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The impact of COVID-19 on International Marketing

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Many names have been recognized as notable business leaders. Steve Jobs, Bill Gates, Elon Musk, Mark Zuckerberg, Jack Welch, and Colleen Barrett are all leaders identified for their unique approach to leading people. Choose one of the following business leaders for this assignment: Jeff Bezos, Elon Musk, Steve Jobs, Bill Gates, Jack Welch, Indira Nooyi, Anne Mulcahy, Howard Schultz, Colleen Barrett, Larry Page, Mark Zuckerberg, Warren Buffett, Richard Branson, Susan Wojcicki, Marissa Mayer, or Mary Barra. Select one leader and discuss (in 1,250-1,500 words) what you have learned about the selected individual as a leader and the leadership style that leader embodies. Address the following in your discussion:

Identify a leader and justify why you selected that particular leader. With what organizations is the leader affiliated? In what industry is the leader recognized? How long was the leader in a leadership position?
Discuss which leadership theory best describes the chosen leader's approach to leading people.  
What was the leader's greatest career achievement?
Identify a significant career challenge the leader faced and how the challenge was handled. Did the response align more with a managerial role or a leadership role?
What power base did the leader use in handling or resolving the challenge?
Compare the leadership style used by your selected leader against that of the leader's successor/predecessor (or competitor in the same industry if a successor/predecessor is not applicable). Was there a difference in the leadership styles? Which leader do you think is more effective and why?
Include a personal reflection and identify two to three attributes you hope to emulate or avoid (based on studying this leader) in order to be a successful leader.
You are required to use at least two external sources to provide evidence in support of the leadership style displayed by your selected leader. The rationale should be justified; this should not be completed based on an opinion.

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Summary of Amazon's Current Culture and Management Essentials.

half of the page on culture and the other half on management essentials. It's all bullet points. not a typical essay. just bullet points.

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We have covered documentation, database management, internal controls, and system processes during the past few weeks. Prepare a paper examining the evolution of IS (information systems) within a particular industry (your choice, such as manufacturing, banking, etc). Conduct research on how information systems have impacted your chosen industry. Discuss the pros and cons of information systems. Think about ways systems have revolutionized the way we do business – from both locally to globally. Link our course topics to specific examples of how your industry has changed the way it conducts business. Has it made it more efficient? If so, how? Be creative. Illustrations and visuals are welcome. This paper should be a minimum of 2,000 words.  Ten to fifteen sources are required. APA style should be followed. 

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Mitchell Shipping Lines is a distributor of goods on the Great Lakes. It also manufactures shipping containers used to store the goods while in transit. The subsidiary that manufactures these containers is Mitchell-Cole Manufacturing, and the president and CEO is Zoe Brausch.
page 303Brausch is in the middle of converting the manufacturing system from an assembly line to autonomous work teams. Each team will be responsible for producing a separate type of container and will have different tools, machinery, and manufacturing routines for its particular type of container. Members of each team will have the job title “assembler,” and each team will be headed by a leader. Brausch would like all leaders to come from the ranks of current employees, in terms of both the initial set of leaders and the leaders in the future as vacancies arise. In addition, she wants to discourage employee movement across teams in order to build team identity and cohesion. The current internal labor market, however, presents a formidable potential obstacle to her internal staffing goals.
In the long history of the container manufacturing facility, employees have always been treated like union employees even though the facility is nonunion. Such treatment was desired many years ago as a strategy to remain nonunion. It was management’s belief that if employees were treated like union employees, they would have no need to vote for a union. A cornerstone of the strategy is use of what everyone in the facility calls the “blue book.” The blue book looks like a typical labor contract, and it spells out all terms and conditions of employment. Many of those terms apply to internal staffing and are typical of traditional mobility systems found in unionized work settings. Specifically, internal transfers and promotions are governed by a facility-wide job posting system. A vacancy is posted throughout the facility and remains open for 30 days; identified entry-level jobs that are filled only externally is an exception here. Any employee with two or more years of seniority is eligible to bid for any posted vacancy; employees with less seniority may also bid, but they are considered only when no two-year-plus employees apply or are chosen. Internal applicants are assessed by the hiring manager and a representative from the HR department. They review applicants’ seniority, relevant experience, past performance appraisals, and other special KSAOs. The blue book requires that the most senior employee who meets the desired qualifications receive the transfer or promotion. Thus, seniority is weighted heavily in the decision.
Brausch is worried about the current internal labor market, especially for recruitment and choosing team leaders. These leaders will likely be required to have many KSAOs that are more important than seniority, and KSAOs likely to not even be positively related to seniority. For example, team leaders will need to have advanced computer, communication, and interpersonal skills. Brausch thinks that these skills will be critical for team leaders and that they will more likely be found among junior rather than senior employees. Brausch is in a quandary. She asks for your responses to the following questions:

