Day: October 5, 2020

Goal: Read and review the selected case study from the required text, and answer the analysis questions.

Read: Chapter 13 case 2: You Cant Fire Me! Check Your Policy

Format Requirements: Each answer is to be clear and concise, and students will lose points for improper grammar, punctuation, and spelling. Journal articles and books, if used, must be referenced according to APA style

Submission Requirements: Please answer the questions at the end of the case for this case study. Your answers must present a research-based rationale (citing outside sources) when appropriate. For other questions, you are to use your knowledge of other business areas, your creativity, and own experience to provide solutions, recommendations, scenarios, and/or justifications in your response.

Find a recent article in the business news that discusses teamwork or group work. Summarize and analyze the article as it relates to Chapter 10: Managing Teams. Link to your digital article at the top of your message.

Please use and reference these key terms
Work team
Cross-training
Social loafing
Traditional work group
Employee involvement team
Semi-autonomous work group
Self-managing team
Self-designing team
Cross-functional team
Virtual team
Project team
Norms
Cohesiveness
Forming
Storming
Norming
Performing
De-norming
De-storming
De-forming
Structural accommodation
Bureaucratic immunity
Individualism-collectivism
Team level
Team diversity
Interpersonal skills
Skill-based pay
Gainsharing

Here is a brief example of a proper post:

https://www.fastcompany.com/3063901/lessons-learned/this-company-is-overhauling-its-approach-to-teamwork

In an article dated 9/22/16 on FastCompany.com, author Courtney Seiter explores one company’s approach to working better together. Buffer, an online social marketing firm, has implemented an editor/operator model. This approach situates colleagues with different skill sets and approaches to thinking together with the mindset that the team will work faster and more efficiently.

This cross-functional dynamic is similar to the traditional work group model discussed in our text, however the amount of autonomy is not directly addressed in Buffer’s scenario. The editor/operator team dynamic also requires deep interpersonal skills in order to establish an effective working relationship. It was clear that the editor/operator model developed strong team cohesiveness that lead to surprisingly effective outcomes.

Goal: Read and review the selected case study from the required text, and answer the analysis questions.

Read: Chapter 13 case 2: You Cant Fire Me! Check Your Policy

Format Requirements: Each answer is to be clear and concise, and students will lose points for improper grammar, punctuation, and spelling. Journal articles and books, if used, must be referenced according to APA style

Submission Requirements: Please answer the questions at the end of the case for this case study. Your answers must present a research-based rationale (citing outside sources) when appropriate. For other questions, you are to use your knowledge of other business areas, your creativity, and own experience to provide solutions, recommendations, scenarios, and/or justifications in your response.

Read the following and answer ‘If you were in charge at 3m, what would you do?”

Please reference and use a few of principles of management terminology in your response.
Key Terms
Organizational innovation
Technology cycle
S-curve pattern of innovation
Innovation streams
Technological discontinuity
Discontinuous change
Technological substitution
Design competition
Dominant design
Technological lockout
Incremental change
Creative work environments
Flow
Experiential approach to innovation
Design iteration
Product prototype
Testing
Milestones
Multifunctional teams
Compression approach to innovation
Generational change
Organizational decline
Change forces
Resistance forces
Resistance to change
Unfreezing
Change intervention
Refreezing
Coercion
Results-driven change
General Electric fastworks
Organizational development
Change agent

With 40,000 global patents and patent applications, 3M, maker of Post-it notes, reflective materials (Scotch lite), and 55,000 products in numerous industries (displays and graphics, electronics and communications, health care, safety and security, transportation, manufacturing, office products, and home and leisure), has long been one of the most innovative companies in the world. 3M codified its focus on innovation into a specific goal, 30/5, which meant that 30 percent of its sales each year must come from products no more than five years old. The logic was simple but powerful. Each year, five-year-old products become six years old and would not be counted toward the 30 percent of sales. Thus, the 30/5 goal encouraged everyone at 3M to be on the lookout for and open to new ideas and products. Furthermore, 3M allowed its engineers and scientists to spend 5 percent of their time, roughly a half-day per week, doing whatever they wanted as long as it was related to innovation and new product development.

And it worked, for a while. A decade ago, the Boston Consulting Group, one of the premier consulting companies in the world, ranked 3M as the most innovative company in the world. In subsequent years, it dropped to second, third, and then seventh. Today, 3M doesnt even crack the top 50. Dev Patnaik, of Jump Associates, an innovation consulting firm, says, People have kind of forgotten about those guys [3M]. When was the last time you saw something innovative or experimental coming out of there? So, what happened?
When your predecessor became CEO ten years ago, he found a struggling, inefficient, oversized company in need of change. He cut costs by laying off 8,000 people. Marketing, and research and development funds, which had been allocated to divisions independent of performance (all divisions got the same increase each year), were now distributed based on past performance and growth potential. Perform poorly, and your funds would shrink the next year. Likewise, with U.S. sales stagnating and Asia sales rising, management decreased headcount, hiring, and capital expenditures in the United States, while significantly increasing all three in fast-growing Asian markets. Six Sigma processes, popularized at Motorola and GE, were introduced to analyze how things got done, to remove unnecessary steps, and to change procedures, which caused defects. Thousands of 3M managers and employees became trained as Six Sigma black belts and returned to their divisions and departments to root out inefficiencies, reduce production times, and decrease waste and product errors. And it worked incredibly well, in part. Costs and capital spending dropped, while profits surged 35 percent to record levels. But, product innovation, as compared to the 30/5 goal sank dramatically, as only 21 percent of profits were generated by products that were no more than five years old.

So, what should 3M do? From inception, 3M has been an innovator, bringing a stream of new products and services to market, creating value for customers, sustainable advantage over competitors, and sizable returns for investors. Thanks to your predecessor, 3M has lower costs, is highly efficient, and much more profitable. But it no longer ranks among the most innovative firms in the world. In fact, the use of Six Sigma procedures appears to be inversely related to product innovation. If thats the case, should 3M continue to focus on using Six Sigma procedures to reduce costs and increase efficiencies, or should it strive again to encourage its scientists and managers to focus on innovation? Which will make 3M more competitive in the long run?

When people think of innovation, they tend to think of game-changing advances that render current products obsolete, for example, comparing the iPhone to text-based smartphones. Innovation, however, also occurs with lots of incremental changes over time. What are the advantages and disadvantages for 3M of each approach, and when and where would each be more likely to work? Finally, some companies innovate from within by successfully implementing creative ideas in their products or services. Sometimes, though, innovation is acquired by purchasing other companies that have made innovative advances. For example, although Google is generally rated as one of the most innovative companies in the world, most people have forgotten that Google bought YouTube to combine its search expertise with YouTubes online video capabilities. Over time, how much should companies like 3M rely on acquisitions for innovation? Should 3M acquire half, one-third, 10 percent, or 5 percent of its new products through acquisitions? What makes the most sense and why?

If you were in charge at 3M, what would you do?

i uploaded the word document is our group essay, is almost completed, please just write the recommendation part on this essay. follow the Introduction and  Discussion section to complete the recommendation. Recommendation section (approximately 900 1000 words) that
tells the reader: What it is that you recommend the reader do
about the topic/issue

    Create a graphical representation of the categorization of hotels (reference the slides provided in the PPT and do your own researchbe sure to reference all sources of information!!!!!)
    You can choose to create your infographic breaking down hotels by ADR, Size, CAA Diamond Rating or Forbes Star rating