The Five Dysfunctions of a Team Essay Example | Topics and Well Written Essays - 1250 words

The Five Dysfunctions of a Team - Essay Example Decision Tech’s employs too could not work together efficiently, they could not create their own magnetism because ‘†¦ few key employees below the executive level unexpectedly left the company. Morale deteriorated†¦Ã¢â‚¬â„¢ if this technological company had learnt the attributes of team work, they needed not to have depended on Jeff Shanley leadership ‘.. Someone had to be accountable for the mess, and Jeff was the man at the top.’ The big attribute of team work revolves around cheering and bolstering their leader, this lacked in this firm instead Decision Tech developed a reputation within the valley for being one of the most political and unpleasant places to work. Question two: Review the information on the establishment of team â€Å"Norms† during the forming and norming stages of team development in your text on pages 498 -501. What behavioral norms had been established by the executive team at Decision Tech before Kathryn took over? How did these norms help or hurt the company’s performance? Dependence and superficiality: There was little interaction which was formal or guarded, in establishing clarity of purpose, norms, procedures and expectations thus cohesive unit could not be created. The more employees interact together the more they develop a common behavior. This lacked in Decision tech’s capacity leading to a poor performance There was a lot of cooperativeness and heightened interpersonal attraction‘†¦ it had the most experienced – and expensive- executive team imaginable†¦Ã¢â‚¬â„¢ this helped it a lot to attract even the ‘†¦cautious venture ï ¬ rms†¦Ã¢â‚¬â„¢ who were ‘†¦ lining up to invest, and talented engineers were submitting their rà ©sumà ©s before the company had leased even an office.’ The firms employees conformed to standards and expectations for high achievement leading to ‘†¦a seemingly indestructible business plan and more top-tier

A Borderless Education Personal Statement Example | Topics and Well Written Essays - 1000 words

A Borderless Education - Personal Statement Example A native of Huangzhou, China, the 20 year-old girl who noticeably has dyed her hair into auburn is already in her third year as a Political Science major at London University at central London, just a few blocks away from her flat.It was her parent's idea to send her abroad to pursue college after she graduated in secondary school. She confesses that initially, she was to be sent to the United States were some of her relatives live. Li Ying really did not like the idea of being an alien in another place, more so living far away from her family. But since she had to follow her parents, she finally agreed on one condition-that she go to school in England. Her parents did not argue because they believed UK is known for their high quality education.Her very first day in school was that of a typical newcomer, scary, exciting and confusing all at the same time. But she did not experience stares from her classmates as expected. Maybe because it was already normal for Englishmen to see their kind, whose skin color was not far behind as theirs. She admits that at first, though she knows basic English, (she now has an English tutor) she had a little hard time understanding the Brit accent. "It was after every sentence that I got what they meant. The same thing when I talk. They often could not understand me either. But I've gotten used to it so it's okay now," she confesses. Li Ying admits, studying in England is not that easy. Aside from adjusting to the way of teaching, she had to focus intently and strive hard with the demands of international high standards British Universities offer. This has helped her to become more independent and mature. "I'm very lucky to study in a foreign land and get the best opportunities so I should really make good of my stay here. At least I do my best especially that the tuition fee is very costly. It will break my parent's heart if they learn that I'm not doing any good here. Compared back in my homeland, we are not spoon-fed here. You also have to do some self-study." This is one thing Li Ying admires about education particularly in her university. Aside from London University's good reputation as among the oldest schools in England, there is academic freedom. Cultural shock was also part of her journey wherein she describes British people as less conservative than Chinese. "It's all about adjusting. I mean, that's life. For me, you should learn to understand and adapt for (sic) other cultures just as long as you don't forget or feel ashamed of your roots." British Lifestyle While Li Ying values her studies seriously, social life is also in her vocabulary. "But we do it in moderation," she says. She has met some English guys and admits that they have caught her fancy. She dates once in a while but has not chosen one yet. "Maybe because I'm focused on my studies. Besides, that can wait," she laughs. Chinese or British "It doesn't matter what nationality as long as were both compatible and we understand each other, "she laughs her eyes disappearing again. Every waking day in England she says is getting more

Quality Control Systems and Customer Satisfaction at Tesco

