Negotiation and conflict management

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Subject name: Negotiation and conflict management

Question:

Journal Article Analysis

Each student will select one of the key terms listed below and conduct a search of Campbellsville University’s online Library resources to find 1 recent peer reviewed article (within the past 3 years) that closely relate to the concept. Your submission must include the following information in the following format:

Key Terms:

Negotiation
Five phases of negotiation
Conflict Management
Best Alternative to a Negotiated Agreement (BATNA)
DEFINITION: a brief definition of the key term followed by the APA reference for the term; this does not count in the word requirement.

SUMMARY: Summarize the article in your own words- this should be in the 150-200 word range. Be sure to note the article’s author, note their credentials and why we should put any weight behind his/her opinions, research or findings regarding the key term.

ANALYSIS: Using 300-350 words, write a brief analysis, in your own words of how the article relates to the selected chapter Key Term. An analysis is not rehashing what was already stated in the article, but the opportunity for you to add value by sharing your experiences, thoughts and opinions. This is the most important part of the assignment.

REFERENCES: All references must be listed at the bottom of the submission–in APA format.

Be sure to use the headers in your submission to ensure that all aspects of the assignment are completed as required.

Any form of plagiarism, including cutting and pasting, will result in zero points for the entire assignment.

Review and analyze the case on “Turnaround at Nissan” and answer the follow questions

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Review and analyze the case on “Turnaround at Nissan” and answer the follow questions (Page 306):

  • What was done to improve efficiency, adaptation, and human relations, and how were the potentials trade-off among these performance determinants handled?
  • What effective change management practices were used at Nissan?
  • What traits and skills can help to explain the successful strategic leadership by Ghosn?

The format of the report is to be as follows:

  • Typed, double spaced, Times New Roman font (size 12), one inch margins on all sides, APA format.
  • Type the question followed by your answer to the question.
  • In addition to the 3-4 pages required, a title page is to be included. The title page is to contain the title of the assignment, your name, the instructor’s name, the course title, and the date.
  • Upload your assignment in the drop box under the specific unit.

