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UMUC BGMT464 full course




Question;All learning activities;Week 1;Learning;Activity 1;You have been recently promoted to;the position of plant manager in a large Mexican operation owned by your;employer, a Fortune 500 company. After taking some time to assess the;situation, you have determined that the implementation of Kaizen continuous;improvement activities would substantially improve the quality and efficiency;of the operation. Pioneered by Toyota and widely adopted around the world by;numerous companies, this technique is based on having employees analyze their;own working situation and area, identify problems, and suggest changes. It has;been shown to be particularly effective and also results in increased employee;satisfaction.;After several attempt to implement;the techniques, you are becoming concerned that it is not being adopted as;readily and enthusiastically as you have seen elsewhere. You begin to suspect;some cultural issues and refer to Geert Hofstede?s web site for guidance;;Using this resource and the material;in your text, respond to the following questions;1. What cultural;issues do you think exist that might impede the implementation in this plant?;2. How would you;address them in order to take advantage of the benefits of Kaizen?;Remember to make one initial post and;to respond to two of your classmates.;(Instructor?s note: This is an actual;scenario taken from the Instructor?s experience with a plant employing some;2,500 people, mostly women, in Mexico.;Learning;Activity 2;You are a manager employed by a;Fortune 500 company that has a reputation for highly ethical conduct and a;highly regarded ethical code. You have recently been transferred to your;company?s operations in Tianjin, China. While attending a meeting with a key;supplier, you are dismayed that the senior representative of the supplier has;brought a gift, an obviously expensive jade statue, to commemorate the signing;of a new contract. You are aware that gift giving is more the norm in China and;that refusing a gift can be highly insulting. Yet, you do not want to violate;your country?s ethical policies. How do you proceed? Do you employ your;company?s home country ethics, local ethical norms, or some combination?;Respond with one initial post and at;least two responses to your colleagues.;Week 2;Learning;Activity #1;This week?s schedule calls for you to access and complete two self;evaluations of your personality type - the Jung Typology and the Big Five;Personality Assessment. Complete these assessments, recording the results for;reference. Then, share the results and comment on how, based on the information;contained in this week?s readings, your personality is likely to impact your;work life and choice of work. Comment on whether you believe you are a good fit;for your current job, whether there are different professions or jobs which you;think you might be better suited for, and how you might consider changing your;situation if it seems called for.;Remember to make your initial post and then respond to at least;two of your colleagues.;Learning Activity #2;You are interviewing a candidate for a position of some;responsibility and access to significant amounts of both merchandise and money.;The applicant happens to be Japanese and is highly qualified with outstanding;references. You notice the individual is reluctant to look you in the eye when;responding to questions. What is your perception of this behavior? Should;you be concerned about hiring this individual for such a sensitive position?;What is the interviewee?s perception of this behavior and how does it differ;from yours? Remember to make your initial posting and to respond to two of your;colleagues.;Week 3;Learning;Activity #1;This week, we are spending much of our time discussing and;learning about motivating people. There is, however, a contrarian viewpoint;that says if you get the right people, they are self motivated. Jim Collins;author of Good to Great holds this view. Watch the video below;The Right;People are Self Motivated (Scroll down to the video with this;title);Do you agree or disagree with Collins? viewpoint? Make your case;in the discussion but be sure to use more than just your personal opinion and;experiences. Back up your reasoning my drawing on the theories and concepts in;this week?s readings.;Learning Activity #2;Based on the good work that he did in handling previous;multicultural issues, Frank Jones has promoted to the General Manager of his;company?s Tokyo operations. Performance in this operation has been just barely;acceptable and he would like to find a way to motivate higher levels of;performance. In a previous position in the New York operation, he implemented a;performance improvement motivation plan that included individual bonuses;individual recognition at an annual sales meeting and attendance at the;meeting, held at a post resort, for spouses of the top 10% of the force.;Frank has engaged you as an OB consultant and asked you to review;the plan and recommend modifications that