As technology advances further in the years to come, how do you think the nature of leadership in work organizations is likely to change organizations’ culture?

Choose 3 of the following prompts to discuss to: 

  1. Think of the organization in which you currently work — specifically, the work group or department with which you are most closely affiliated. How would you characterize this unit with respect to division of labor, span of control, and centralization?
  2. How have advances in information technology changed the way organizations are structured and designed today?
  3. For what types of business endeavors do you think virtual organizations are particularly well suited, and for what type do you believe they should be avoided?
  4. Examine your own work life: consider the jobs you have held and organizations with which you have been associated.  Based on your experiences, what type of organizational structure appears to suit you best?  Why?  Relate your own attitudes, behaviors, and values to the organizational structures described in this chapter.
  5. Search the internet on the term “creating ethical organizations” or “positive organizational culture.”  Find two articles related to the topic demonstrating an organization demonstrating these concepts. Write a brief synopsis of each that explains how managers can create such an organization.  Compare your findings to the suggestions given by the authors in your text. Don’t forget to provide proper APA references of each.
  6. As technology advances further in the years to come, how do you think the nature of leadership in work organizations is likely to change organizations’ culture?
 
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Which of the three options would you recommend to Air America and why? What would be the problems with the other options?

CASE STUDY 9.2

AIR AMERICA

Herbert Manning, general manager of Air America’s Qamran office, has been with the company for twelve years. Manning had an undergraduate degree in economics and business and had worked for a leading travel agency in San Francisco before joining Air America as a sales executive. With his earlier experience and his enthusiasm and energy on the job, Manning made a favorable impression very quickly. Within two years he was promoted to the rank of area sales manager and elected vice president of Air America’s worldwide sales club, having had the second highest level of sales among all of Air America’s sales executives worldwide. Manning continued to perform well as area sales manager, and three years later he was moved to the company’s corporate headquarters in Dallas, Texas, as vice president of international marketing and sales with responsibility for planning and implementing the company’s marketing and sales strategies in the Middle East, Africa, and southern Asia. Air America, though a major international airline, was not very strong in these markets, which it perceived would become increasingly important in the future. Manning took up the challenge with his well-known drive and energy, and during the next three years, Air America succeeded in negotiating air route agreements with four countries in North Africa, three in the Middle East, and three in southern Asia. Qamran, a small sheikdom in the Middle East, was designated as the regional base for this area and as a hub location for the airline. In these three years, Manning’s region became an important source of revenue from international operations for Air America. Apart from an aggressive and well-targeted sales policy, overall increase in passenger traffic arising out of the oil price boom helped to boost ticket sales.

Toward the end of the third year, however, Air America, like many other airlines operating in the region, was suddenly hit with a sharp decline in demand as oil prices rose sharply and the world economy went into a deep recession. As the market shrank, competition intensified, and it became increasingly difficult to hold on to market share. Air America’s share of the Persian Gulf market dropped by 7 percent. Combined with a sharp decline in overall market size, the drop led to a steep reduction in total revenues.

Concerned with the difficult situation in the region, Air America’s senior management decided that an aggressive strategy had to be adopted to recapture market share and rebuild the airline’s image as a dominant force in the region. A key element of the strategy was to appoint Manning as the regional manager of the Middle East and North Africa.

It was a big promotion for Manning. Regional managers were considered senior management in the company and were responsible for participating in the formulation of global strategy. Moreover, Air America’s corporate policy emphasized considerable delegation and decentralization. Regional managers were, therefore, almost completely independent in their local operations and were primarily responsible for their own results. Manning was elated when his boss told him the news. He had wanted to go back to the field for some time now, and the position apparently offered all that he was looking for. In addition, relocation as a regional manager in Qamran meant that he would have several liberal fringe benefits given to Air America’s expatriate managers: a large, furnished company house, a chauffeur-driven car, at least four servants, and additional allowances, including a large entertainment budget.

Manning’s first year was extremely successful. His drive and enthusiasm were infused throughout the local office, because he set a good example by his own untiring efforts. His years in the marketing division had provided him with considerable background knowledge of the operations, and he used that knowledge to seek and implement new ways to fight off Air America’s competitors. Market share began to inch back upward and the revenue drop was reversed. Although the revenues were helped by a slight improvement in market conditions, there was no doubt that Manning’s arrival was a key factor in the reversal of Air America’s fortunes in the region.

