Business Culture and Strategy UNIT CODE: F7J7 35

 
Unit: Business Culture and Strategy UNIT CODE: F7J7 35 CONDITIONS FOR ASSESSMENT The assement may take the form of open book assessments with structured questions for all the outcomes. The instrument of assessment is having a stimulus case study based on organisation and which will be used for all the outcomes. The candidate evidences show remarkably shows the linkage with the evidence requirement for each outcome. Candidates are encouraged to produce report based structured answers for each outcomes. Where the candidate does not meet the required standard on the first submission, remediation should occur on the existing questions after authentication and feedback with guidance from the concerned lecturer. Candidates should submit all the work for all the assessement tasks on the agreed date by the lecturer. Candidates should be given copies of the case study and the questions in sufficient time so as to allow them to prepare and submit work on the agreed submission date. Business & Accounting Assessment Page 1 F7J7 35: Case Study (Stimulus material) for all Outcomes Al Amalia – Taste of Oman Al Amalia Group of Industries is the pioneer in the food and beverages industries in Sultanate of Oman. It is a market leader of international quality snacks and beverages. Established in 1980 with modest beginning, the Group has diversified itself into an industrial house with multifaceted business activities comprising manufacture of snacks, soft drinks, juices, hot beverages (Tea and Arabic coffee) besides facial tissues and sanitary napkins. Company strongly believes manufacturing products under hygienic conditions with highest quality standards using best quality raw materials from standard suppliers and making fresh products in the market. The management of Al Amalia industries has been instrumental in making the business one of the most successful and leading industrial houses in Sultanate of Oman. Mr. Khalid is the founder and Managing Director of Al Amalia Industries, who is behind the growth and prosperity of this company. The business was an immediate success, with sales exceeding expectations. Factories were opened in different parts of Sultanate. The informal working relationships between partners have reinforced professionalism and overall strategic development at Al Amalia. Al Amalia Food Industries continue to maintain its number one position in the market, on its own merits and some of their products are household names throughout Sultanate of Oman. From the days of its introduction in 1980, GOLDEN CHIPS – chilli flavour is the market leader in its segment. Made from the finest quality fresh potato, GOLDEN CHIPS is the sought after potato chips in Oman and other GCC Countries. The Company also manufactures several other brands of chips from fresh potato and potato / Oats based pellets. „Crispy Chips‟ and „Potato rings‟ are the famous brands among other brands. According to the company‟s mission statement Al Amalia sees itself “as the leading source of the finest chips in the world by maintaining uncompromising principles”. The need to align to the principles and ethos of Al Amalia has been a primary concern when recruiting its staff to create a positive working attitude. The company refers its employees Business & Accounting Assessment Page 2 F7J7 35: (including part-time employees) as partners who enjoy several benefits that include Al Amalia-wide stock option plans, health, medical, dental and optical benefits. One of the biggest challenges affecting Al Amalia in 2015-16 was the growing concern about obesity, particularly in children. Eating habits are always changing. Currently one in four of Omanis consume potatoes in the form of chips. Recently „Golden Chips‟ have seen a slowdown in sales as a result of social campaigns by health organisations to encourage healthier eating habits. Al Amalia responded to this challenge by reducing quantities of salt and oil throughout its potato products range. The company has launched various marketing campaigns emphasizing that „Golden chips‟ contain only 5% fat, 0.8% saturated fat and 62mg of sodium in every 100g portion. They are made with only natural ingredients – specially selected potatoes and sunflower oil. Advertisement campaigns and advertising is that all Al Amalia potato products are made from simple ingredients such as whole potatoes and sunflower oil. It conveys that the foods that it provides, including potato based products, which are nutritious provided that they are prepared in a healthy and simple way. Al Amalia takes its responsibilities towards its stakeholders very seriously. It is important to build a reputation for honesty and fair play. In addition Al Amalia‟s products comply with a range of UK law, including: The Food Safety Act, covering the way in which food is prepared and served, The Trades Descriptions Act, which states that goods and services must be exactly as described and the Weights and Measures Act governing such aspects as giving the right weight on packs. The actual strong point of organization lies in the quality of its human resource and Al Amalia Group is not an exception to this rule. With an effective strength of over 600 employees no effort is spared in equipping the employees with appropriate training and orientation. As a Group with a determination to assist the Government‟s drive to create a national workforce, Omanisation has been prominent on the agenda. At present the Group has over 40 percent Omanisation and this percentage is set to increase in the years to come. Business & Accounting Assessment Page 3 F7J7 35: The Group has arrangements with famous Training and Human Resources Development Institutions to conduct regular training programmes. Food technology is one of the most dynamic technologies in the modern economy. Food technology involves researching and developing new techniques for making products as diverse as ice cream, probiotic yoghurt, frozen oven chips and muesli bars. Al Amalia seems to be aware of these challenges and started to focus more on its diversification. As Al Amalia fight to control spiraling costs, other factors such as technological advancement, consumer demands and economic conditions have all conspired to challenge business models and strategic positioning. In the meantime, another company called Al Maara Company established in 2007 has started selling Tortillas Chips plant at an Industrial Estate of Oman which was an innovative concept as it was the first plant of its kind in this region introducing Mexican chips for the first time in Oman. It produced delicious pizza flavour, which was highly appreciated by consumers. Later after 4 years company established fresh potato chips with varied flavors which turned out to be popular throughout the Middle East in no span of time. In continuation of these developments from upcoming competitors, Al Amalia took a major policy decision in 2012 to venture into the production of carbonated drinks under the names of „FRUITI‟ and „SWEETY‟. AL AMAL Tea was added to the product portfolio in 2013. Available from tea bags to loose tea, this product was followed by other brand „KAHWA‟ tea bags which are containing traditional Arabic coffee. Al Amalia came up with another business unit which manufactured facial tissues and sanitary napkins which have also captured Oman market. Al Amalia Group‟s products are household names in the Sultanate of Oman and many of the manufactured items are market leaders in their particular category. Undisputed and unchallenged asset of the Group is their unique marketing & distribution network which is spreading all over the country including the mountainous areas and Salalah. The Group also caters to a large market segment in Saudi Arabia, United Arab Emirates, Qatar, Bahrain and Kuwait and is looking into UK potential market segments. Business & Accounting Assessment Page 4 F7J7 35: Another considerable move by Al Amalia involves partnering with other companies and coffee shops that are located in Oman and other GCC countries. It also started giving lic