would make it successful in Tokyo.;What do you tell him. Support your recommendations by referring to significant;motivational theories and concepts and to material identifying relevant;cultural dimensions of Japan.;Week 4;Learning Activity #1;Patrick;Lencioni's book The;Five Dysfunctions of a Teamhas become a classic treatise on;best practices to use in creating and leading teams.;First, watch the short video below;Next, refer to the PDF found at this link;The Five Dysfunctions of A Team;Learning Activity #2;Respond to both of the following questions, and respond to;three of your colleagues for each post. Make your initial post by creating a;new topic.;1.Referring;to the video and the PDF summary of the five dysfunctions, pick the dysfunction;that you believe to be the most significant and harmful and explain your;choice. Give an example of where you have seen this dysfunction in action in a;team in which you have participated or which you have observed.;2.Select;a team that you have been a member or leader of or have interacted with and;determine whether this "team" was a real team as described in the;material in the text or was actually a group that did not meet the tests of;being a team. Describe the factors that where present that led you to your conclusion.;Week 5;Learning Activity #1;Ethical leadership is a subject that scholars have debated for;years. Is all leadership, by definition, ethical or is it possible to have;unethical leadership?;Download the article from the link below;;In it, I argue that ethical leadership is made up of two;components, an ethical leadership process and and ethical leadership objective.;Study the article and then respond to the following;Pick a famous leader whom you believe is or was either ethical or;unethical. Argue your case in the discussion post using the criteria set forth;in the article above. Make sure you discuss both the leadership process;employed and the ethicality of the leader?s objectives.;Learning Activity #2;This week?s material covers the perils of groupthink;overcommitment and avoidance of failure, and the concept of a premortem, an;analysis of potential failure scenarios before embarking upon a project or;activity. The following podcast touches on all of these topics and attempts to;make the case that failing early is good and avoiding failure at all cost is;unhealthy. In addition, it applies market based economics to the prediction of;failure in a novel way.;Premortems are becoming increasingly popular and, in fact;a formal method for conducting them and prioritizing risks has been developed.;Failure Mode Effects Analysis was originally designed to allow engineers to;predict failures in complex systems and to prioritize the risks to allow them;to be reduced in an orderly and cost effective manner. It has now been widely;applied to other situations where a premortem makes sense, such as in the;management of complex projects. Read the short tutorial at the following link;;Then, identify a significant project or process where you are;employed and use the technique to conduct an FMEA. Use an Excel spreadsheet to;show the various failure modes, severities, and probability of detection and;their associated ranking numbers. Sort them into descending order of RPN, and;then propose actions that can be taken to remove or control each risk.;Week 6;Learning Activity #1;As the;text notes, the ability for an organization to change in order to meet changing;business environments and threats is key to its success. Click on the Resources;section of the classroom (at the top) then go to the library. In the search;function, enter the term Resource Rigidity. Read the first article that appears;in the search results Unbundling the Structure of Inertia: Resource vs. Routine;Rigidityby Clark Gilbert. The article theorizes that these;types of inertia are responsible for much of the inability of organizations to;change and uses the newspaper industry as an example.;Select another company which you believe has been unable to;effectively change to meet changing market requirements or threats. Apply the;concepts of the article to diagnose the inertia of the company, explaining how;you believe the resource and routine rigidity impacted the organization and how;you, as a leader would have overcome these issues.;Remember to respond to two of your colleagues? posts.;Learning Activity #2;There are a variety of instruments that can be used to assess;and diagnose organizational culture. One of these uses what is called the;competing values framework.;Proceed to the website;;and follow the directions for registering and taking the;individual Organizational Culture Assessment Instrument. (Note: use your;personal email when registering and do not attempt to register and take the;assessment from a work computer or from behind a computer protected by a;firewall, it may result in issues. If you have trouble with the site, create;another free email address such as a gmail address, and register from that;site.;After you have completed the assessment, post your results;including the diagram by