APA 7 

1. Should seniority be eliminated as an eligibility standard for bidding on jobs—meaning the two-year-plus employees would no longer have priority?

2. Should the job posting system simply be eliminated? If so, what should replace it?

3. Should a strict promotion-from-within policy be maintained? Why or why not?

4. How can career mobility paths be developed that would allow across-team movement without threatening team identity and cohesion?

5. If a new internal labor market system is to be put in place, how should it be communicated to employees?

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• 12 Pt & Times New Roman.
  1. Types of quantitative research in the financial markets
  2. General types of quant trading/investing strategies in the financial markets
  3. The history and development of quant trading/investing, and the future of quant trading/investing
  4. What are the quant strategies that still work currently, and what don’t? You can refer to online reports and materials.
  5. What are the advantages and disadvantages of quant (system) investing/trading compared to discretionary trading/investing?
  6. Reasons why some quantitative strategies don’t work anymore?
  7. What are the top 20 quantitative hedge funds in the world by 2020(if you can find data for 2020, please find the most recent years as you can) ranked by asset under management (AUM) and also please list their official websites’ links

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Understanding of business analytics concepts

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The Balanced Scorecard Do a Google search using the keywords balanced scorecard images and you will see more than 100 currently used balanced scorecards. Note the wide variation in format evidenced through the images. Developed in the early 1990s by Harvard Business School professors Robert Kaplan and David Norton, and refined continually through today, the Balanced Scorecard is a strategy evaluation and control technique. Balanced Scorecard derives its name from the perceived need of firms to “balance” financial measures that are oftentimes used exclusively in strategy evaluation and control with nonfinancial measures such as product quality and customer service. An effective Balanced Scorecard contains a carefully chosen combination of strategic and financial objectives tailored to the company’s business. As a tool to manage and evaluate strategy, the Balanced Scorecard is currently in use at Sears, United Parcel Service, 3M Corporation, Heinz, and hundreds of other firms. For example, 3M Corporation has a financial objective to achieve annual growth in earnings per share of 10 percent or better, as well as a strategic objective to have at least 30 percent of sales come from products introduced in the past four years. The overall aim of the Balanced Scorecard is to “ balance” shareholder objectives with customer and operational objectives. Obviously, these sets of objectives interrelate and many even conflict. For example, customers want low price and high service, which may conflict with shareholders’ desire for a high return on their investment. The Balanced Scorecard concept is consistent with the notions of continuous improvement in management (CIM) and total quality management (TQM). The Balanced Scorecard basic premise is that firms should establish objectives and evaluate strategies on criteria other than financial measures. Financial measures and ratios are vitally important in strategic planning, but of equal importance are factors such as customer service, employee morale, product quality, pollution abatement, business ethics, social responsibility, community involvement, and other such items. In conjunction with financial measures, these “softer” factors comprise an integral part of both the objective-setting process and the strategy-evaluation process. A Balanced Scorecard for a firm is simply a listing of all key objectives to work toward, along with an associated time dimension of when each objective is to be accomplished, as well as a primary responsibility or contact person, department, or division for each objective. The Balanced Scorecard is an important strategy-evaluation tool that allows firms to evaluate strategies from four perspectives: financial performance, customer knowledge, internal business processes, and learning and growth. Its analysis requires that firms seek answers to the following questions and use that information, in conjunction with financial measures, to adequately and more effectively evaluate strategies being implemented: 1. Is the firm continually improving and creating value along measures such as innovation, technological leadership, product quality, operational process efficiencies, and so on? 2. Is the firm sustaining and even improving on its core competencies and competitive advantages? 