Hockey: Nutrition and National Game Essay

Despite the ever-growing popularity of cricket, Hockey has managed to still be the National Game of India. The peak time of Indian hockey team was from 1928 to 1956, when it brought all the six consecutive Olympic gold medals home that were held during those years. Hockey was chosen as the National Game because of the team’s unparalleled distinction and matchless talent at the time. During the phase, India had played 24 Olympic matches and won all of them scoring 178 goals and conceding only 7 goals. The only other achievements of the team later that are worth mentioning are the gold medal in the 1964 Tokyo Olympics and the gold medal in the 1980 Moscow Olympics. The black magic Indian touch and their ball juggling feats have become almost extinct now. Perhaps we need better coaches, more finances and facilities and more practice on Astroturf, which has a faster surface than the grass, where Indians have to practice. It will be a good idea to train the talented children in hockey right from school level, providing them the necessary funds, training and facilities to preserve the Indian glory. Today all the people are interested in playing games such as cricket, football in our country. But people are not showing interest in the game hockey. since hockey our national game. most of the schools and colleges are having ground only for foot ball and cricket. not for hockey. some people wont do no the captain of the hockey game. Not go so far in India study channel there is no category for our national game hockey. So this must be changed . I am not mentioned that playing cricket and foot ball is not a wrong thing but at the same time please give the same importance to the game hockey. There are also subtyoes of hockey have been introduced- like field hockey, ice hockey, roller hockey, street hockey etc. Hockey is a family of sports in which two teams play against each other by trying to maneuver a ball or a puck into the opponent’s goal using a hockey stick. In many areas, one sport is generally referred to simply as hockey. The word hockey itself is of unknown origin, although it is likely a derivative of hoquet, a Middle French word for a shepherd’s stave. [3] The curved, or â€Å"hooked† ends of the sticks used for hockey would indeed have resembled these staves. Junk food Junk food is a derisive slang term for food that is of little nutritional value and often high in fat, sugar, salt, and calories. [1][2][3] It is widely believed that the term was coined by Michael Jacobson, director of the Center for Science in the Public Interest, in 1972. [4] Junk foods typically contain high levels of calories from sugar or fat with little protein, vitamins or minerals. Foods commonly considered junk foods include salted snack foods, gum, candy, sweet desserts, fried fast food, and sugary carbonated beverages. [5] Many foods such as hamburgers, pizza, and tacoscan be considered either healthy or junk food depending on their ingredients and preparation methods. [citation needed] The more highly processed items usually falling under the junk food category. [6] What is and is not junk food can also depend on the person’s class and social status, with wealthier people tending to have a broader definition while lower-income consumers may see fewer foods as junk food, especially certain ethnic foods. Despite being labeled as â€Å"junk,† consuming such foods usually does not pose any immediate health concerns and is generally safe when integrated into a well balanced diet A study in 2008 suggested that junk food consumption alters brain activity in a manner similar to addictive drugs like cocaine and heroin. [9] After many weeks with unlimited access to junk food, the pleasure centers of rat brains became desensitized, requiring more food for pleasure. After the junk food was taken away and replaced with a healthy diet, the rats starved for two weeks instead of eating nutritious fare. [10] A 2007British Journal of Nutrition study found that female rats who eat junk food during pregnancy increased the likelihood of unhealthy eating habits in their offspring. [11] A report published in the Journal of the Federation of American Societies for Experimental Biology suggests that babies of mothers with a high-sugar and high-fat diet while pregnant are more prone to junk food themselves. The study was conducted on rats and suggests that pups â€Å"whose mothers eat excessive amounts of high-fat, high-sugar junk foods when pregnant or breastfeeding are likely to have a greater preference for these foods later in life. â€Å"[12] Junk food can be appealing for a variety of reasons, including convenience, price and taste. For children, who do not always understand the health consequences of their eating habits, junk food may appear especially appetizing. However, regularly consuming fattening junk food can be addictive for children and lead to complications like obesity, chronic illness, low self-esteem and even depression, as well as affecting how they perform in school and extracurricular activities.