enses to college campuses and schools. The fact that Al Amalia operates with local partners is to improve the company‟s share of profits. While generally operating successfully in local market, the company has recently faced some economic problems due to increased competition. Dubai based companies are the major threats with their innovative product lines and flavours. The company is seriously thinking of different strategies to handle competitors and the innovative product lines. Long-term goals of Al Amalia are to have worldwide supply. Hence, the company is aggressively focusing on various issues and wants to take decisions which can determine the future. The company has to navigate its brand to a market position where it can satisfy both types of customers: the old aged customers who are now missing the Al Amalia “experience” and the younger generation who are perceiving Al Amalia as „hip‟ and „cool‟ product but feeling unrelated to product sometimes. As their new approach is to attract new customers, Al Amalia ensures that each store looks distinctively local. This concept helps them to create a calm and contemporary style merchandising respite from the clamour of the fast-paced world. Furthermore, a stagnant but promising market for specialty coffee provides Al Amalia the chance of capturing additional consumers‟ shares of wallet. For an already established company like Al Amalia this should be easier than for new market entrants and small competitors. The company has established their name as good employer and they always focus and emphasis on becoming Equal Opportunity employer. All qualified applicants receive consideration for employment without regard of race, nationality, origin, age, sex, religion, disability, sexual orientation, marital status, veteran status, gender identity or expression, or any other basis protected by local, state or federal law. They are balancing the omanisation policy with their HR recruitment policy. The future looks promising and it also has added pressures on company to perform better in all business units. The Market for snack foods and soft drinks in Oman and other Countries is expected to expand offsetting the demand-supply equilibrium. Al Amalia Group looks to Business & Accounting Assessment Page 5 F7J7 35: the future with more innovative products and excellent customer satisfaction. The customer has been and will continue to remain the focal point of their development and success. The Group is committed to provide across-the-board products and services to a wide spectrum of consumers for many more years to come. Note: The information used in the above case study is a stimulus material and is imaginary where all the required information about an Organisation is given to facilitate the unit requirements. Business & Accounting Assessment Page 6 F7J7 35: Unit: Business Culture and Strategy UNIT CODE: F7J7 35 ASSESSMENT 2 (Open book) Assessment task 2 Outcome covered-3 & 4 Assessment task instructions Examine the given case study and answer the following questions with detailed explanations drawing from range of sources to support your answer. Your answer should include contents/examples from the case study. General instructions for the candidates: (a) – Each question must be correctly answered. – Using diagrams or tables is possible, but not enough without associating with some accompanying explanation or discussion. – A detailed knowledge of relevant concepts and adopt a critical approach to explanation, comparison and the application of theoretical perspectives should be provided. Explain four different business strategies in relation to the appropriate business environment. Your answer should: – include an explanation of four possible strategies. – Include a link for each strategy to a credible organisational environment (b) Explain the connection between the business strategy and strategic choice related to the experience of Al Amalia. (c) Suggest two different business strategies within Al Amalia and compare their influence over organisational behaviour. Your answer should include: Business & Accounting Assessment Page 7 F7J7 35: – a choice of two business strategies – a justification for the choice with reference to the case study – a direct and credible link between strategy and behaviour with respect to two different strategies – a comparison of the two strategies (d) Do you think that the management of Al Amalia should consider „forces for change‟ to update its business strategy over time? Why? Your answer should be: – with reference to two relevant factors. – include two key issues that Al Amalia must consider when managing its business strategy. (e) Identify and explain four potential benefits that Al Amalia could enjoy as a result of an effective business strategy. Assessment task 4 Outcome covered 5 (a) Evaluate the role of management within Al Amalia during the process of change. Your answer should: – make reference to accepted approaches to the management of change – refer to a suitable strategy for the company in this period (b) Explain the possible impact of any one contributing factor that may impact change management programme within Al Amalia. (c) Using a conceptual framework, advise Al Amalia management how to analyze change it might face in future. Your answer should: – refer to a model of change – includes examples from the case study Business & Accounting Assessment Page 8 F7J7 35: (d) (d) Using a conceptual framework, advise Al Amalia management how to minimize and overcome resistance to change. Your answer should: – provide advice based on a model against which to analyse change – give coherent advice on overcoming resistance based on a recognised classification which recognises that a number of ways are possible. Deadline: 20 November 2016 Note: • Candidates are expected to prepare this report individually and also upload via the Turn-It-In tool provided by Muscat College on or before the date of submission. It is the individual responsibility of each candidate to ensure that there is a low similarity index score. • Your answer should depict clear understanding of the case study by providing appropriate examples wherever applicable. • You must provide bibliography/references for your sources Business & Accounting Assessment Page 9 F7J7 35: …
 