TURNAROUND AT NISSAN

Turnaround at Nissan In 1999, Nissan was in a state of serious decline and had lost money in all but one of the previous eight years. Only Renault’s willingness to assume part of Nissan’s debt saved the Japanese company from going bankrupt. As part of the deal, the French automaker appointed Carlos Ghosn to become Nissan’s chief operating officer. However, there was widespread skepticism that the alliance between Renault and Nissan could succeed, or that someone who was not Japanese could provide effective leadership at Nissan. During the three months prior to assuming the position of COO at Nissan, Ghosn met with hundreds of people, including employees, union officials, suppliers, and customers, to learn more about the company and its strengths and weaknesses. From these meetings and earlier experiences with turnaround assignments, Ghosn understood that major changes would not be successful if they were dictated by him and the experts he brought with him from Renault. Soon after assuming his new position at Nissan in June 1999, Ghosn created nine cross‐functional teams and gave them responsibility for determining what needed to be done to revive the company. Such teams had never been used before at Nissan, and it was unusual in a Japanese company to involve a broad cross‐section of managers in determining major changes. The cross‐functional teams examined different aspects of company operations to identify problems and recommend solutions to Ghosn and the executive committee. Several interrelated problems were identified, and they were mostly consistent with Ghosn’s initial impressions. The poor financial performance at Nissan was a joint result of declining sales and excessive costs, and weak management was the primary reason for the failure to resolve these problems. Management lacked a coherent strategy, a strong profit orientation, and a clear focus on customers. There was little cooperation across functions, and there was no urgency about the need for major change. One reason for excessive costs at Nissan was that only half of the available capacity in the company’s factories was being used; production capacity was sufficient to build almost a million more cars a year than the company could sell. To reduce costs, Ghosn decided to close five factories in Japan and eliminate more than 21,000 jobs, which was 14 percent of Nissan’s global workforce. To simplify production operations at the remaining factories and make them more efficient, Ghosn planned to reduce the number of car platforms by half and the number of powertrain combinations by a third. Plant closings can undermine relations with employees, and Ghosn took steps to ensure that employees knew why they were necessary and who would be affected. In general, he understood that most employees prefer to learn what would happen to them and prepare for it, rather than remaining in a state of uncertainty and anxiety. Ghosn attempted to minimize adverse effects on employees by selling subsidiaries and using natural attrition, early retirements, and opportunities for part‐time work at other company facilities. Purchasing costs represent 60 percent of the operating costs for an automaker, and Nissan was paying much more than necessary for the parts and supplies used to build its cars. After comparing expenses at Nissan and Renault, Ghosn discovered that Nissan’s purchasing costs were 25 percent higher. One reason was the practice of purchasing small orders from many suppliers instead of larger orders from a smaller number of global sources. It would be necessary to reduce the number of suppliers, even though this action was unprecedented in a country where supplier relationships were considered sacrosanct. Higher purchasing costs were also a result of overly exacting specifications imposed on suppliers by Nissan engineers. The engineers who worked with the cross‐functional team on purchasing initially defended their specifications, but when they finally realized that they were wrong, the team was able to achieve greater savings than expected. Excessive purchasing costs are not the type of problem that can be solved quickly, but after three years of persistent effort it was possible to achieve Ghosn’s goal of a 20 percent reduction. Years of declining sales at Nissan were caused by a lack of customer appeal for most of the company’s cars. When Ghosn made a detailed analysis of sales data, he discovered that only 4 of the 43 different Nissan models had sufficient sales to be profitable. Final decisions about the design of new models were made by the head of engineering. Designers were taking orders from engineers who focused completely on performance, and there was little effort to determine what types of cars customers really wanted. To increase the customer appeal of Nissan vehicles, Ghosn hired the innovative designer Shiro Nakamura, who became another key leader in the turnaround effort. The designers would now have more authority over design decisions, and Ghosn encouraged them to be innovative rather than merely copying competitors. For the first time in over a decade, Nissan began coming up with cars that excited customers both in Japan and abroad. Ghosn planned to introduce 12 new models over a three‐year period, but the time necessary to bring a new model into production meant that few would be available until 2002. Another reason for declining sales was Nissan’s weak distribution network. In Japan strong brand loyalty is reinforced by efforts to maintain close relationships with customers, and it is essential for the dealerships to be managed by people who can build customer loyalty and convert it into repeat sales. In 1999, many Nissan dealerships in Japan were subsidiaries managed by Nissan executives nearing retirement, and they viewed their role more in social terms than as an entrepreneur responsible for helping the company to increase market share and profits. Ghosn reduced the number of company‐owned dealerships (10 percent were closed or sold), and he took steps to improve management at the remaining dealerships. Saving Nissan would also require major changes in human resource practices, such as guaranteed lifetime employment and pay and promotion based on seniority. Transforming these strongly embedded aspects of the company culture without engendering resentment and demoralizing employees was perhaps the most difficult challenge. The changes would primarily affect nonunionized employees at Nissan, including the managers. A merit pay plan was established, and instead of being rewarded for seniority, employees were now expected to earn their promotions and salary increases through effective performance. Areas of accountability were sharply defined so that performance could be measured in relation to specific goals. New bonuses provided employees an opportunity to earn up to a third of their annual salary for effective performance, and hundreds of upper‐level managers could also earn stock options. These and other changes in human resource practices would make it possible for Ghosn to gradually replace weak middle‐ and upper‐level managers with more competent successors. In October 1999, Ghosn announced the plan for revitalizing Nissan. He had been careful to avoid any earlier leaks about individual changes that would be criticized without understanding why they were necessary and how they fit into the overall plan. The announcement included a pledge that Ghosn and the executive committee would resign if Nissan failed to show a profit by the end of 2000. It was an impressive demonstration of his sincerity and commitment, and it made what he was asking of others seem more acceptable. Fortunately, the primary objectives of the change were all achieved on schedule, and by 2001 earnings were at a record high for the company. That year Ghosn was appointed as the chief executive officer at Nissan, and in 2005, he would become the CEO of Renault as well.

Management: Multiple Choice Questions

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Management: Multiple Choice Questions

Multiple Choice Questions Chapter 1 1. The term “hazard” refers to (a) the same thing as the term…

Description

Multiple Choice Questions Chapter 1

1. The term “hazard” refers to

(a) the same thing as the term peril.

(b) a condition that increases the chance of loss.

(c) uncertainty regarding loss.

(d) the same thing as probability of loss.

2. From the viewpoint of society and the economy, the most desirable means of dealing with risk is

(a) transfer.

(b) retention.

(c) loss prevention.

