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Value and Descriptive Assumptions
Value and Descriptive Assumptions
Name
Institution
Value and Descriptive Assumptions
Conclusion: Adopted children have a right to know their birth parents.
Reasons:
Adopted children need the truth for their health and physical well-being.
Most children would prefer to know why they were given up.
Finding the truth about the adoption process offers a sense of closure for such children.
The typical value conflicts identified are loyalty and well-being. For example, the adopted parents may require loyalty from the child because they may feel shortchanged when the child begins to bond with birth parents. On the other hand, the child’s well-being may be compromised if he/she is denied the chance to meet the biological parents (Browne & Keeley, 2014, p. 60).The value assumption shows that finding biological parents ensures that adopted children remain physically stable, healthy and gets a sense of closure from the experience (Browne & Keeley, 2014, p. 65).
Assumption 1: In all instances children who meet their biological parents experience health and physical well-being.
This descriptive assumption concludes that in most instances children benefit health-wise and physically at meeting the birth parents. A child may suffer health and physical problems after finding and knowing why he/she was given away to another family. This means that not all circumstances ensure physical and health of a child who meets the biological parents because of things such as feelings of being unwanted and shock of knowing the birth parents (Browne & Keeley, 2014, p. 65).
Assumption 2: All children that meet their biological parents get a sense of closure at all times.
This descriptive argument is ambiguous because there are many instances that a child may feel regret after meeting the biological parents. One child may feel that the birth parents need not have given him/her up, while another child may experience a sense of closure at knowing his/her roots (Browne & Keeley, 2014, p. 65).
Reference
Browne, M., & Keeley, S. (2014). Asking the Right Questions: A Guide to Critical Thinking. Upper Saddle River, New Jersey: Pearson Education.
Value Alignment
Value Alignment
Team C:
Jessica Glaab, Michelle Carlin, Leila Thomas, and Susan Ayala
Odell Brown
MGT_475
June 16, 2011
Value Alignment
Company values are reflected through individual and personal actions within an organization. Aligning individual values of Team C with Subway’s culture and shared values will help the company meet long term objectives (Pearce & Robinson, 2009). Analyzing Team C’s values along with the organization’s values according to Subway’s plans and actions, this paper will analyze the origin and subsequent evolution of Team C’s workplace values. Furthermore, explaining how Team C’s values drive actions and behaviors along with the alignment between the team’s values, actions, and behaviors will be addressed in detail for better understanding. Additionally, the degree of alignment between Subway’s stated values and the actual plans and actions will be evaluated and discussed. Finally, an explanation of differences according to the degree of alignment between Team C’s values and Subway’s values reflected by the organization’s plans and action will be given.
Origins and Evolution of Values
Subway originated in Bridgeport, Connecticut in 1965, using only a thousand dollars founder Fred Deluca opened the first store. The sole purpose of starting the Subway restaurant chain was to help put Fred Deluca through college; however, after the success of Subway grew, thousands of stores began to pop up in countries around the globe. The humble beginnings of Subway are the origins of the businesses success with a simple yet effective mission statement according to Subway (2010): “To delight every customers so they want to tell their friends—with great value through fresh, declisious, made-to-order sandwiches, and an exceptional experience” (Welcome to Subway Restaurants, para. 1). This simple mission statement lays the framework for this simple, yet effective company with a business model that clearly outlines the companies purpose and workplace values. As a team we carry similar values, first by taking care of ourselves and effectively communicating with our team. Subway invests a great deal of time into the success of the franchise portion of the business. A franchise is similar to the team dynamic implemented by the University of Phoenix. Teams typically form with similar values and beliefs, these beliefs guide them to perform to the best of his or her ability. The same idea is behind the franchise business of Subway. In the respect that the main company’s branding and training model guides the franchises to succeed, and as a team we follow that same model. Subway also makes an effective effort to donate and organize sponsored events for American Heart Association and the United Way (Subway, 2010, p. 5). These philanthropic efforts also align with our team, who makes a sustained effort to donate and be part of organizations such as Austin Pets Alive, and a plethora of other organizations.
Individual Drivers
Team C’s values can be described as beliefs in a particular ideology that affect our actions. These values that are initially personal can later be passed on to various parts of our lives (Carver & Scheier, 2001). Personal values have been the main source of motivation for most of our current leaders through political, social, or economical standards. Thus, they are important in the running of the organization such as Subway. An organization is a group of people who come together so that they can achieve a particular goal. Most of the organizations are formed because of economic purposes. These organizations are run by individuals whose actions determine the way the organization should be run (Carver & Scheier, 2001).
One way Team C’s values can act as a source of motivation for our actions and behaviors is making business decisions and plans. Team C’s belief in a particular value influences their actions in any environment. These values and beliefs act as a driving force in all aspects of life from birth to the working force (Carver & Scheier, 2001). Our perception of values may change throughout life depending on circumstances that may arise that will affect our actions and the way we may approach a particular issue (Carver & Scheier, 2001).