Negotiations for Managers Essay

(1 – 50 are worth 1.2 points a piece) 1. Which is not a characteristic of a negotiation or bargaining situation? A)conflict between parties B)two or more parties involved C)an established set of rules D)a voluntary process E)None of the above is a characteristic of a negotiation. 2. Which of the following is not an intangible factor in a negotiation? A)the need to look good B)final agreed price on a contract C)the desire to book more business D)fear of setting a precedent E)All of the above are intangible factors. 3. Interdependent parties’ relationships are characterized by A)interlocking goals. B)solitary decision making. C)established procedures. D)rigid structures. E)Interdependent relationships are characterized by all of the above. 4. Satisfaction with a negotiation is determined by A)the process through which an agreement is reached and the dollar value of concessions made by each party. B)the actual outcome obtained by the negotiation as compared to the initial bargaining positions of the negotiators. C)the process through which an agreement is reached and by the actual outcome obtained by the negotiation. D)the total dollar value of concessions made by each party. E)Satisfaction with a negotiation is determined by none of the above. 5. Which of the following statements about conflict is true? A)Conflict is the result of tangible factors. B)Conflict can occur when two parties are working toward the same goal and generally want the same outcome. C)Conflict only occurs when both parties want a very different settlement. D)Conflict has a minimal effect on interdependent relationships. E)All of the above statements about conflict are true. 6. Which of the following contribute to conflict’s destructive image? A)increased communication B)misperception and bias C)clarifying issues D)minimized differences; magnified similarities E)All of the above contribute to conflict’s destructive image. 7. In the Dual Concerns Model, the level of concern for the individual’s own outcomes and the level of concern for the other’s outcomes are referred to as the A)cooperativeness dimension and the competitiveness dimension. B)the assertiveness dimension and the competitiveness dimension. C)the competitiveness dimension and the aggressiveness dimension. D)the cooperativeness dimension and the assertiveness dimension. E)None of the above. 8. Negotiators pursuing the yielding strategy A)show little interest or concern in whether they attain their own outcomes, but are quite interested in whether the other party attains his or her outcomes. B)pursue their own outcome strongly and shows little concern for whether the other party obtains his or her desired outcome. C)shows little interest or concern in whether they attain their own outcomes, and does not show much concern about whether the other party obtains his or her outcomes. D)show high concern for attaining their own outcomes and high concern for whether the other attains his or her outcomes. E)Negotiators pursuing the yielding strategy demonstrate none of the above behaviors. 9. A situation in which solutions exist so that both parties are trying to find a mutually acceptable solution to a complex conflict is known as which of the following? A)mutual gains B)win-lose C)zero-sum D)win-win E)None of the above. 10. T or F The parties prefer to negotiate and search for agreement rather than to fight openly, have one side dominate and the other capitulate, permanently break off contact, or take their dispute to a higher authority to resolve it 11. T or F When the goals of two or more people are interconnected so that only one can achieve the goal—such as running a race in which there will be only one winner—this is a competitive situation, also known as a non-zero-sum or distributive situation 12. T or f Negotiators do not have to be versatile in their comfort and use of both major strategic approaches to be successful. 13. Distributive bargaining strategies A)are the most efficient negotiating strategies to use. B)are used in all interdependent relationships. C)are useful in maintaining long term relationships. D)can cause negotiators to ignore what the parties have in common. E)None of the above describes distributive bargaining strategies. 14. The objective of both parties in distributive bargaining is to obtain as much of which of the following as possible? A)bargaining range B)resistance point C)target point D)bargaining mix E)None of the above. 15. The resistance point is established by the ____________ expected from a particular outcome, which is in turn the product of the ____________ and ____________ of an outcome. A)cost, value, worth B)value, worth, cost C)value, cost and timeliness D)cost, importance, value E)None of the above. 16. The more you can convince the other that you value a particular outcome outside the other’s bargaining range, the more pressure you put on the other party to set by one of the following resistance points. A)high B)low C)modest D)extreme E)None of the above. 17. T or F The resistance point is the point at which a negotiator would like to conclude negotiations. 18. T or F Each party’s resistance point is openly stated at the conclusion of negotiations. 19. T or F The more you can do to convince the other party that his or her costs of delay or aborting negotiations will be costly, the more likely he or she will be to establish a modest resistance point. 20. T or F Studies indicate that negotiators who make low or modest opening offers get higher settlements than do those who make extreme opening offers. 21. The bargaining range is defined by A)the opening stance and the initial concession. B)the initial round of concessions. C)the bargaining mix and the opening stance. D)the opening offer and the counteroffer. E)The bargaining range is defined by all of the above. 22. Good distributive bargainers will A)begin negotiations with the other party with an opening offer close to their own resistance point. B)ensure that there is enough room in the bargaining range to make some concessions. C)accept an offer that is presented as a fait accompli. D)immediately identify the other party’s target point. E)All of the above are actions that good distributive bargainers will take. 23. What statement about concessions is false? A)Concessions are central to negotiations. B)Concessions is another word for adjustments in position. C)Concession making exposes the concession maker to some risk. D)Reciprocating concessions is a haphazard process. E)All of the above statements are true. 24. Negotiators who make threats A)are perceived as more powerful than negotiators who do not use threats. B)receive higher outcomes than negotiators who do not use threats. C)are perceived as more cooperative in distributive negotiations. D)should use detailed, complex statements of demands, conditions and consequences. E)All of the above describe negotiators who make threats. 