(d) sharing.

3. Hazards are usually classified into three categories. They are:

(a) perils, risks, and uncertainties.

(b) physical, mental, and moral.

(c) moral, morale, and physical.

(d) personal, property, and liability.

4. To be technically correct, we should define “fire” as

(a) a peril.

(b) a hazard.

(c) a risk.

(d) any of the above is equally correct.

5. Pure risk is characterized by

(a) a chance of loss and a chance of gain.

(b) a chance of loss or no loss only.

(c) the chance of gain or no loss only.

(d) none of the above.

6. The distinction between fundamental and particular risks is important because

(a) normally only particular risks are insurable.

(b) whether a risk is fundamental or particular may determine how society will deal with it.

(c) fundamental risks are a source of gain to society.

(d) none of the above.

7. The possibility of loss resulting from a flood is an example of

(a) a static fundamental risk.

(b) a dynamic fundamental risk.

(c) a static particular risk.

(d) a dynamic particular risk.

8. Unemployment would generally be considered to be

(a) a static fundamental risk.

(b) a dynamic fundamental risk.

(c) a static particular risk.

(d) a dynamic particular risk.

9. The definition of “risk” suggested in the text views risk as

(a) a condition of the real world.

(b) a state of mind.

(c) subjective uncertainty.

(d) none of the above.

10. A peril, as distinguished from a hazard, is defined as

(a) a condition that increases the likelihood of loss.

(b) the cause of a loss.

(c) the same thing as risk.

(d) none of the above.

11. A business firm with an inventory of obsolete stock and high notes payable might represent

(a) a moral hazard.

(b) a morale hazard.

(c) a legal hazard.

(d) none of the above.

12. Pure risks are generally classified as

(a) physical risks, moral risks, and morale risks.

(b) fundamental risks, dynamic risks, and particular risks.

(c) speculative risks, enterprise risks, and financial risks.

(d) personal risks, property risks, liability risks, and risks arising out of the failure of others.

13. Because she knows she has insurance to cover losses from theft, Jones rarely locks the door to her house. Her behavior is an example of

(a) moral hazard.

(b) morale hazard.

(c) physical hazard.

(d) none of the above.

14. A fire caused $50,000 damage to Smith’s house, and the family was forced to spent $10,000 to live in rented housing while it was being repaired. Which of the following best describes Smith’s loss?

(a) direct property loss of $60,000

(b) direct property loss of $50,000, uninsured loss of $10,000

(c) direct property loss of $50,000, indirect property loss of $10,000

(d) direct property loss of $50,000, liability loss of $10,000

15. In property insurance terminology, all the following are considered hazards except:

(a) a fire which is started in a waste paper basket.

(b) a steam iron left on unattended.

(c) matches left within reach of small children.

(d) oily rags stored near a heater.

16. Pure risk is considered distasteful by most persons because

(a) it can be a source of worry and concern.

(b) there is nothing you can do about it.

(c) most pure risks result in losses.

(d) none of the above.

17. The terrorist attack on the World Trade Center on September 11, 2001 led to a debate over whether such risks are

(a) dynamic or static.

(b) pure or speculative.

(c) fundamental or particular.

(d) none of the above.

18. The hazard that reflects the tendency in some jurisdictions for judges and juries to favor a plaintiff in litigation is properly classified as

(a) a moral hazard.

(b) a morale hazard.

(c) a legal hazard.

(d) none of the above.

19. Classify the following as pure or speculative risk:

(1) Change in market price for Farmer Smith’s crops

(2) Change in consumer demand for ABC’s products

(3) Collision damage to Jones’ care

(a) (1) speculative, (2) pure, (3) pure

(b) (1) speculative, (2) speculative, (3) pure

(c) (1) pure, (2) speculative, (3) pure

(d) none of the above

20. According to the FBI, the fastest growing form of white collar crime is.

(a) substance abuse.

(b) arson.

(c) identify theft.

(d) insurance fraud.

Multiple Choice Questions Chapter 21. Traditional risk management is concerned primarily with

(a) dynamic risks.

(b) pure risks.

(c) fundamental risks.

(d) speculative risks.

2. The evolution of risk management is traceable to

(a) the introduction of decision theory in business college curricula.

(b) systems safety in the aerospace program.

(c) the field of corporate insurance buying.

(d) all of the above.

3. Traditional risk management

(a) is synonymous with corporate insurance buying.