Quality Control Systems and Customer Satisfaction at Tesco TQM focuses on the ways in which these processes can be managed with two key objectives: 1 100% customer satisfaction 2 Zero defects Quality Management focuses strongly on the consequence of the relationship between customers (internal and external) and supplier. These are known as the quality chains and they can be broken at any point by one person or one piece of equipment not meeting the requirements of the customer. Failure to meet the necessities in any part of a quality chain has a way of multiplying, and failure in one part of the system creates problems elsewhere, leading to yet more failure and problems, and so the situation is exacerbated. The ability to meet customers (external and internal) requirements is vital. To accomplish quality throughout a business, every person in the quality chain must be trained to ask the following questions about every customer-supplier chain: Designed to give products that will satisfy our customers hope. The main considerations for listing Dairy products in Tesco are:- Safety All products must meet our microbiological standards throughout there shelf life. Quality The products must look great as well as taste delicious. Legality All legal requirements such as compositional standards and labeling must be met. Customer Focus Products will only be sold if there is a customer need for them and they deliver a fit for purpose solution. Produce standards ensure that all Tesco fruit, salad, vegetables and horticultural products have the highest standards of food safety and quality. They also address environmental considerations and labor standards. Produce Codes of Practice apply from production; from the selection of raw materials to harvesting and then packaging and distribution to Tesco stores They cover the design and maintenance of buildings and processing equipment including field rigs The welfare and training of personnel involved in the production process Environmental considerations within Natures Choice Tesco consults Industry Bodies, Professional Associations, Food safety experts and environmental experts to advise on all aspects of production. We also seek advice from with our suppliers and growers when agreeing what standards can be achieved. Natures Choice is an Integrated Crop Management System (ICMS) which has been running within the Tesco Produce Department since its conception in 1991. Tesco Natures Choice Ethical Standards Quality No one tries harder for customers Understand customers better than anyone. Be energetic, be innovative and be first for customers. Use strengths to deliver unbeatable value to customers. Look after people so they can look after customers. The target of cross-departmental survey considered some of the values which staff themselves wanted to see in Tesco: Values associated with customer service. Job satisfaction, Trust, fairness and integrity Open and honest communication teamwork, Quality standards Motivation Profitability Commitment Success and continual improvement The survey exposed that the Retail section came closest to reaching an ideal; Retail which had already been involved in programs to advance customer relations was followed by Head Office, and the Distribution section was in third place. Return surveys carried out show that each section has met or got close to the Main Boards original target. Meanwhile, the target has been stirred in line with their latest vision. The different sectors have maintained the programs in order to reach the new target and further develop their performance. TASK FOUR QUALITY PROGRAMS Quality Programs One of Tescos key business strategies on inward bound the Irish market in 1997 was to build close relationships with the Irish supplier-base to increase the amount of business with Irish suppliers producing Tesco own brand products and branded goods for stores in Ireland and for export to the UK and to the wider Tesco Group. Tesco Ireland put a 12-strong team of technical, quality and trade development experts in place to work with supplier companies construction their product development skills and market expertise, to help them prosper in a rapidly changing commercial environment. Over 130 companies have benefited from the program to date, including Bewleys, Country Crest, Dublin Meath Growers, and Glanbia, Gold star Meats, Irish Yoghurts, Lir Chocolates, Largo Foods and Shannon Minerals. These 130 agreed Irish suppliers of Tesco brand now supply over 1,000 food and non-food products to Tesco Ireland, and to the wider Tesco Group, including eggs, ham, rashers, beef, fish, milk, cheese, bread, burgers, bottled water, biscuits, ice cream, jam and the full range of Irish fruit and vegetables. Only 20 companies were permitted suppliers in 1997, before the program started. As a result of this program, and other support for Irish suppliers, Tesco now buys over É1.5 billion worth of goods from some 800 Irish companies, over 80% of which are small to medium sized enterprises. É400 million-worth of products are exported to Tesco in Britain annually. Supplier companies have created 1,025 new jobs as a result of improved business from Tesco. Tesco is now the largest Training and Development programs As an innovative and vigorous company in the highly competitive retail environment, learning and progression from within the company is core to our operation. Training forms a vital part of staff development, focusing on our key business priority of continually improving our service to customers. We support our people