25. Hardball tactics are designed to A)be used primarily against powerful negotiators. B)clarify the user’s adherence to a distributive bargaining approach. C)pressure targeted parties to do things they would not otherwise do. D)eliminate risk for the person using the tactic. E)Hardball tactics are designed to accomplish all of the above. 26. The negotiator’s basic strategy is to A)get information about the opposition and its positions. B)reach the final settlement as close to the other’s resistance point as possible. C)convince members of the other party to change their minds about their ability to achieve their own goals. D)promote his or her own objectives as desirable, necessary, and inevitable. E)All of the above. 27. T or F Integrative agreements have been shown to be facilitated when parties exchanged information about their positions on particular issues, but not necessarily about their priorities on those issues. 28. T or F An integrative negotiation problem should be defined as a solution process rather than as a specific goal to be attained. 29. T or F In generating alternative solutions to the problem, groups should also adopt procedures for defining the problem, defining the interests, and generating options, however, to prevent the group process from degenerating into a win-lose competition or a debating event. 30. T or F â€Å"Expanding the pie† as a method of generating alternative solutions is a complex process, as it requires much more detailed information about the other party than do other methods. 31. Which of the following processes is central to achieving almost all integrative agreements? A)moderating the free flow of information to ensure that each party’s position is accurately stated B)exchanging information about each party’s position on key issues C)emphasizing the commonalties between the parties D)searching for solutions that maximize the substantive outcome for both parties E)All of the above processes are central to achieving integrative agreements. 32. In which major step of the integrative negotiation process of identifying and defining the problem would you likely find that if the problem is complex and multifaceted the parties may not even be able to agree on a statement of the problem? A)define the problem in a way that is mutually acceptable to both sides. B)state the problem with an eye toward practicality and comprehensiveness. C)state the problem as a goal and identify the obstacles to attaining this goal. D)depersonalizing the problem. E)separate the problem definition from the search for solutions. 33. Which of the following statements about interests is true? A)There is only one type of interest in a dispute. B)Parties are always in agreement about the type of interests at stake. C)Interests are often based in more deeply rooted human needs or values. D)Interests do not change during the course of an integrative negotiation. E)All of the above statements about interests are true. 34. Successful logrolling requires A)that the parties establish more than one issue in conflict and then agree to trade off among these issues so one party achieves a highly preferred outcome on the first issue and the other person achieves a highly preferred outcome on the second issue. B)no additional information about the other party than his/her interests, and assumes that simply enlarging the resources will solve the problem. C)that one party is allowed to obtain his/her objectives and he/she then â€Å"pays off† the other party for accommodating his/her interests. D)a fundamental reformulation of the problem such that the parties are disclosing sufficient information to discover their interests and needs and then inventing options that will satisfy both parties’ needs. E)Successful logrolling requires all of the above. 35. When confronted with complex problems, or a large number of alternative options, which of the following steps is necessary? A)broaden the range of solution options B)evaluate solutions on the basis of quality, standards, and acceptability C)decide on criteria while evaluating options D)maintain a focus on the influence of tangibles in selecting options E)All of the above steps should be used when confronted with complex problems. 36. In nonspecific compensation A)resources are added in such a way that both sides can achieve their objectives. B)one party achieves his/her objectives and the other’s costs are minimized if he/she agrees to go along. C)the parties are able to invent new options that meet each sides’ needs. D)one person is allowed to obtain his/her objectives and â€Å"pay off† the other person for accommodating his interests. E)All of the above are related to nonspecific compensation. 37. Which guideline should be used in evaluating options and reaching a consensus? A)keep the range of solution options as wide as possible B)evaluate the solutions on the basis of speed and expediency C)keep detailed records throughout the discussion and evaluation process D)be alert to the influence of intangibles in selecting options E)None of the above should be used in the evaluation process. 38. Which of the following is not necessary for integrative negotiation to succeed? A)Each party should be as interested in the objectives and problems of the other as each is in his/her own—each must assume responsibility for the other’s needs and outcomes as well as for his/her own. B)The parties must be committed to a goal that benefits both of them rather than to pursuing only their own ends. C)The parties must be willing to adopt interpersonal styles that are more congenial than combative, more open and trusting than evasive and defensive, more flexible (but firm) than stubborn (but yielding). D)Needs have to be made explicit, similarities have to be identified, and differences have to be recognized and accepted. E)All of the above are essential for integrative negotiation to succeed. 39. Which of the following factors does not contribute to the development of trust between negotiators? A)We are more likely to trust someone we perceive as similar to us or as holding a positive attitude toward us. B)We often mistrust people who are dependent upon us because we are in a position to help or hurt them. C)We are more likely to trust people who initiate cooperative, trusting behavior. D)We are more likely to trust negotiators who make concessions. E)All of the above contribute to the development of trust between negotiators. 