cutting and pasting it into the discussion area or;including it as an attachment. Using the results, describe your organization?s;culture with special emphasis on the discrepancy between your preferred style;and the existing cultural style. Comment on how you believe the culture aids or;hinders the organization?s efforts with special attention to the ability to;change and innovate.;Remember to respond to two of your colleagues? posts.;Week 7;Learning Activity #1;Stress is a pervasive and often destructive part of our working;lives as we deal with deadlines, balance our work and personal lives, and deal;with the today?s economic pressures. We often wonder if the level of stress in;our lives has increased or if we are just more aware of it. Professor Mark;Williams of Oxford University has studied this phenomenon and has some answers;for us.;Go to and view the video;in the upper right corner to hear Professor Williams? thoughts. Then, go;to for;the stress test.;After taking the test, create an original post to share your;stress level. In addition, drawing on the material in the text, identify the;top three stressors in your life and suggest several courses of action you can;take to reduce the level of stress affecting you. Remember to respond to at;least two of your colleagues.;Learning Activity #2;We are approaching the end of the course and your final project;is due in Week 8. so we are going to go a bit easy on this week?s learning;activities. In order to help you get started on your project, make an initial;posting identifying which of the organizations you intend to analyze. In;addition, include a brief proposed outline and a list of what you think are the;critical issues facing the organization from an OB perspective. You will be;doing additional research during the next two weeks, so you will not be held to;these items, but they should give you a headstart on the paper. Remember to;respond constructively to two of your peers, offering suggestions as to how;they might improve their analysis or offering additional items to;consider.;Week 8;We are wrapping up this week and I would like to have you spend;most of your time on the final project. Accordingly, we have only one activity;this week.;The organizational issues surrounding the Secret Service have;been widely reported and debated in the news and a new Acting Director has been;appointed. He is a former agent with eperience on the Presiential detail. He;has a very big challenge ahead of him, so let?s help him out.;After reading about what has been going on at the VA, put;yourself in the shoes of an OB consultant brought in to help the new Director.;Identify the top three OB issues that you believe must be immediately;addressed to improve the performance of the VA. Then, identify the actions you;would recommend to the Secretary in order to address these issues. Be sure you;draw on the concepts and theories form the course in formulating your response.;All assignments;Case;Study 1: Individual Level of Analysis;You are;to review and analyze a case study that describes the effect of individual;characteristics and behavior (individual level of analysis) on organizational;performance and effectiveness. You will also propose recommendations for change;and improvement.;The case;Reach for the Stars?Developing Salespeople, Achieving Organizational;Success," describes critical observations and incidents concerning;employee (manager and worker) characteristics and behavior, and their effects;on employee and performance organizational effectiveness.;You must;do the following;Identify and analyze the;critical incidents (problems, situations, issues, and consequences) in the;case that influenced individual and organizational performance and;effectiveness.Make appropriate;recommendations to improve any problems, meet challenges, and take;advantage of opportunities.The;discussion and analysis should be based on concepts, theories, and research;related to organizational behavior at the individual level, and therefore;should address sources and topics covered in the readings and learning;activities for Weeks 1-3 (i.e., individual ability, biographical, demographic;and cultural characteristics, personality and emotions, values and attitude;motivation, and perception). In addition to evidencing an understanding of;material covered in resources assigned and examined in Weeks 1-3, you must use;at least one additional reference.;Your;responses will include;identification and;explanation of all relevant concepts and theories, using examples where;appropriatean explanation of the;specific characteristics, incidents and/or situations in the case that;addresses the concepts or theoriesanalysis of the relevance of;identifying and better understanding individual characteristicsanalysis of pros and cons of;key incidents or situations (i.e., what are the drawbacks and/or positives;associated with the situation as it related to individual performance;and/or organizational productivity and effectiveness?)specific recommendations to;address problems, challenges, and opportunities, and a proposed