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strategic business analysis

Part A

  1. Research and develop a profile of a great innovator. Length: 150-200 words
Innovator Profile
Describe the innovation/innovator
 
 
Type of innovation (e.g. product, process, marketing or organisational)
 
 
Benefits of the innovation
 
 
 
Challenges and problems faced by the innovator
 
 
How they developed the innovation with specific reference to idea generation and idea evaluation
 
 

 

  1. Research the ways that organisational and team dynamics can affect workplace innovation systems. Explain:
    • how different approaches to management and leadership can support or hinder innovation
    • challenges and barriers to innovation within teams and organisations and ways of overcoming these.
Length: 150 words
 
 
 
 
 
 
 
 
 
 

 
 

  1. Develop five innovation principles, based on your research.
Innovation principles
1.
 
2.
 
3.
 
4.
 
5.
 
Explain why you chose these principles? Length: 50 words
 
 
 
 
 
 
 
How you could apply and promote them in a business context? Length: 50 words
 
 
 
 
 
 
 
 

 
 
 
 
 
 
 
 
 
 
 
 
 
 
Part B
Choose a business to work with where you will be acting as a consultant. This could be one that you already work in, or another that you have access to. To validate the readiness of the business for an innovation program you survey existing workplace systems carefully and identify how you will integrate innovation processes with existing business systems and processes.

  1. Provide a profile description of the organization including the innovation goal(s), its key stakeholders and any relevant legislation and/or code of practice. Length: 100 words
 
 
 
 
 

 

  1. Review current business practices against the seven dimensions of strategic innovation using the Appendix below. Length: 150 words
Dimension How you plan to implement?
A managed innovation process – How do we innovate?  
Strategic alignment – Is everyone engaged and supportive?  
Industry foresight – Where are we headed?  
Consumer/customer insight – Do we know what they want and need?  
Core technologies and competencies – What are our strengths?  
Organisational readiness – Can we take action?  
Disciplined implementation – Can we get results?  

 
 

  1. Using the stakeholder mapping document below, scope out an area or department to run a pilot program and identify the program key stakeholders.

Stakeholder Mapping Document

  Opposition                                                                                     Support
Active opponents Passive opponents Fence-sitters Passive supporters Active supporters
Stakeholder Power High  
 
 
 
 
       
Medium  
 
 
 
 
       
Low  
 
 
 
 
       

 

  1. Discuss the innovation leadership activities that you were involved in. Length: 50 words
 
 
 
 
 
 

 

  1. Develop an implementation plan for the innovation system pilot.
Date:
 
Scope:
  Objective:
 
  Resources:
 
Action Description and issue Dependent on Responsible Due date
   
 
     
   
 
     

 

  1. Develop a communication plan that covers all participants involved.
Communication Purpose Participants Method Frequency Responsible
         
         
         

 