to accomplish their potential through access to specially-tailored training programs, and core skills workshops including effective meeting management, presentation skills, influencing, root cause analysis, personal efficiency and communication skills. All staff has regular performance reviews with their managers and agrees personal development plans (PDPs), setting clear personal performance objectives. This ensures that all staff has the right skills to do their jobs. Supply Chain Labor Standards It is aim to act responsibly in our commercial and trading activities. The welfare and safety of the employees of our suppliers is vital. It expects all our suppliers to extend fair and honest contact to their employees and to all with whom they do business. We have developed a new course for our technical managers to raise their awareness of ethical issues and worker welfare in the supply chain. We will continue to train all new technical managers in this way. Managing standards across our large and complex own brand supply base is a challenge, but Tesco is committed to working with our suppliers to maintain, develop and improve standards. Benchmarking Compliance with all components of the key elements will lead to support of a submitted standard through the Initiative framework and subsequent getting by retailers. Once a food standard has been benchmarked successfully, the standard is acknowledged. The conforming benchmarked food safety standard can be applied by food suppliers throughout the whole supply chain, upon agreement with retailers, when defining contracts for sourcing of products. The application of the benchmarked standards to particular products will be at the maturity of retailers and suppliers. Staff feedback Buyer of Irish food in the world Viewpoint is Tesco Irelands annual staff survey, which provides all employees with a channel for communicating their views and opinions, and informs company management on how things could be done better and simpler for staff. Areas privileged include: emotional loyalty, satisfaction with current role and manager and clarity of role purpose alongside level of satisfaction with career progression, pay and benefits as well as general demographics. Each line manager receives a report on their teams overall responses, and they then work with the team to address areas which the survey has highlighted as requiring attention. Over 90% of staff contributes to Viewpoint surveys. In addition to providing a means to holding Tescos high standards together, the Tesco-Verax programs are probable to produce other benefits which include: Helping staff give a better service to the business. More substitution between departments as people make better use of their individual skills.

Origins of the British East India Company and Its Influence on the Brit

The British East India Company played a key role in one of the most successful periods of British history. The East India Company was responsible for the invasion of the Indian subcontinent, which became one of the empire’s leading supplier of profits. The East India Company was responsible for the overthrow of Hong Kong and other Asian countries; it was responsible for creating Britain’s Asian empire. The British East India Company began as a joint-stock corporation of traders and investors which was granted a Royal charter by Queen Elizabeth 1 to trade with the East. The original name of the corporation when it first formed was Governor and Company of Merchants of London Trading into the East Indies (Landow). They joined together to generate money importing spices from South Asia. James Lancaster was in charge of the 1st company voyage in 1601 that sailed around the coast of South Africa and across the Indian Ocean, arriving back in London in 1603 with ships filled with pepper. In the 1600s, pepper was the most significant part of the British East India Company’s commerce. The group established its first Asian factory in Bantam and â€Å"it was here that the English were able to expand into other parts of Asia† (The [British East India] Company Story). Market at Bantam was multicultural because of other merchants from Arab, Turkey, Iran, and China trading products from their own nations. The company had woolen cloth and silver, but Asian traders favored Indian textiles which were good quality; therefore, it had to uncover ways to get fabrics from India. In 1611, after failed attempts to enter into agreement with Mughal Emperor, Jahangir, the British East India Company enquired King James 1 to send a representative. The ambassad... ...t finally â€Å"went out of existence in 1873† (Landow). In the course of its supremacy, the British East India Company created trade across the Middle East and Asia. It regulated its own regions and played a role in influencing the American Revolution. The company’s products were the source of the Boston Tea Party in colonial America. Works Cited "The [British East India] Company Story." History. Trading Places. The British Library Board, n.d. Web, 3 Jun 2011. "The Boston Tea Party, 1773." EyeWitness to History. Ibis Communications, Inc., 2002. Web. 3 Jun 2011. Landow, George P. "The British East India Company: The Company that Owned a Nation (or Two)." George P. Landow, Professor of English and Art History, Brown University. Victorian Web. George P. Landow, Professor of English and Art History, Brown University, 6 Apr. 2010. Web. 3 Jun 2011.