The second year was good, too, although not as good as the first. Market share increased, as did the revenues by smaller degrees. One significant explanation for the slowing of increases offered by Manning was that other airlines had initiated equally aggressive counterstrategies, and it was not possible to improve the rate of Air America’s gains without seriously compromising profitability.

Results started to decline in the third year, however. Market share gains slid back by 2 percent and revenues showed a slight decline. Manning seemed to have lost the drive and initiative that had characterized his work just a few months before, and some of Manning’s subordinates seemed unhappy with his behavior and left the company. Gilbert Wyles, Air America’s senior vice president of human resources, was quick to guess that the problem was Manning himself. Wyles decided that a meeting at corporate headquarters would be useful to discuss the whole issue. Manning was, after all, a star performer, and if he was facing any problems the company was fully prepared to help him.

The meeting lasted three hours. Initially hesitant to state the real problem, Manning finally admitted that his wife, Sandra, was having difficulties in adjusting to life in Qamran. Back in the United States, she had been a client relations executive in a small advertising company. It was not a very high position, but it allowed her to use her skills at dealing with people constructively. She had developed a fairly close network of good friends and a large circle of pleasant acquaintances through her job. Her decision to leave the job and accompany Manning to Qamran had not been easy, but she had decided to make the best of a new lifestyle that awaited her in their new overseas home. She did make a sincere effort at adjustment, but Qamran’s society was governed by strict Islamic tenets, which meant that social freedoms for women were severely restricted. Although the Mannings enjoyed various social activities with diplomats and other expatriates, Mrs. Manning had little to do during the day. Women were not allowed to work in Qamran unless they were granted special work permits under exceptional circumstances. Even then women had to dress in a particular fashion prescribed by the authorities.

After the first year, Mrs. Manning grew increasingly restless about her new situation. Her problems were accentuated by the long absences of her husband, who went on frequent business trips that were essential to the success of his assignment. Mrs. Manning thought of various solutions and different ways in which her life could be made more interesting, but nothing worked, and her mental discomfort continued to increase. In the past few months, she had suffered long periods of depression and was not responding very well to treatment, which caused Mr. Manning tremendous anxiety and had adversely affected his professional performance.

Gilbert Wyles suggested that the Mannings take a vacation immediately, at the place of their choice, and that by the time they returned the company would have an answer to the problem. Manning was relieved, but at the same time he was skeptical of the company’s intentions. As he walked out of the corporate headquarters to catch a cab for his hotel, he wondered whether he had done the right thing.

Meanwhile, Wyles, in his well-appointed office, put together a confidential memo to the international human resources policy group, a small set of top Air America executives in charge of framing company policies in international human resources management. The memo explained the background and circumstances of the situation and placed three options before the members:

1.The option suggested by Manning, to give his wife a job in his office in Qamran as a public relations officer. This would be possible if the company modified its personnel policy on employment of spouses and if enough pressure was exerted on the Qamran government.

2.Replace Manning with another expatriate executive, which could be easily done, but might lead to similar problems for the replacement.

3.Appoint a local national as regional manager or bring in a third-country national from Air America’s other overseas offices.

DISCUSSION QUESTIONS

1.Which of the three options would you recommend to Air America and why? What would be the problems with the other options?

2.Is there a need for Air America to change its international staffing policies to avoid sending expatriate managers to overseas locations?

 
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EXTRA CREDIT ASSIGNMENTS

FINA 456 – F2017

EXTRA CREDIT ASSIGNMENTS

This project will allow students to earn up to 10 percentage points toward their final grade, effectively a one grade increase. Each student seeking extra credit must write a paper (15 pages minimum) on the subject matter assigned. I expect a detailed research project and a well written report. Reports must be submitted on or before the start of Final Exam. NO LATE PAPERS WILL BE ACCEPTED. THIS IS NOT AN EASY 10 POINT PROJECT.