  1. Provide a summary of your consultation with key stakeholders to obtain approval for the implementation plan. The consultation will be about existing systems and innovation needs, introducing the new processes (idea generation and evaluation), encouraging participation in new processes and introducing tools and disciplines for innovation (innovation principles). Where necessary modify the plan in response to the feedback received from the stakeholders. Length: 50-100 words
 
 
  1. Communicate the project to all participants and stakeholders and lead the pilot of the innovation system for at least one innovation of any type (product, process, marketing, organisational). (This may include either an engaging email or other correspondence, informative meeting notes, business cards from key contacts, relevant organisational policies or procedures, photographs, etc.) Length: 50-100 words
 
 
 
 
 
 
 

 

 
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Present Recommendations for Improved Product Recall Processes

Question Description

Week 8 – Assignment: Present Recommendations for Improved Product Recall Processes
In February, 2014, General Motors announced an ignition switch recall that included around 2.6 million vehicles worldwide. This recall ignited a great deal of controversy over the efficacy of operational practices that allowed the recall to become an issue, thus threatening the safety of GM customers and seriously eroding public trust in the organization.
As a business analyst skilled in the area of operational excellence, you are to produce a presentation that leverages your skills in all areas of Operations Management and provides credible recommendations for improvement in the GM operational structure that is responsible for selling and servicing the vehicles involved in this critically important recall. Therefore, the scope of your review will be limited to what the corporation did and/or should have done once the fatal flaw was detected. Your review should not encompass processes upstream from the service function, which eliminates the need to analyze engineering, design, manufacturing, and assembly operations.
Your audience for this presentation will be six top GM executives responsible for activities in service operations, which includes, for purposes of this assignment, those responsible for investigating, launching, and managing product recalls. Your presentation should include:
List of key relevant issues related to the ignition recall, including near-term and long-term negative impact.
Discussion of findings related to current or past service / recall practices leading to the current situation.
Recommendation for leveraging Information Technology personnel and resources to improve the recall process.
Recommendations for improving operations and supply chain management independent of IT operations.
Timeline for completing next steps toward an improved recall process.
Incorporate appropriate animations, transitions, and graphics as well as speaker notes for each slide. The speaker notes may be comprised of brief paragraphs or bulleted lists.
Support your presentation with at least five scholarly resources. In addition to these specified resources, other appropriate scholarly resources may be included.
Length: 15-20 slides (with a separate reference slide)
Notes Length: 150-200 words for each slide
Be sure to include citations for quotations and paraphrases with references in APA format and style where appropriate. Save the file as PPT with the correct course code information.
The following rubric applies to the grading for this Signature Assignment.

Grading Rubric
Criteria
Content (15 points) Points
1 Listed key relevant issues related to the ignition recall, including near-term and long-term negative impacts. 2
2 Discussed the findings related to current or past service / recall practices leading to the current situation. 3
3 Made recommendations for leveraging Information Technology personnel and resources to improve the recall process as well as for improving operations and supply chain management independent of IT operations. 5
4 Included a timeline for completing next steps toward an improved recall process. 5
Organization (10 points)
1 Included speaker notes for each slide, animations, transitions, and graphics. Included a minimum of five scholarly references, with appropriate APA formatting applied to citations and paraphrasing. Presentation is 15-20 slides long. 10
Total
 
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Starbucks analysis

Question Description

Please writer an Kotter’s 8-step analysis about Starbuck. Use Starbucks as the organization and Only analysis Step 4 (communicating the change vision) and Step 5 (empowering employees for broad-based action). Don’t pay attention to other steps. Relate with Starbuck situation and main problem that they faced. Only research and think about Starbucks in U.S.,don’t pay attention to global market. Single space and full page writing please. list references by APA style thank you. Read the Kotter’s 8-step related part from textbook (which I upload below) and use it to help with analysis.
Here are some about Starbucks’ problem and change: (please use those and also can add some new idea)
Starbucks
Major Change: Harnessing our competitive advantage
1) Remain competitive in the wake of industry changes
a. Threats – Kureg, other coffee houses, Fast-food chains
b. Solutions – Cut cost, diversify drinks, promotional offers
c. Potential push-back
i. Fear of job loss due to cost cuts.
ii. Fear of menu growth and memorization – especially secret menu.
iii. Fear of loss of bonuses that are depended on.
2) Enhance customer service model
a. Threats – convenience of fast-food options for coffee, lower expense of home brewing (Kureg)
b. Solutions – know names and drinks of regular customers, create a welcoming atmosphere, engage in conversation, enhance food menu, create multi-layered opportunities to engage across cultures and ages.
c. Potential push-back
i. Fear of job complication by needing to add to requirements
 
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