Masque Of The Red Death English Literature Essay

Death is Inevitable: How â€Å" The Masque of the Red Death † Illustrates the Inevitability of Death. â€Å" The Masque of the Red Death, † written by Edgar Allan Poe in 1845, displays a certain subject about the irrevocability of decease. The narrative follows Prince Prospero as he tries to utilize his wealth and power to evade a deathly pestilence by concealing off in an abbey with a 1000 other invitees ; nevertheless, Death is the vanquisher of this narrative as the narrative concludes with the decease of Prince Prospero and all of the invitees. In â€Å" The Masque of the Red Death, † Poe describes a subject that decease is ineluctable as can be seen in the storyteller, the sarcasm of the secret plan itself, and the huge sum of symbolism in the narrative. The storyteller adds to the subject of the narrative because the storyteller in â€Å" The Masque of the Red Death † is Death itself because of the incompatibilities planted by the writer in individual, tense, and chronology throughout the narrative. The beginning of â€Å" The Masque of the Red Death † is written in 3rd individual ; yet, in three topographic points in the narrative, the narrative is in first-person, proposing that the narrative is really a storyteller, a character in the narrative. The following beginning of grounds is the difference in tense in the narrative. In the narrative, the tense of the narrative displacements from past to show. The significance of the tense displacement suggests non merely that the storyteller was present during the events of the narrative but besides that the storyteller survived the event in order to state the narrative. The 3rd piece of grounds alludes to the thought of Death as the storyteller is in the chronology of the n arrative. The narrative is evidently written during the clip of feudal system and aristocracy ; nevertheless, in the narrative, the storyteller mentions Hernani, a 19th century work by writer Victor Hugo. By utilizing this mention, Poe is stating that the storyteller was non merely present at this event, perchance in the Middle Ages but besides lived through the 19th century. The clip difference placed by Poe spans 100s of old ages, touching to the thought that the storyteller must be person or something that has existed 100s of old ages. Because Poe creates incompatibilities that do non adhere to a individual type of storyteller or narrative, Death itself becomes a really plausible pick for the storyteller. The fact that Death is the storyteller of the narrative merely builds up and intensifies the overall subject of the narrative that decease is ineluctable. Since Death is a plausible the storyteller of the secret plan, the following subscriber to the overall subject of the narrative is the sense of sarcasm found in the secret plan of the narrative. In the narrative, Prospero has a rubric of aristocracy ; nevertheless when word of the Red Death comes, Prospero flees, go forthing the outside universe to â€Å" take attention of itself † ( 231 ) . Prospero is irresponsible in the eyes of the reader, because he does non care about any of the topics underneath him but considers his ain life and the lives of his friends to be indispensable. The sarcasm of the secret plan is seen in the condescension of Prince Prospero because he genuinely believes that his wealth and place in the universe will let to get away decease. The sarcasm of the narrative is rooted in this thought that decease can be cheated because of money and power Throughout the class of the narrative, the Prince holds to this thought that he is above decease ; nevertheless , in the terminal of the narrative, allegorically, Death overcomes. The irresponsibleness of Prospero becomes dry because locking themselves in this monolithic abbey in an effort to get