Global Ocean Marine Risk Management and Insurance

Trucking Transportation Risk Management

FEMA Risk Management Practices

Risk Retention Groups Past & Present

Lawyers Professional Liability – Risk management, Coverage, Marketplace, Cost

Amusement Parks, Risk Management and Insurance Compare Disneyland to others

Insurance for Non-Profits, Types of Coverage, Marketplace, and NIAC (santa cruz)

Public and Private D&O in California

Heavy Construction Industry Insurance and Risk Management

California Earthquake Insurance

Classic Car Insurance

Amercian Nuclear Insurance and Risk Management

California Medical Malpractice Insurance and Risk Management

Insurance Litigation – Carrier Bad Faith and Agents Errors & Omissions

Global Reinsurance Intermediaries

California Workers Compensation Appeals Board, Claims Processes

Equine Insurance

ERISA impact of Unfunded Pensions and how are 401K’s involved with ERISA

Cyber Liability Risks and Coverage

Agriculture Crop coverage – impact of weather current changes

Economic impact of Insured and Uninsured losses from Hurricane Sandy

Major Motion Picture Risk Management and Insurance

Kidnap and Ransom Risk management and Insurance

Global Yacht Insurance and Top Ten Yacht claims/losses

Medical Equipment Manufacturers Risk management and Insurance

Offshore Drilling Risk management and Insurance – Gulf Spill

Employment Practices Liability, Risk Management and Insurance

Healthcare and Hospital Risk Management and Insurance

Major Real Estate Development Risk management and Insurance from the developers position

Landlord Liability Risk Management and Insurance

Commercial Insurance and Risk Management in China

Workers Compensation and Claims for Professional Athletes, Joe Montana Workers Comp Claim + Similar

Software Integration Technology Consulting Risk Management and Insurance

Japan 2011 Tsunami and Earthquake impact on insurance claims and costs.

Commercial Transportation Risk Management and Insurance

 
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FINAL PROJECT GUIDELINES Investment Analysis

FINAL PROJECT GUIDELINES Investment Analysis

Investment Planning (BFIN 3324)

Your Analysis Report should include:

1. Introduction. This part should be a short description of the companies you are going to analyze. You can mention the objective of the company, the current situation of their

industry, and latest news related to future projects of these companies.

2. Ratio Analysis. This ratio analysis should include a trend analysis of last three years, and a benchmark analysis that compares both companies, and (if it possible) against the

industry average. It requires getting the ratios (from Morningstar Direct) for the categories

mentioned below for both companies, compare and interpret them to understand the

current financial situation. 1. Liquidity 2. Efficiency 3. Leverage 4. Profitability 5. Market Value

3. Valuation. In this section, intrinsic values will be calculated for both companies by using the following methods: Dividend-growth valuation model (or Discounted Earnings model in

case the company doesn’t pay dividends frequently), and Multiples valuation model (you

should valuate with two different multiples at least). Multiples and Dividends can be found

at Morningstar Direct. This section should end with a recommendation of buy/sell/maintain

for each company, based on the comparison of the market price and your calculations.

4. Technical Analysis. This analysis should include: (1) A chart of monthly prices for the last five years; (2) A chart of weekly prices in the last year; (3) A chart of daily prices for the

last six months. You should use at least two technical indicators overlaid, and other two

below the chart. You should identify the best indicator(s) for that stock, and show previous

signals of trading. Finally, this analysis should say if that stock is currently good or bad

option to trade.

5. Conclusion General conclusions about the stocks of your companies analyzed. Explain your

experience in doing this analysis. Write your learning and those challenges found during

the construction of this project.

6. Appendix and Bibliography The appendix should be a copy of all ratios and other data gathered, indicating the source

of each of those numbers. Bibliography should have a standardized format (You should

include all other sources that you use in addition to your textbook. It is strongly

recommended to have at least three sources to complement).

Notes:

• I would recommend referring material outside of your textbook (library, Internet, etc.) in

order to explain your conclusions.

• Number all your pages from the introduction onward.

• You have to get your data from the Morningstar Direct. If you don’t find some information

you need, ask the instructor before you use information from other sources.

• For your presentations you have to consider among 6-8 minutes. No less, no more. In the

final presentation, it is very important to talk more about group’s conclusion.

• For your presentations, I strongly recommend to practice before and double check your

time, and orthography of every slide.

• The grade of your final report will be based on right content, expected structure, clean

format, and depth of conclusion.(14%)

• The grade of your presentations will be based on progress, right content and understanding

of concepts related to the presentation. (2% each presentation).

 
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