Team C’s actions, values, and behaviors are determined by personal values including actions that are reflected through behaviors in a business setting. People have different values in an organization; this often leads to different opinions for running the organization that can lead to conflict. A careful analysis can help plan the company’s objectives, goals, and values before are implemented (Carver & Scheier, 2001). For example, the Human Resources department hires individuals who posses similar values to reflect Subway’s mission statement. Managers, who motivate employees, are tasked with the responsibilities of determining the core values and encouraging employees to support Subway’s vales. Managers may need to involve employees in training seminars to align the values of the employees with Subway’s values (Carver & Scheier, 2001).
Degree of Alignment
Subway is not typical sandwich shop. Subway values the health of their consumers. A typical American sandwich menu is a minefield of salt and fat (Hurley & Liebman, 1995). Subway menu item consists of low fat items, low fat condiments, various types of bread such as whole wheat and parmesan, yogurt, and fruit. Subway offers nutritional information for each item on their menu. Expert advice for healthier living is offered on the Subway website by Lanette Kovachi, RD and JJ Virgin. The healthier living is offered to adults as well as children. Subway assists in living healthy lifestyles by providing information and choices so consumers are well informed of their meal choices (2011).
Subway’s Actions and Plans
Subway has taken steps to continue their ongoing process of advertising and providing a healthier community. Jared Fogle, who lost 245 pounds using Subway, his milestone to success has started the Jared Foundation. The Jared Foundation educates families about obesity and other related illnesses while emphasizing the importance of exercising and healthy eating habits. Subway supports the Biggest Loser and offers a pound for pound challenge with a wake up work out mix for an extra push toward an individual’s goal. Subway will continue to keep their healthy promise.
Differences
Overall, Team C’s values align parallel to the values of Subway. Several individual values make up Team C’s values that differ slightly in several ways. Some difference stem from each upbringing and background that make up Team C. Although we may not agree on which Subway sandwich is the healthiest or most appetizing, Team C’s values strongly support Subway’s values. Team C agrees with Subway’s encouragement to their customers to live and eat healthier by providing suggestions, tips, and resources to accomplish their goals. Based on Subway’s plan and actions along with the Jared Foundation and supporting the Biggest Loser, Subway has followed though with actions to support their value since the first store opened in 1965.
Fred Deluca, founder of Subway, began inspiring communities with made-to-order sub sandwiches in 1965. Since the first restaurant was opended, Subway has become known throughout the world in 98 countries. Subway’s mission statement supported by their values lead to their success. Team C’s values, as well as Subway’s values; have been analyzed and explained through a reflection of the organization’s plans and actions. Drivers of individual and personal actions for behaviors have been stated. Moreover, the alignment of values between Team C and Subway have been addressed in detail including hiring individuals with similar values to support Subway’s vision of the company and mission statement. Additionally, the degree of alignment of the organization’s actual values to the organizations actual plans and actions has been explained in detail including ways to live healthier. Differences between Team C’s values and Subway’s values reflected by Subway’s plans and actions were explained in this paper.
Reference
Carver, C. Scheier, M.F. (2001). HYPERLINK “http://books.google.com/?id=U9xi8wlfWccC&printsec”On the self-regulation of behavior. New York: HYPERLINK “http://en.wikipedia.org/wiki/Cambridge_University_Press” o “Cambridge University Press”Cambridge University Press.
Hurley J, Liebman B. (1995, April). Inside sandwiches. Nutrition Action Health Letter. Retrieved, June 13, 2011, from https://search.ebscohost.com
Pearce, J.A. II, & Robinson, R.B. (2009). Strategic management: Formulation, implementation, and control (11th ed.). New York: McGraw-Hill.