away the disease is what seals their destiny in the terminal of the narrative. The abbey as described by the writer, â€Å" A strong and exalted wall girdled it in. This wall had Gatess of Fe. The courtiers, holding entered, brought furnaces and massy cocks and welded the bolts. They resolved to go forth agencies neither of immersion nor egressaˆÂ ¦ † ( 231 ) . When Death comes for them at the terminal of the narrative, it is by their ain making that they are trapped in this monolithic abbey, their lone pick, to eventually accept the call of Death. While the function of the storyteller and the sarcasm found in the secret plan attention deficit disorder to the subject, the chief subscriber to the subject of â€Å" The Masque of the Red Death † is the multiple histories of symbolism given in the narrative. The symbolism of the narrative is largely seen in two elements of the narrative: the decor of the abbey and the coal black clock. The decor of the abbey is described for the reader in much item, for a ground. The abbey is set up of seven suites from E to West and are arranged in a colour form of blue, purple, green, orange, white, violet, and the last room is black. The different colourss of the suites are symbolic of the human life rhythm. The colourss can be â€Å" read † from east to west because the E is symbolic of get downing while the West is symbolic of stoping, like the rhythm of the Sun. The bluish represents birth, the beginning. The purple can be viewed as development because the beginning ( bluish ) h as been mixed with life ( ruddy ) . The green suggests life every bit good, but more in the sense of growing or young person. The orange represents the extremum of life, when the Sun is at its highest. The white alludes to the thought of aging. Violet is much darker than the other colourss, because it represents the slow decay of life. Finally, the black room represents decease. Throughout the narrative, the invitees ne'er enter into the black room because they fear decease. The symbolism of the colourss of the room is besides found in the flood tide of the narrative. Prince Prospero chases ruddy decease from the bluish room and stoping with his decease in the black room, stand foring the stoping of a life. The invitees all run into the black room to uncloak ruddy decease, and they all die. Besides in the black room, the large coal black clock is found. The large coal black clock is besides a symbol associated with decease. However, the clock does non intend decease straight. The cl ock represents the thought that even though the invitees are â€Å" rip offing † decease clip still goes on. Time does non halt for the invitees, and the invitees know that they excessively will decease no affair what they do. This idea is represented in the narrative because every clip the coal black clock bells signaling the hr, all the invitees stop their gallivanting and partying and go soundless, as if frozen. The coal black clock is a changeless reminder to the invitees of the Prince that they will non get the better of decease, but merely that their life has one less hr. The symbolism of the coal black clock and the decor of the abbey are a major subscriber to the thought that decease is ineluctable. Edgar Allan Poe uses his command of composing to convey the thought that Death is grim in â€Å" The Masque of the Red Death. † This cardinal overall subject that decease is ineluctable can be seen in the storyteller, Death itself, in the dry nature of the secret plan, and most blatantly in the huge sum of symbolism scattered throughout the narrative. Death is inevitable for everyone: no sum of money or power can change this natural order. Work Cited Poe, Edgar Allan. â€Å" The Masque of the Red Death. † Introduction to Literature. 1st erectile dysfunction. Boston: Pearson, 2011. 231-6. Print.