40. What are the most critical precursors for achieving negotiation objectives? A)Effective strategizing, planning and preparation B)goal setting and target planning C)defining frames and setting goals D)framing and strategizing E)none of the above 41. Which of the following is not a reason that negotiations fail? A)Allowing insufficient time for planning B)Failing to set clear objectives C)Understanding the strengths and weaknesses of their and the other party’s positions D)Depending on being quick and clever during negotiations 42. A strong interest in achieving only the relationship outcomes suggests one, if any, of the following strategies. Which one? A)competitive B)accommodation C)collaborative D)avoidance E)none of the above 43. Getting to know the other party and understanding similarities and differences represents what key step in the negotiation process: A)preparation B)information gathering C)relationship building D)information using E)None of the above 44. What is the dominant force for success in negotiation? A)a distributive vs. integrative strategy B)the planning that takes place prior to the dialogue C)the discussions that precede planning sessions D)the tactics selected in support of strategic goals E)all of the above 45. Does any of the following represent the point at which we realistically expect to achieve a settlement? A)specific target point B)resistance point C)alternative D)asking price E)none of the above 46. If the other party has a strong and viable alternative, he/she will A)be dependent on achieving a satisfactory agreement B)appear aggressive and hostile in negotiations C)set and push for high objectives D)have unlimited negotiating authority E)all of the above 47. Under which of the following questions of protocol would you find a bargaining relationship discussion about procedural issues that should occur before the major substantive ones have been raised? A)What agenda should we follow? B)Where should we negotiate? C)What is the time period of the negotiation? D)What might be done if negotiation fails? E)How will we keep track of what is agreed to? 48. T or F If what we want exceeds what the other party is capable of or willing to give, we must either change our goals or end the negotiation. 49. T or F If both substance and relationship outcomes are important, the negotiator should pursue a competitive strategy. 50. T or F Alternatives are very important in both distributive and integrative processes because they define whether the current outcome is better than any other possibility. (51 – 54 are worth 10 points a piece) 51. Name the four levels of conflict that are commonly identified. Explain how conflict is a potential consequence of interdependent relationships. 52. What characteristics of original offer, opening stance and opening concession would signal a position of firmness? Of flexibility? What are the advantages of adopting a flexible position? 53. What tactics can be used to communicate firm flexibility to an opponent? In addition, what guidelines should be used in evaluating options and reaching a consensus? 54. Research by Greenhalgh suggests there are seven key steps to an ideal negotiation process. Which of the Greenhalgh seven steps of negotiation do Asian negotiators spend a great deal of time on? Why is this so important?

Best Snack Foods

Running head: PROBLEM SOLUTION: BEST SNACKS INC. Problem Solution: Best Snacks Inc. University of Phoenix Problem Solution: Best Snacks Inc. Over the last few years Best Snacks has been faced with declined sales, decreased market shares as well as steadily decline stock market prices. As a result of these changes, Best Snack is currently no longer on top of the snack food industry. The current CEO Elizabeth Fairchild, has enlisted the assistance of Vice President of Organizational Development Sabrina McKay to help change the creative and innovative culture. The purpose of this paper is to provide solutions to the issues facing Best Snack that will allow the company to regain the new one spot in the snack food industry. The solutions will focus on the overwhelming need for a return to creativity and innovation into the organization. Describe the Situation Issue and Opportunity Identification The snack food industry is consistently changing and evolving. Best Snack currently has not been able to keep up with the competition. Several issues will need to address before a turn around can begin. The issues with Best Snacks are lack of creativity and innovation, which has led to the decrease sales, decreased market share and decreased profits. The time is now for Best Snacks to adopt a culture that fosters creativity and innovation or jeopardize losing even more. A full outline of the issues facing Best Snack is outlined in Table 1. As a result of the survey, Best Snack has several opportunities to address with the employees. Much of the research on innovative companies points to the importance of management practices that support creative employees and their ideas† (Best Snacks, 2009, p 4). Becoming a learning organization is one of the opportunities for Best Snack. Becoming a learning organization will encourage the changes that the CEO wants to implement. As the employees become more skilled and start to use those skills the creativity and innovation will be reinforced and become a vital part of the company’s organizational culture. Senge’s principles for designing a learning organization emphasizes the importance of building shared vision, by which he means building the ongoing frame of reference or mental model that all organizational members use to frame problems or opportunities and that binds them to an organization† (Jones, 2004, pg 379). Stakeholder Perspectives/Ethical Dilemmas Each stakeholder has their one ideas of how they relate to Best Snacks. The key stakeholders are the customers, the management team, employees and the shareholders. Each stakeholder has some investment in the success of the company and each stakeholder wants a high return on his or her investment. The investment and values of each key stakeholder is identified and explained in Table 2. The management team is looked upon by the employees, shareholders and the customers to make the decisions that will ensure the success of the company. These decisions include fostering an environment that fosters creativity and innovation to keep