Subway. (2010). Student Guide to Subway. Retrieved from http://www.subway.com/subwayroot/AboutSubway/StudentGuide.pdf
VALUATE THE EFFECTIVENESS OF STRATEGIES USED BY AN ORGANIZATION TO MAINTAIN SUPPLIER RELATIONSHIPS
Table of Contents
TOC o “1-3” h z u HYPERLINK l “_Toc410029458” Task 2.1: Evaluate the effectiveness of strategies used by an organization to maintain supplier relationships PAGEREF _Toc410029458 h 2
HYPERLINK l “_Toc410029459” Task 2.2: Use information technology to create strategies to develop an organization’s relationship with its suppliers. PAGEREF _Toc410029459 h 3
HYPERLINK l “_Toc410029460” Task 2.3: Develop systems to maintain an organization’s relationship with its suppliers. PAGEREF _Toc410029460 h 3
Task 2.1: Evaluate the effectiveness of strategies used by an organization to maintain supplier relationshipsEffective management of suppliers is one of the ways fabricating organizations can enhance their execution. There are a few critical parts of supplier management, they incorporate sourcing systems, and the way connections are management and the data trade approaches embraced by producers (David, Goetsch & Davis, 2010). Normally, it has been contended in the writing that nearby associations with suppliers ought to be created, as opposed to the customary cost driven value-based relationship. In conjunction with this methodology makers ought to utilize a solitary sourcing system as opposed to multi-sourcing. This paper displays the aftereffects of a study (utilizing an overview) of supplier management hones among German producing organizations. The exploration found that noteworthy allotment of the organizations overviewed had encountered a change in their association with suppliers in the last few years. In the principle connections had ended up closer and the utilization of associations was in confirmation. In spite of the fact that the organizations had created associations with some of their suppliers the lion’s share of firms kept on inclining toward a multi-sourcing approach. The examination results have suggestions for German fabricating organizations as they show the potential for development through the more prominent appropriation of best practices in the place of supplier management (David & 戴维, 2001).
Task 2.2: Use information technology to create strategies to develop an organization’s relationship with its suppliers.
As search costs and other coordination expenses decrease, hypothesis predicts that organizations ought to ideally expand the quantity of suppliers with which they work together. Notwithstanding late decreases in these expenses because of data innovation, there is little confirmation of an increment in the quantity of suppliers utilized. Unexpectedly, in numerous commercial enterprises, firms are working with less suppliers (Freeman, 2010). This recommends that different powers must be represented in a more finish model of purchaser supplier connections. As firms attempt to expand their execution, the interface with suppliers has turned into a real purpose of accentuation in the journey for extra efficiencies. This point is getting a charge out of expanding ubiquity, particularly in perspective of the distinctions in client supplier connections in the middle of Japanese and American firms. For example, prevalent supplier relations have been assessed to give a $300-600 every auto expense focal point to Japanese makers. These patterns are reflected in the data innovation (IT) writing too, which has distinguished the effect of IT on supplier connections as an essential zone for examination, and has talked about these connections in an institutional financial matters structure tending to the ramifications of firm size and the management structure of the relationship (Hitt, Ireland & Hoskisson, 2012).
Task 2.3: Develop systems to maintain an organization’s relationship with its suppliers. A natural approach to deciding the ideal number of suppliers is to begin from the supposition that a firm would profit by expanding the quantity of its suppliers, there by widening its decision, yet that innovative contemplations oblige this technique. In this point of view, the quantity of suppliers is constrained by contemplations, for example, the expense of setting up a relationship, inquiry expenses, and exchange costs, which can for the most part be condensed as coordination expenses (Hitt, Ireland & Hoskisson, 2012). Case in point, in attempting to focus the ideal number of suppliers for a given data, it might be expected that suppliers item offerings are substitutes for each other, with the exception of that they contrast in some alluring gimmick, for example, value, fit, or item attributes. Connecting with every supplier involves a coordination cost (Wheelen & Hunger, 2011). In the wake of reviewing some number of suppliers, the purchaser chooses the item offering that gives the best esteem as per its set of criteria. The ideal number of suppliers is controlled by exchanging off the expense of further quests against the normal advantage from distinguishing a superior supplier. To delineate these exchange offs, in this segment we offer a model for the ideal number of suppliers in the neoclassical custom of Stigler (1951).for sample, Consider a two-period setting with a purchaser firm and N hazard impartial potential suppliers with indistinguishable generation engineering confronting the same peripheral expense, thought to be zero. Supplier offerings vary in an item trademark, which, without loss of sweeping statement, is thought to be one-dimensional, giving to the purchaser firm utility e conveyed in the interval as indicated by a known thickness capacity fee can be considered a “suitable” marker (David, Goetsch & Davis, 2010). Suppliers can be found when a relationship has been created between the purchaser firm and the relating supplier. The purchaser firm faces an irreversible expense K for every supplier it works with, which can be considered a coordination cost. In the first period, the purchaser firm chooses N suppliers from the N accessible suppliers as the suppliers it will work with. In the second period, the purchaser finds the estimations of the fit parameters i.e. for the suppliers and buys from the supplier whose offering gives the “best match” (David & 戴维, 2001).
References
David L.. Goetsch, & Davis, S. (2010). Quality management for organizational excellence: Introduction to total quality. Pearson Education International.
David, F. R., & 戴维. (2001). Strategic management: Concepts and cases.
Freeman, R. E. (2010). Strategic management: A stakeholder approach. Cambridge University Press.
Hitt, M., Ireland, R. D., & Hoskisson, R. (2012). Strategic management cases: competitiveness and globalization. Cengage Learning.
Wheelen, T. L., & Hunger, J. D. (2011). Concepts in strategic management and business policy. Pearson Education India.