Porsche strategy through the recent years Essay

Porsche had been successful and profitable for many years, but hit a bump in the early 1990s. Its production became inefficient and wasteful this was fuelled by the fact the U.S. economy was in a recession. The company was actually about to become bankrupt and there were talks of a possible takeover (Stredwick, 2005, pp.67-78). The auto manufacturer was saved by the then newly appointed CEO Wendelin Wiedeking. He made sure that Porsche focused on creating new strengths in lean manufacturing and synchronized engineering. This was after Porsche had been operating for many years as a craftwork company that mainly allowed the engineers to operate on their own and not with the whole production line. This made the engineers relax on making good Porsche car designs and selling better designs to outsiders that later hurt the company. Part of the decision that led to the company making major profits again was to extend Porsche product line which was mainly the sports car production it had foc used on for such a long time (Henderson & Reavis, 2012, pp.56-65). Some of these other products included the Cayenne which is an SUV, it entered the market that was competing with other brands in the SUV market this include Audi, BMW, Mercedes, Land Rover and Volkswagen. This was a risk to be closely associated with Volkswagen which is a brand that produced cars for mass production. Some considered it a sell out and a total dilution of the high standards of the Porsche cars. This car as predicted was not a first time hit but Porsche worked on its designs for three years to produce a better reliable version that was finally a hit. In 2005 it also announced that it would create another car out of its sports car area. This was a luxury sedan named Panamera after a Mexican-long distance car race (Viknesh, 2012, pp.2-6). Porsche strategy through the recent years             One of the best strategies that Porsche has stuck through the thick and thin is the company’s outside engineering business PEG, which has always focused on selling designs based on the strength of Porsche engineering. Porsche acquired more shares in Volkswagen raising its shares from 31% to 50% in beginning of 2009. This was an official acquisition of the company since they were the majority shareholders. Porsche has been known to carry out hedging as part of its business. In 2008 in it made six times as much in the stock market as it did through selling cars. Its acquisition of Volkswagen was based on its hedging activities. For a period of time market speculators were wondering why Volkswagen shares remained high despite the fact that the company was not performing very well financially. This led to the reveal of the decision of Porsche owning more than 74% of Volkswagen shares. This led to a stock market squeeze that made Volkswagen the most valuable com pany in the world for a brief period of time with stock increasing to values over 1,000 Euros (Henderson & Reavis, 2012, pp.5-8). The CEO Wiedeking had a lot to do with the decisions that Porsche has been taking. He has made the company profitable by taking risks and making the hard decisions that led to the creation of new methods and ideas at Porsche. Engineering and design are also part of the major competitive strategies of Porsche. This is one strategy that has seen the company earn billions from it. It includes a team 2,300 engineers in its engineering Research and development. It shares it with outside companies by designing models with the intrinsic core of all its designs being Porsche’s strength. This customer engineering development company is known as the Porsche Engineering Group. It is known as Porsche’s secret ace that enabled it to employ more engineers than if it worked alone. Companies trust it to create models for them since its small size would not allow it to use the technology availed from the models created (Viknesh, 2012, pp.2-8). These strategies of Porsche seemed to pay off but however secret takeover of Volkswagen led to the split of the Porsche family some opposing while some supporting. Porsche’s hedging and manipulation of the stock market while trying to take over Volkswagen has brought Wendelin Wiedeking and Holger Harter the two former chief and chief financial officer of Porsche under investigation for information based market manipulation. The hedge funds and other business that made major losses during that time are seeking compensation. The failed takeover of Volkswagen was an error on Porsche part. It did so despite the fact that it had SE debts. This failed attempt led to the former Mr Wiedeking leaving the company. This news has negatively impacted the company with its share price dropping by 2percent to 56.93 Euros. Due to the debt and the litigations charges that may be brought against Porsche it has been forced to sell the 50.1 shares acquired in 2008 at an underestimated amount of 4. 