follow-up;or evaluationRequired;Formatting of Paper;This paper should be;double-spaced, 12-point font, and between three to four pages in length;excluding the title page and reference page.Title page with your name;the course name, the date, and the instructor?s name.Use at least one reference;other than the course material.Use APA formatting for;in-text citations and reference page. You are expected to paraphrase and;not use quotes. Deductions will be taken when quotes are used and found to;be unnecessary.Submit the paper in the;Assignment Folder.Note: Professors may use the case below;or select another case that focuses on OB at the individual level of analysis.;This case was designed and developed for BMGT 464 from original and adapted;sources.;Case;Study 1;Reach for;the Stars?Developing Salespeople, Achieving Organizational Success;As he;read the email from his company's CEO, Ravi Verghese rolls his eyes and;whispers to himself, "Oh boy, here we go again?.;To;celebrate PRME's fortieth year in business, and our successful customer expansion;from "seniors" to all ages served by a burgeoning sports and active;lifestyle market through our new PRMESport line, I invite you, our invincible;take-charge" marketing and sales units, to REACH FOR THE STARS! The;goal is to increase PRMESport sales by 10% by the end of this year?.;Ravi;sales director at New Jersey-based Providence Rehabilitation and Medical;Equipment (PRME, or "Prime" as employees liked to say) remembers all;too well the challenges he and his coworkers weathered 18 months ago when PRME;expanded its product line from aging-related to sports injury-related medical;supplies and equipment. The new products are branded PRMESport, developed to;grab a share of a fast-growing medical and rehabilitation supply and equipment;market segment. To achieve this, PRME bought a small, thriving manufacturing;enterprise created by a couple of sports orthopedic surgeons?however no;salespeople came with the acquisition. PRME executives decided to up-skill and;retrain its existing sales force?"no sales associate will jobs will be;lost because of PRMESport," they reassured?rather than recruit additional;people. Ravi, whose stellar sales performance caught the attention of company;executives, was promoted to director of the sales unit, a group of twenty-five;people. Task one, executives said, is to reorganize the unit, establishing;self-managed teams to penetrate the new market segment rapidly, efficiently;and effectively.;In spite;of Ravi's initial eye-rolling reaction to the CEO's email, he rereads the;message with an open mind and restored positive attitude. We can do this, Ravi;acclaims. Bottom line, he is grateful that at age 35?young for a PRME senior;manager?he has the opportunity to hone new management skills, focus more on his;interest in strengthening PRME's human/intellectual capital, solve harder;problems, and do his part to make his organization a top competitor. He was;proud to work for PRME. The company's rags-to-riches founder, James Cleavon;Jefferson, who started the business in a rundown New Jersey warehouse with;Chapter 8 support in 1974 and grew it into today's well-respected, successful;global supplier, serves on the board as a conscience to the new owner, a;multinational company. Ravi's own hard working parents, immigrated from southern;India to the US, opening a family-run restaurant in Trenton?also with Chapter 8;help?that flourished in their diverse community.;While he;loses no time moving forward with a strategy to reorganize into self-managed;teams, he's determined to know more about the individual associates that make;up his sales force before making final decisions. Right off, he conducts an;all-hands meeting to brief the unit on the impending reorg, and, under the;circumstances, he thinks it went well. Ravi's known as a straight shooter and;consensus builder, although rapid company growth, headquarters relocation;top-down pressure to implement an electronic enterprise data system, along with;increased travel to meet new customer needs, are taking a toll on the sales;staff. He needs to identify and tackle?individual by individual?PRME's sales;force "softspots" (his gentle way of saying "weak links");before forming teams, hoping to optimize human capital and meet?hey, maybe;exceed!?the CEO's sales goals.;After;reviewing annual appraisals and quarterly reviews, talking to trusted senior;sales associates who report directly to him, examining statistical reports;sales records, observing the unit's daily activities, and collecting his;thoughts and checking his instincts (his MBTI "N" makes this easy);Ravi's can-do enthusiasm is tempered by reality. He calls his close colleague;and friend, Portia Kingston, a fellow MBA student at Rutgers, presently;teaching organizational behavior at a college in Boston, to advise him on where;to begin. Portia laughs saying he surely knows how to manage the reorg from;reading the first five chapters of her just-published OB e-textbook! Always an;appreciator of Portia's sharp wit, dynamic intelligence, ambition, and;immigrant