R) Why Emotional Intelligence Is Not Essential for Leadership C6 p. 171 Mitch McCrimmon, the author of â€Å"Why Emotional Intelligence Is Not Essential for Leadership†, presents an argument contrary to that of Daniel Goleman’s claim that leaders must be emotionally intelligent to be effective. He even ventures as far as calling Goleman’s theory harmful. â€Å"The bottom line is that emotional intelligence is more important for management than leadership† (Rowe, 2013, p. 172). McCrimmon begins his argument referencing great leaders like Martin Luther King, Mahatma Gandi, and Nelson Mandela.Each of these men has influenced others with their passion to eradicate unfairness. They convinced those who can make decisions to favor their ideas. â€Å"They aimed their cry at their respective governments and the population at large . . . but none of them managed the people responsible for making the policy changes that th ey were promoting† (Rowe, 2013, p. 172). They were bottom-up leaders. McCrimmon makes this point in order to simplify and redefine leadership to â€Å"the successful promotion of new directions† (Rowe, 2013, p. 172).This simplified definition of leadership allows for the promotion of better ideas in an environment where the leadership role shifts from person to person as ideas are developed. As justification for his new definition, McCrimmon claims that the traditional concept of leadership is founded within the confines of the managerial framework, not in those who lead outside of managerial roles. Returning to the topic of the article, the author contends that â€Å"emotional intelligence is critical for management, though not so for leadership† (Rowe, 2013, p. 174).From the beginning, emotional intelligence should have been associated with management, but â€Å"a scapegoat was needed to blame for the failure of Western businesses to cope with Japanese competi tion, and management was fingered for this role† (Rowe, 2013, p. 174). With management now the â€Å"bad guy†, emotional intelligence became associated with the â€Å"good guy† – leadership. Emotional intelligence has its place among management and only a situational role in leadership. It is important for executives and managers because they have many responsibilities involving the welfare of others.Managers need high emotional intelligence to succeed. However, creative and innovative non-managers, those wanting to challenge the status quo, do not need emotional intelligence in order to convince others of their ideas and be effective leaders. â€Å"The power to lead is increasingly knowledge based and is less about personality and character. Conversely, emotional intelligence is essential for all managerial roles† (Rowe, 2013, p. 175). McCrimmon concludes his argument with call for organizations to cultivate bottom-up leadership, especially organiz ations dependent on constant innovation. If potential leaders are told to keep quiet until they become emotionally intelligent, they may well say good-bye before they gain the necessary maturity† (Rowe, 2013, p. 175). He implores those in management positions to relinquish their monopolies on leadership in order to grow and encourage bottom-up leadership. Empower others to be leaders. References Rowe, G. , & Guerrero, L. (2013). Cases in leadership. (3rd ed. ). Thousand Oaks, California: Sage Publishing.