46 billion Euros. This has ended the seven year takeover with many people thinking Porsche would win out in the end. Volkswagen although held out as it did not cut corners like Porsche was trying to do when it was trying to takeover Volkswagen (BBC News, 2012, N.P). Despite this Porsche is still making high returns on investment. Even under the Volkswagen umbrella Porsche is still able to make a lot of money. It will continue doing well provided it does not give up its brand in manufacturing its products. Under Volkswagen it will be able to specialize in making many more cars rather than the sports car it is well known for, this will make sure it continues returning high returns on investments. The litigation costs though are going to be a huge burden to the group it hence has learnt its lesson the hard way by being acquired by another company. It therefore is a lesson to all other companies not to manipulate the market for selfish goals that are driven by the directors only (BBC News, 2012, N.P). Porsche’s steps in forming and implementing Company strategy             The theoretical frame work behind the strategy of Porsche consulting lies in three steps. One is the corporate strategy whereby the company lays a common goal and vision. This are made specific to the customer, finance, employee and market segments of the business. From the corporate strategy the product strategy, core strategy as well as cross-departmental strategy are based on the general corporate strategy. Corporate strategy can include brand strategy and product strategy (Murlis, 2004, pp.4-12). Examples of brand strategy include brand values and an example product strategy includes modular strategy. Core strategies form step two of creating the company’s strategic position. This entails every department doing its part in to ensure that the company’s strategic objectives in customer, finance, employee and market dimensions are met (Roehm & Brady, 2007, pp.6-8). The suitable objectives in core strategies are thus divided into the following sectio ns, sales strategies, production, procurement, development as well as key figures (Fleisher & Bensoussam, 2003, pp.2-8). The third step in forming the company’s strategy includes setting up measures. This are defined for each segments of the corporate strategy, they lead to accomplishment of strategic objectives. These measures set the basis of accomplishing the strategic objectives of Porsche (Porsche Consulting Magazine, 2013, pp.2-4). For the company to have a good strategy the three steps must be followed to the letter. According to Eberhard Weiblen, President and CEO of Porsche consulting the strategy has to be developed first over a short period of time by a small project team. Further the strategy has to be clear and simple and create an emotional experience in the staff for it to be successful. Porsche has used this strategy and has yielded great results of continued profitability as well as enhancement of an exclusive brand (Cavusgil, et al., 2009, pp.44-56). Due to the steps mentioned above the company has been able to develop a strategy to work on till the year 2018 that defines concrete goals and fields of activity. This dimensions defined include market, employees, finance and customer dimensions. The main strategy is achieving the title of being the most successful manufacturer of sports cars in the world (David, 2007, pp.50-54). The consultants of Porsche consulting are being retained to accompany the development and achievement of Porsche strategy 2018. The main reasons why their company strategy procedures work so well is because they put it to test for a short period of time of six months and see the outcomes (Doole & Lowe, 2004). They also involve their employees as part of the testing face hence leading to the success of the set up procedures later on. Communication of the strategy in place also plays a huge role. This is achieved by companywide-management conferences which are attended by managers at department level (Porsche Consulting Magazine, 2013, pp.2-4). Reward Management at Porsche             Rewarding management deals with strategies and processes as well as policies being set in place to ensure the employees’ efforts are recognized. Rewarding managers depending on financial performance of the company is based on how well the company is performing financially (McDonald, 2006, pp.78-82). These include figures such as return on investments, profits achieved in the year and other financial estimates used to measure financial performance (Cavusgil, et al., 2009, pp.34-38). However this system of rewarding is not balanced hence Porsche need to change it into a more balanced form of reward system. For the reward system to be viable and to motivate employees it has to factor in other performances that have boosted the company (Calsson, 2004, pp.5-12). These include sales performance and engineering rates of the company as well. Financial performance although important is but one aspect of the whole company’s general health. The other factors th at are recognized also