roots and experience (she was born in Jamaica), Ravi laughs too;congratulating his friend on her publication and promising to download the;information as soon as they hang up. "Seriously," Portia continues;look at the stuff on analyzing?by that I meanunderstanding better?the;individuals in your unit. Get a handle on how they act, what they do ordo;notdo?in other words, on their behavior within the organization. For;example, my friend, examine learning styles, generational, demographic;cultural and faultline factors, and the role of perception, attribution;personality, motivation, emotion, values, attitude, and ethics.;Will do, Portia. And thanks a million," Ravi signs off, deciding to;begin with his notes and records on the lowest sales performers, described;below.;Tom;Mid 50s;Introverted;yet good listener, speaking up when prodded;Jokes;about being "the token old white guy;Over;lunch recently shared his resentment about PRME's latest "bonus;programs, employee wellness and counseling, and sales incentive awards, sales;incentive awards, free gym memberships and Knicks tickets;Not a;natural networker, can be temperamental, moody;More than;held his own in company until higher tech systems introduced;Last;couple of years, productivity flat lined;Lydia;Late 20s;Cut sales;teeth in pharmaceutical sales;Gun-ho;when hired, exceeded sales goals;Passionate;marathoner;Proactive;confident, ambitious, competitive;Bristled;when company implemented more formal HR policies regarding work hours;telecommuting, regular staff meetings, and dress code performance began to;falter;Jamal;Mid 20s;James;Jefferson's grandson;Star;athlete in college;Outgoing;thrives on immediate interaction;Well;educated, razor sharp mind, gifted sales communicator;Consistently;falls behind in record keeping, customer data collecting, and monthly reports;Carmen;Late 50s;Worked up;through the ranks at PRME, starting as an admin temp when PRME first founded;Superb;customer service skills, widely recognized as solid organizational citizen;Warm;convivial, conciliatory?"Oh, ask Carmen to handle that customer's;complaints?she never says no;Quick;learner?consciously compensates for no college education;Increasingly;heavy care-taking responsibilities of extended family resulting in absenteeism;frequent rescheduling, declining productivity and performance;Brad;Early 40s;Promising;engineering-oriented career selling precision medical equipment and service in;Iowa before moving "back East" with a young family because his spouse;got an coveted promotion in VP at a large hospital;Hired two;years ago, just before company announced the PRMESport acquisition;Good;naturedly teased by co-workers about being a "techie geek;Strong;work ethic, conscientious, though takes full advantage of PRME's work-life balance;options;Overly;meticulous, uncomfortable dealing with big picture concepts, strategy;ambiguity, and rapid change;Struggled;to get a foothold with new product line?"I assumed I'd be working more;with customers through the new software system than cold calling and pounding;the pavement?.;Rubric;for Individual Level of Analysis;Criteria;Exemplary;Accomplished;Developing;Beginning;Minimum;Below;Standards;4;3.2;2.4;1.6;0.8;0;Identified;concept and/or theory;Identified;analyzed, constructed, and interpreted at least three concepts and at least;one theory;Illustrated;and analyzed three concepts and/or theory;Described;and illustrated three concepts;Identified;and described two concepts;Identified;one concept with no description;Did not;identify concept or theory;4;3.2;2.4;1.6;0.8;0;Explained;critical incident in the case study that maximized employee contribution;(Incidents must be related to individual characteristics and behaviors in;which the organization's performance is impacted);Interpreted;analyzed, and evaluated three incidents;Analyzed;and synthesized three incidents;Interpreted;and analyzed at least three incidents;Described;and interpreted at least two incidents;Described;at least one incident;Did not;describe any critical incidents;4;3.2;2.4;1.6;0.8;0;Analyzed;the pros and cons of one critical incident relating to individual-level;productivity;Debated;formulated, and interpreted pros/cons by writing examples of individual-level;productivity translated from at least three incidents in the case study;Formulated;debated, and wrote pros/cons by translating individual-level productivity;from a critical incident in the case study;Debated;constructed, and wrote pros/cons by expressing individual-level productivity;Debated;and constructed the pros/cons without recognizing individual-level;productivity;Described;and analyzed pros/cons without recognizing individual-level productivity;Did not;analyze pros and cons;4;3.2;2.4;1.6;0.8;0;Constructed;and wrote recommendations to improve individual performance and/or;organizational effectiveness;Analyzed;constructed, formulated, and justified recommendations from at least three;critical incidents in the case study;Analyzed;constructed, and formulated recommendations from at least two critical;incidents in the case