(b) draws on several other disciplines but is a distinct discipline and function.

(c) is somewhat narrower in scope than insurance management.

(d) more than one of the above.

4. The term enterprise risk management refers to

(a) management of risks related to derivatives and futures.

(b) management of financial risks

(c) integrated management of a firm’s pure and speculative risks.

(d) management of risks for profit-making organizations.

5. The risk that a firm’s IT systems will fail is an example of

(a) credit risk.

(b) operational risk.

(c) strategic risk.

(d) compliance risk.

6. Financial risk management encompasses management of

(a) operational risk, strategic risk, and credit risk

(b) credit risk, market risk, and liquidity risk

(c) compliance risk, credit risk, and strategic risk

(d) pure risk, speculative risk, and strategic risk

7. Henri Fayol’s place in the history of risk management arises from

(a) his introduction of the term “risk management.”

(b) his work in the field of systems safety.

(c) his work in the field of operations research.

(d) his recognition of risk management as one of six broad functions of business.

8. Which of the following techniques for dealing with risk may be said to represent a special variation of other techniques?

(a) reduction.

(b) sharing.

(c) transfer.

(d) retention.

9. Risk management contributes to organization profit

(a) by reducing the cost of losses.

(b) by allowing the organization to engage in certain speculative risks.

(c) by preserving the organization’s operating effectiveness.

(d) all of the above.

10. Involuntary retention occurs when

(a) the risk is not recognized.

(b) insurance does not cover the intended exposure.

(c) loss control measures are improperly implemented.

(d) all of the above.

11. Risk avoidance should be used in those instances in which

(a) no other alternative is available.

(b) the exposure has catastrophic potential and the risk cannot be reduced or transferred.

(c) when the frequency of loss is low.

(d) when the probability or frequency cannot be determined.

12. As it exists today, risk management represents the merging of the specialties

(a) insurance, actuarial science, and decision theory.

(b) loss prevention, loss control and loss financing.

(c) decision theory, risk financing, and risk control.

(d) Intuitive decisions, conventions, and instinctive reactions.

13. The type of retention that is always undesirable is

(a) unfunded retention.

(b) unintentional retention.

(c) voluntary retention.

(d) all forms of retention are undesirable.

14. The two broad approaches to dealing with risk are

(a) risk retention and risk transfer.

(b) risk avoidance and risk transfer.

(c) risk control and risk financing.

(d) insurance management and risk management.

15. Which of the following statements about risk management is correct?

(a) risk management has relevance for organizations of all sizes.

(b) risk management has an anti-insurance bias and seeks to minimize the use of insurance in dealing with risk.

(c) risk management is concerned primarily with the risk problems of giant corporations.

(d) risk management is a function of business and as such has little relevance for the individual.

16. The two most important of the pre-loss and post-loss objectives are

(a) meeting social responsibility and meeting external obligations.

(b) continued growth and earning stability.

(c) survival and economy.

(d) earning stability and reduction in anxiety.

17. The step in the risk management process that is most likely to be overlooked is

(a) determination of objectives.

(b) risk identification.

(c) evaluating risks.

(d) selection of the risk treatment device.

18. The most difficult step in the risk management process is likely to be

(a) determination of objectives.

(b) risk identification.

(c) evaluating risks.

(d) selection of the risk treatment device.

19. A risk management policy statement

(a) provides a framework within which the risk manager may make decisions.

(b) should permit the risk manager some latitude.

(c) should be a product of the board of directors with advice from the risk manager.

(d) all of the above.

20. The ultimate goal of risk management is to

(a) minimize insurance expenditures.

(b) make certain that uninsured losses do not occur.

(c) minimize the adverse effects of losses and uncertainty connected with risks.

(d) eliminate financial loss.

Cardiovascular Sonography

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choose a profession that you would like to pursue after graduation and complete an in depth study of the profession, the requirements, curriculum, clinical experiences, responsibilities, job opportunities , license and certifications, and, vertical or horizontal movement within the profession.  Review the professional association website(s), codes of ethics, accreditations, and professional journal publications. Discuss some of the major issues you see facing the profession at this time, the trends and data in the literature you find related to the profession and your final comments and conclusions about the profession.

a well thought out and organized APA paper with headings,  on the profession you choose,  The paper should be around 6-7 pages and should contain 5-6 reference sources.