lead to high financial performance. High sales will generate more revenue hence boosting the financial performance of the company. Others like engineering levels and prowess of the company will reward engineers who make exceptional advancement in their engineering designs and models. If these models are exceptional they will increase revenue of the company as well as it will be able to sell these designs for a high amount (Murlis, 2004, pp.56-67). These rewards will motivate the employees, to want to excel in the many purposes in the organization, If the rewards are spread overall other measures and not financial performance only. It will lead to employees being driven to excel in all areas and not financial only. These rewards can be extrinsic as well as intrinsic rewards. Extrinsic rewards refer to promotions, gifts, bonuses and salary raise (Calsson, 2004, pp.3-8). While intrinsic rewards refer to those aimed at ensuring employee satisfaction this include, monogrammed names or plaque, trust, recognition, relationship, feedback and empowerment. Intrinsic rewards are aimed at making employees feel better within the department while extrinsic rewards are based on the performance and activities of the employee to a certain outcome. Porsche recognizes all these and carries out both extrinsic and intrinsic rewarding. The company also tries to find a balance between rewarding an employee extrinsic and intrinsic (Henderson & Reavis , 2012, pp.5-13). The rewards should be given according to an employee’s personality. Tickets to watch a basketball game has to be given to a person who is a fun and not a stay at home mum who doesn’t like basketball. Porsche also rewards not only individuals but also teams and departments (Alkhafaji, 2003, pp.22-26). The evidence shows that the type of financial rewarding mechanism of Porsche based on financial performance seems to work for the engineering activities since they are still leading in the providing of vehicle designs. However it will have better results if the other reasons for reward other than financial performance are set in place. The engineering department will work extra hard to achieve the reward. The company should consider incorporating motivational theories in rewarding its management (Brooks, 2009, pp.2-6). The two directors were Wiediking and Holger were purely driven by financial performance that led them to neglect other aspects that make a company successful such honesty and full disclosure. This requires Porsche to change its policy of only rewarding managers on financial performance basis alone. The motivation theories include process and content theories. Content theories therefore require the company to name and research on aspects that make employees to perform efficiently. The company needs to do this so as to know what motivates the employees other than financial performance. The reward system under content theories is more extrinsic they include bonuses. While process theories mainly focus on intrinsic rewards which include self-actualization, respect and recognition. Which boost employee’s confidence and improve job satisfaction of the employees (Stredwick, 2005, pp.4-9). References Alkhafaji, A. F. 2003. Strategic Management, Formulation, Implementation, and Control in a Dynamic Environment (21, Illustrated Ed.). London: Routledge BBC News. 2012. Volkswagen agrees to buy rets of Porsche for $5.6bn, Brooks, I. 2009. Organisational Behaviour (4th ed.). Essex England: Pearson Education Limited. pp. 81–89. Calsson S. A. 2004. Strategic Knowledge Managing in the Context of Networks, Chapter 32. In: Handbook on Knowledge Management Volume I, (Ed) Holsapple Clycle W Cavusgil, S. T., Ghauri, P. N., and Agarwal, M. R. 2009. Doing Business in Emerging markets: Entry and Negotiation Strategies. New York: Cengage. David F. R. 2007. Strategic management: Concepts and cases, New Jersey: Prentice-Hall, Inc. pp. 102-134 Doole, I., and Lowe, R. 2004. International marketing strategy – analysis, development and Implementation, 4th ed. London: Thomson Learning. Fleisher CS. and Bensoussam B. E. 2003. Strategic and Competitive Analysis: Methods and Techniques for Analysing Business Competition, New Jersey: Pearson Education Inc. Henderson. R and Reavis. C. 2009. What’s driving Porsche? MIT Sloan Management, McDonald, M. 2006. Strategic Marketing Planning: Theory and Practice. Cranfield University School of Management, The Marketing Review Murlis, M. & Armstrong H. 2004. Reward management: a handbook of remuneration strategy and practice (5th ed. ed.). London [u.a.]: Kogan Page Porsche Consulting. 2013. The Magazine Roehm, M., & Brady, M. 2007. Consumer responses to performance failures by high-equity brands. Journal of Consumer Research, 34(4), 537-545. Stredwick, J. 2005. Introduction to Human Resource Management (1st ed.). Oxford, United Kingdom: Elsevier Butterworth-Heinemann Viknesh. 2012. Volkswagen completes Porshe takeover, Retrieved 12/12/2013, from: http://www.csmonitor.com/ Source document