the company competitive. The employees are looked upon by the management team to provide creative and innovation ideas that can control cost and maintain product lines. The stakeholders look to the management team and employees to work in a manner which uses the Capitol in the best manner. The stakeholders want a decent return on their investment and want to know that the management team is managing their capitol effectively. The customers want to know they are receiving value for their money as well as purchasing from an honest and reputable company. Frame the â€Å"Right† Problem Best Snacks will provide all employees opportunities to grow and develops skills related to creativity and innovation. As the employees use these new skills, Best Snack will be come an organization that will lead the snack industry in using creativity and innovation to materialize the company’s strategic plan of increased market share, increased sales and increased stock prices. Describe the â€Å"End-State† Vision Best Snack has an upward climb to becoming number one in the snack food industry again. Major changes will need to be made and the best method for Best Snacks will be to incorporate radical innovation into culture. The company will need to evaluate both the business model as well as technology to see what improvements can be made. This will be a first in the snack food industry and will position Best Snack a true leader in the industry. The next step is to increase creative thinking and innovational skills on all levels of the organization. By looking at both internal and external sources for creativity and innovation Best Snack will have a consistent flow of creative and innovative ideas for developing and marketing products. The need for new products and marking ideas is essential to increase sales, market shares and stock prices. Identify the Alternatives and Benchmarking Validation â€Å"Making decisions on a product enhancement requires communications between many parts of the organization, including R&D, manufacturing, marketing and sales, and finance, as well as processes and criteria for making the decisions† (Davila, Epstein, & Shelton, 2006, p 120). Best Snacks R&D department is currently not producing the type of ideas that will lead to new innovation products required to keep the company competitive. By creating an outreach program Best Snack R&D department will be in contact with fresh and innovative ideas. â€Å"By 2000, it was clear to us that our invent-it-ourselves model was not capable of sustaining high levels of top-line growth. The explosion of new technologies was putting ever more pressure on our innovation budgets. Our R&D productivity had leveled off, and our innovation success rate—the percentage of new products that met financial objectives—had stagnated at about 35 percent. Squeezed by nimble competitors, flattening sales, lackluster new launches, and a quarterly earnings miss, we lost more than half our market cap when our stock slid from $118 to $52 a share† (Connect and Develop: Inside Procter & Gamble's New Model for Innovation 2006). This served as a major wake up call for Proctor and Gamble so the company began looking at university and government labs to create partnerships to assist both parties in product research and design. Proctor & Gamble soon realized that this process was paying off because of the best ideas had come from the partnerships outside the company. Lafley made it our goal to acquire 50 percent of our innovations outside the company. The strategy wasn't to replace the capabilities of our 7,500 researchers and support staff, but to better leverage them. Half of our new products, Lafley said, would come from our own labs, and half would come through them† (Connect and Develop: Inside Procter & Gamble's New Model for In novation 2006). With this new change in obtaining ideas, it was important that the culture of the company changed as well. As Best Snacks is looking to make changes to product line, the company could benefit from creating partnerships with universities and even individuals looking to sell product ideas. Procter & Gamble has created a website in which individuals can log in and provide new ideas. Best Snacks could add a link to the company website that could serve the same purpose. The link on the website could be a cost-effective way to begin to obtain new ideas. If the website generates valuable suggestions, then the outreach program can be expanded as-needed. The solution of a culture change and using an out reach program is the best solution for Best Snacks as it will lead to continued growth and development for the company. Evaluate the Alternatives Best Snack has attempted to use incremental innovation without much success and the CEO see this and is aware of the need for radical innovation and increased creativity. â€Å" She determined to make Best Snacks the first consumer snacks company to make radical innovation and creativity a vital part of the organization’s culture† (Best Snacks, 2009, p 1). The company will need to embrace the need for a culture change and work toward more products that will reach the target customers. Innovation and creativity is exactly what Best Snacks needs to regain the top position in the snack industry. The company will need to educate the employees and train them to think creativity and identify innovative thoughts. This can be accomplished by the management team identifying the behaviors of other creative and innovative companies. Once these behaviors are identified, the next step is to incorporate these behaviors in the daily routines. These steps set the ground work to empower the employees to introduce new products. Narrowed List of Alternatives When looking at the list of alternatives presented in Table 3, the best alternative solution is to look at gaining outside partnerships to assist the R team in providing new ideas. Before this solution can work the culture will need to shift to encourage creativity and innovation from all employees. The employees need to understand that the external ideas are not to replace the internal ones but to enhance the brainstorming sessions. The next best solution would be to create a learning organization. All of these steps are necessary as Best Snacks focuses on shift to a company known for innovation and creativity. Identify and Assess Risks Best Snacks needs to understand that each solution carries a different set of risks. It’s important these risks are taken into consideration before any decision is made. The current risk that needs to mitigate is the declining