3. How satisfied are the firm’s customers? A sample Balanced Scorecard is provided in Table 11-5. Notice that the firm examines six key issues in evaluating its strategies: (1) Customers, (2) Managers/Employees, (3) Operations/ Processes, (4) Community/Social Responsibility, (5) Business Ethics/Natural Environment, and (6) Financial. The basic form of a Balanced Scorecard may differ for different organizations. The Balanced Scorecard approach to strategy evaluation aims to balance long-term with short-term concerns, to balance financial with nonfinancial concerns, and to balance internal with external concerns. The Balanced Scorecard would be constructed differently—that is, adapted to particular firms in various industries with the underlying theme or thrust being the same, which is to evaluate the firm’s strategies based on both key quantitative and qualitative measures. The Balanced Scorecard Institute has a Certification Program that includes two levels of certification: Balanced Scorecard Master Professional (BSMP) and Balanced Scorecard Professional (BSP), both of which are offered in association with George Washington University and are achievable through public workshop participation. The website for this program is http:// www.balancedscorecard.org/ The Graphic Communications Group Limited (GCGL), Ghana’s leading print media organization, recently adopted the Balanced Scorecard to monitor quantitative and qualitative targets set by itself and its staff. A recent article reports that the Balanced Scorecard is used by 65 percent of Fortune 500 companies.10 Other companies using the Balanced Scorecard in Ghana are the Social Security and National Insurance Thrust (SSNIT), the Volta River Authority (VRA), Electricity Company of Ghana (ECG), and the Ghana Revenue Authority (GRA). The Managing Director of GCGL, Mr. Kenneth Ashigbey, sees the Balanced Scorecard as a roadmap that will help his company connect its strategy to its vision. The vision of the GCGL “to become the dominant multimedia group in West Africa, telling the African story.” Along with adopting the Balanced Scorecard system, GCGL’s mission was rewritten “to empower our audience and customers everywhere with authentic information and excellent products through visionary leadership and strong brands.” Ashigbey says with the introduction of the Balanced Scorecard, the ultimate objective of GCGL is “to be a leading and top-of-the-mind multimedia company in English-speaking West Africa by 2017.” He also says about the BSC: “We will maintain our leadership position in print media and become one of the top three multimedia organizations in terms of circulation, audience reach, advert spend and sales revenue.” Ashigbey refers to the Balanced Scorecard as “a tool for employees to understand how their respective day-to-day work contributes to the company’s success.” As part of the Balanced Scorecard, GCGL set for itself eight core values, which include leadership in all that it does, exhibition of high level of professionalism and integrity, commitment to excellence, customer focus, and working as a team. The firm also set four strategic themes: business growth, operational excellence, service excellence, and innovation.

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Managers should make sure his or her decisions are ‘ethical’. (Answer the situation below)

If you are the owner of a small laundry shop, and because of Covid19 you are encouraged to prioritise the health and safety of your employees and your customers. Describe how you will use ethics in the operation of your business in dealing with your employees and customers?

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You are the Head of the HR Department in your company. Your boss has asked you to make sure the company hires ‘diverse employees’? What will you do then? How will you do this? Explain in 100 – 200 words by giving clear examples of real situations in business that you think you will do.

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Does your organization have rewards or incentives for members to work across functional boundaries to maintain the process of change?

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Change management failures can be traced to many different aspects. Think of an organization with which you are familiar and share two aspects that are attributed to not managing or sustaining the change. What should be done differently?