sales, declining market share and declining stock prices. Table 4 provides the risk and consequences of the each of the proposed solutions and most important it provides ways to lower the risk of each solution. The management team will need to have solid techniques in place to help the employees more toward the new organizational goals. Make the Decision When evaluating all of the solutions provided, Best Snack would benefit from all of the solutions in some manner. By developing the partnerships with local colleges, shifting the culture to foster innovation and creativity by implementing the behaviors of that lead to creativity and innovation will help to transform ideas to new product lines. The first step is to contact the local colleges to create internships program. This program will consistently provide the R department access to new ideas. The R team can take the ideas and brainstorm how to implement the ideas. The downside of this solution is that the R department may not take the ideas seriously and not focus enough attention to the development because of resentment. The second and third alternative is change the culture to foster creativity and innovation by identifying the behaviors of other creative and innovative companies. These two alternatives are interrelated as before one can occur the other needs to occur. The shift of culture will be hard from several of the employees because of resistance to change. The management team will need to provide change management training to employees because the future of the Best Snack is full of consistent change. The final alternative is to create a learning organization. As Best Snack is making the other adjustments to the business model, the company will have no other choice but to implement organizational learning. The benefit to this alternative is that the company will be consistently looking for new ideas and products that new learning will be required of each employee. As the employees learn and share new skills the company continues to learn and grow and in turn the product line will continually evolve to meet the demands of the customers. Develop and Implement the Solution Sabrina McKay the Vice President of Organizational Development has a full slate to ensure that all of the pieces are in place. Sabrina’s first action item is to identify the leadership behaviors are required to lead the company. These behaviors will be identified within two months. Once the behaviors have been outlined, over the next three months the review of the current management process will be evaluated. During this evaluation, the necessary changes will be outlined. During these evaluations, the management team will be review all polices and procedures to benchmark against the new set of behaviors and processes. The management team will have two months to complete this evaluation. Once the changes have been outlined, a new training program will be created by Sabrina and this should take approximately nine months to create and provide the training to all associates. While the training is being conducted Sabrina will also be working on the creativity and innovation plan. This plan will include the partnerships with local colleges. Sabrina will have eight months to create and identify the best college to use for the program. Once the partnerships and training is complete the management team can continue to outline the strategies for supporting the employees in all of the new endeavors. The support for the employees is vital to the whole plans success. The project will be reviewed every six months to ensure adequately progress. Evaluate the Results The focus for Best Snack is to become the first company in the snack industry actively using radical innovation in the organizational culture. The plan that was outlined in Table 6 and Table 7 has the project completed within the next 12 months. The changes that will be made during this time will need to be consistently reinforced by management. It is also very important that management support the employees as training and change is provided. This is the time for management to increase the trust factor between management and employees. As the trust increases, creativity will also increase. The employees’ surveys will be used to measure how well the management team is nurturing the increased creativity and innovation. Once partnership program is in place, Best Snacks will have consistent flow of ideas for the R team to brainstorm and transform into new products. As the R team is brainstorming both internal and external ideas this lead to additional ideas. Within a year, the R team will be able to provide more marketing ideas and products in a more efficient manner. Best snacks will a 30% increase in new products in one-year. The increase in products will start to increase company sales, market share and stock price within the year. With the consistent new ideas, increased creative and innovative thinking, Best Snack will see consistent growth over the next few years. Conclusion Best Snack has become very dependent on incremental innovation and the low risk factors that when change is urgently needed it is hard to stray from it. Best Snack is trying to become a leader in the industry but is stuck therefore the need to shift to radical innovation. The second level at which systems interact with learning is through their own improvement and the improvement of organizational processes. During the execution of a particular project, there is learning about the process itself that is captured. In other words, there is learning not only about the particular innovation, but also about how the company can improve its innovation processes† (Davila, Epstein, & Shelton, 2006, p 218). For Best Snacks to maintain the new competitive edge it is important to continue to foster the communication as well as the concepts of creativity and innovation. Best Snacks is now in a position to use the knowledge of the past to create a better future for the employees, customers and shareholders. References Davila, T. , Epstein, M. , & Shelton, R. , 2006. Making Innovation Work: How to Manage It, Measure It, and Profit from It, 1e. Jones, Gareth R. , 2004. Organizational Theory, Design, and Change, 1eChapter 12: Decision Making, Learning, Knowledge Management, and Information Technology. P&G’s New Innovation Model 2006 retrieved April 10, 2010 from http://hbswk. hbs. edu/archive/5258. html University of Phoenix, (2009). Best Snacks Scenario Inc. Retrieved March 21, 2010 from University of Phoenix rEsource Center. Table 1 Issues and Opportunities Identification |Issue |Opportunities |Reference to Specific | | | |Course Concept | |Business Model Change to drive |The CEO Elizabeth recognizes the company’s need to make|Davila. , Epstein. , & Shelton | |innovation in the following areas: |some innovated changes. The changes to the business |2006, p. 32 | |Value Proposition |model will help Best Snack Foods become more | | |Supply Chain |competitive. The first change will be to look at the | | |Target Customer |value of the items for sale and make the necessary | | | |adjustments to provide more value to the consumers. | | |The next step is to look at the supply chain and make | | | |the necessary adjustment. The changes should provide | | | |product to Best Snacks at a quick and lower price so | | | |that cost savings can be passed on to the customer as | | | well as increased margin for the company. The final | | | |step is to determine the target customer for the new | | | |product or the enhanced product. Best Snack foods to | | | |look at what areas that they have no presence and what | | | |areas they need to increase product presence. This | | | |will determine which customers they are not reaching | | | |and then can determine value of reaching out to a new | | | |demographic. | | |Technology Change to drive innovation |The CEO Elizabeth recognizes the company’s need to make|Davila. , Epstein. , & Shelton | |in the following ways: |some innovated changes. According to the survey the |2006, p. 5 | |Product and service offerings |associates believe that management does not quick | | |Process technologies |decision regarding new products. The company has | | |Enabling technologies |introduced only five new products in three years. The | | | |company needs to determine what products they want to | | | |improve on or, which new items to produce. This new | | | |products could also require some changes in the | | | |technologies. The company has just implemented an | | | |automotive packing system and will need to find other | | | |technologies that will help decrease cost associated | | | |with production. The nest step will be for Best Snack | | | |food to look communication between vendors. The close | | | |relationship can also help to reduce cost. | | |Organizational |The executive team should begin to outline the learning|Jones 2004, p. 376 | |learning The process |for the individual through the University. Once the | | |through which managers |learning continues with the individual, the new | | |seek to improve |knowledge will begin to have an impact on the group and| | |organization members’ |when the group is learning the whole organization is | | |capacity to understand |learning. Best Snack needs to outline training classes| | |and manage the organization |for all levels of the company. As the company | | |and its environment |continues to learn the groups and individuals will | | |so that they |begin to look deeper into process to determine ways to | | |can make decisions |streamline and reduce cost. This is creating an | | |with continual organizational |environment that fosters creativity. This will so help| | |effectiveness. The following are |to decrease the fear of taking risk within the company. | |types of organizational learning | | | |Exploration | | | |Exploitation | | | | | | | | | | | | | | | |Organizational decision making is the |This is what the executive team is currently working |Jones 2004, p. 368 | |process of responding to a problem by |on. The CEO has outlined the problem, which is the | | |searching for and selecting a solution|company is not as competitive and innovated as the | | |or course of action that will create |competition. As a result of these issues the company | | |value for |is beginning to suffer financially. The executive team| | |organizational stakeholders. |is working to find the proper solution that will | | |This type of decision model has five |provide increased profits and margins for Best Snacks. | |different models | | | |Rational Model | | | |Carnegie Model | | | |Incrementalist Model | | | |Unstructured Model | | | |Garbage Can Model | | | |Decision making drives the operation | | | |of an organization. At the | | | |core of every organization is a set of| | | |decision-making rules and routines | | | |that bring stability | | | |and allow the organization to | | | |reproduce its structure, activities, | | | |and core competences | | | |over time (Jones, 2004, p. 375) | | | |Learning in a innovative organization |Sabrina will be able to provide this characteristic to |Davila. , Epstein. & Shelton | |has the following characteristics: |Best Snack foods once she is has completed her new |2006, p. 212 | |Process learning is linked to |assignment. The first step that she has completed of | | |strategy |the employee survey is an excellent start to determine | | |Systematic approach to complex |the current state versus the new look of the company. | | |organizational dynamics |She is also looking at the values and the mission of | | |Shared vision |the company. Both of these will more than likely be | | |Flexibility and agility |updated to reflect the new strategy. Once the new | | |Timely anticipation of challenges and |strategy is determined the company will be working | | |threats |toward a common goal and will be able to foster a | | |Collaborative and challenging |creative environment. The company currently has a Best | | |environment. |Snack University for the students but the courses are | | | |not mandatory. The company should look at requiring so | | | |many hours a year so that each employee can continue to| | | |improve upon there skills. | | Table 2 Stakeholder Perspectives and Ethical Dilemmas |Stakeholder Perspectives and Ethical Dilemmas | |Stakeholder Groups with Competing Values | | | | |The Interests, Rights, and |The Ethical Dilemma Based on the Competing | |List: Group X Values of Each Group |Values | |versus Group Y | | | |Executive Management vs. Employees |Fairness, accountability and social responsibility |The employees completed a survey and it is up | | |The interest of employees revolves around Best |to the Management team to make the right | | |Snacks ability to provide job security, market share|decision with the answers. It is important the | | |security and on the job training to improve job |management use the information to provide the | | |skills. The Executive management has the |necessary program to the employees and support | | |responsibility to implement the organizational |growth and development. | | |changes in order to maintain competitive. | | |Executive Management vs. Shareholders |Increased return on investment, |The main interest is the history of innovation,| | |Loyalty, respect, responsibility and reputation of |market shares, stock performance, operating | | |company. |profit, return on investment, and | | | |profitability. The shareholders are fearful | | | |about their investments not increasing and the | | | |shareholders want to know that the capitol is | | | |being managed properly. If the capitol is being| | | |managed properly then there should be a return | | | |on their capitol. | |Executive Management vs. Customers |Customer is interested in cost and quality. The CEO Elizabeth Fairchild has meeting with | | |The customer is also wanting accountability and |customers to talk about values and how they | | |honestly from the executive team. |compare to the competition. The customers are | | | |expecting that the company to take their | | | |answers and work to make the necessary changes. | Table 3 Analysis of Alternative Solutions [pic] Table 4 Risk Assessment and Mitigation Risk Assessment and Mitigation | |Alternative |Risks and Probability |Consequence and Severity |Mitigation Techniques and | | | | |Strategies | |Identify and individual and |Ineffective due to lack of |According to the survey results, |Management team will communicate | |organizational behaviors that |participation and rejection by |the employees do not believe that |how creativity and innovation will | |foster creativity and |employees – high |improved innovation and creativity|assist the company to reach the new| |innovation |There is littler or no growth – low |is achievable –high |goals | | |Inadequate management of strategies |Will not have immediate impact on | | | |structures, or cultures – low |product improvements, finance or |The management team will also need | | | reputation-medium |to understand all of the dynamics | | | | |that affect growth. | |Create organizational learning |Employees are hesitant to follow the |Increase turnover as employees |The CEO and | | |organizational learning system- high |will not make necessary changes – |management team will need to | | | |medium |define and communicate the | | | | |organizational learning process. | | | | | |Adapt a culture that focuses on|Creation of goals for employees to have|Will not address all of the |The management team will focus on | |creativity and innovation |continuous learning – medium |important issues. – high |creativity when outlining the new | | | |The major issues will still need |vision of the company | | | |to be addressed | | |Create partnerships with |Current employees will resent the ideas|This will generate new ideas that |The management team must | |colleges to generate new and |from the outside -high |can be implemented by the current |communicate the program and foster | |creative ideas. |R&D team with the necessary |the culture to accept the ideas as | | | |modifications to fit the needs of |if they were generated from the | | | |the company. – Low |inside. | Table 5 Pros and Cons of Alternative Solutions |Alternative |Pros |Cons | |Create organizational learning |All departments will be on the same track |The training can be c ostly and be hard for some| | |toward the new goals. employees to make changes | | | | | | | | | |Adapt culture that focuses on creativity and |Company will operate more efficiently due to |The current culture may be too strong to allow | |innovation |all of the new changes in operating models and |the shift in focus and implement the new ideas | | |technology |and concepts | |Identify individual and organizational |Increased competences for employees that can |Products are not improved | |behaviors that foster creativity and innovation|improve product lines |Products may no longer meet the needs of the | |and implement the necessary changes | |customer | | | | | | | | | |Create relationships with colleges to generate |New ideas that are not bound by boundaries from|Current team members might feel threaten by | |new ideas |the culture of the company |ideas | | |The customer is provide suggestions to improve |Students that create ideas may not be involved | | |value or products |in w hole process. | | |Ideas that are generated can be modified by the| | | |R&D team to fit the business model | | Table 6 Optimal Solution Implementation Plan Action Item Deliverable |Timeline |Who is Responsible | |Proposal for new employee training |9 months |Sabrina McKay, VP of Organizational | | | |Development | |Organizational strategies for supporting the |12 months (continual) | Executive Management Team | |employees | | | |Creation of Creativity and Innovation Plan |8 months |Sabrina McKay | |Review of all policies and procedures |2 months | Executive Management Team | |Identify leadership behaviors |2 months |Sabrina McKay | |Identify management process |3 months |Sabrina McKay | Table 7 Evaluation of Results End-State Goals |Metrics |Target | |Best Snacks will be the first snack company to |Innovation and creativity will become a |With in a year, radical innovation will be | |implement radical innovation and creativity as|integral part of the companies ongoing |encouraged regularly. | |part of the companies organizational culture |processed | | |Best Snacks encourage creative thinking on all |Best Snack will now be known as a cutting edge |All employees will be trained on creativity and| |levels by using new skills |innovation organization |innovation skills within one year. |The development of new products will be more |With in a year, Best Snacks will see an |The will be a 30% increase in new products | |innovative resulting in an increase in sales, |increase in development of new products as a |within one year. | |market share and stock prices. |result of new ideas from both internal and | | | |external sources | | |The executive management team will create an |The results of the assessment show that |Full employee involvement with in 4 months. |assessment to increase creativity and |management is following the new organizational | | |innovation throughout the company |plans for the company. | | |Best Snacks will become number one again and |Best Snacks leads the industry with creative |Within one year, Best Snacks will have | |will remain competitive due to organizational |and innovation products and will increase |increased profit margins and increased | |changes |revenue and operating incomes |creativity. |

People, Organisations and Leadership Essay Example | Topics and Well Written Essays - 1000 words

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