study;Analyzed;debated, and constructed at least two recommendations;Illustrated;distinguished, and composed at least two recommendations;Constructed;and illustrated at least one recommendation;Did not;construct and write any recommendations;4;3.2;2.4;1.6;0.8;0;Demonstrated;use of mechanics, grammar, and appropriate reference citations/APA format and;length;Described;composed, constructed, and formulated entire case study, answers are without;grammatical errors, demonstrated strong APA format and good flow, writing is;exceptionally concise and well organized, two reference citations other than;text;Formulated;a document without grammatical errors, used proper APA format and page;length, but has minor problems with flow of paper, one reference citation;other than text;Constructed;all answers, but has a few grammatical errors, flow and format problems, one;reference other than text;Composed;documents, but has moderate amount of grammatical errors, flow and format;problems, and page length not met, one reference citation other than text;Described;issue, but content has a large number of errors and format problems, did not;meet page requirements, one reference citation;Did not;use mechanics and/or APA format;Group;Research Project: Case Study 2?Group Level of Analysis;This;assignment is a group project. It will assess your and your study group's;knowledge of the effect of group behavior on organizational performance and;effectiveness. It also will examine your critical thinking and writing skills;within a collaborative team environment. Your team will be created under Study;Groups, and where all collaboration will take place. You must read the case;titled "Going Global: What Does it Take to Make Cross-cultural Teams;Successful?", identify and analyze key problems, challenges, and;opportunities in the case, and make recommendations for solving the problems;and challenges. Recommendations and analysis should address OB issues focusing;on the group level of analysis, and should be based on information from;Chapters 8-11 and portions of Chapters 12 (as designated in the Course;Schedule), and two outside references.;Instructions;Read assigned material for;Weeks 4, and 5. Research relevant, credible, well founded outside;materials to support analysis.Document and evaluate;strategies or interventions that the organization could use to solve;problems and enhance team performance and effectiveness.Propose and evaluate;recommendations for ongoing improvements to organizational performance and;success.Evaluate each of your fellow;team members' contribution and performance using a structure performance;measure (use the attached peer evaluation form/rubric).Your;group project case analysis report should use the following format;Summary of the case;backgroundIdentification, analysis;and discussion of problems, challenges, and opportunitiesProposed recommendations and;solutionsMake sure;you thoroughly identify, explain, and analyze the key concepts, theories;issues, and problems in the case. Your analysis and recommendations should show;mastery of the course subject and good critical thinking skills.;Deliverable;Your paper should be four;typed, doubled-spaced pages in length.You should use appropriate;APA-style citations and proper report writing style, including headings;and subheadings.You are expected to;paraphrase and not use quotes. Deductions will be taken when quotes are;used and found to be unnecessary.Case;Study 2, BMGT 464;Going;Global: What Does it Take to Make Cross-cultural Teams Successful?;PetGourmand;a second generation, family-owned Memphis-based company with about 200;employees, develops, manufactures, and sells nutritious, gourmet food products;for pets. PetGourmand is a low-tech, hands-on, bricks and mortar company with;solid brand recognition, an impeccable reputation for high quality and ethical;standards and processes, older work force (average employee age is late 40s);low staff turnover, impressive record of speedy state and federal new-product;approvals, and solid working relationships with their veterinary and pet-owner;customers. For the most part the company plays up the PetGourmand as a close;family," although the organization's structure is hierarchical with;fairly rigid management divisions and reporting policies. Research;manufacturing, and sales and marketing operate in traditional fashion, with;employees reporting to supervisors or mid-level managers. By the 1990s, sales;and distribution grew from Tennessee into a regional market, establishing a;competitive advantage throughout the US South. Then came the Great Recession.;As customers lost jobs, and small business profits, such as veterinary;practices dipped, the demand of "fancy cat food," as one PetGourmand;lab technician said, seemed to disappear overnight. By the time Bon Vivant;Specialities contacted PetGourmand's CEO about acquiring PetGourmand, the;writing was on the wall.;Bon;Vivant Specialities (BVS) is a large Chinese-owned manufacturer and distributor;of gourmet food and beverages, headquartered in Hong Kong.Manufacturing plants;operate in main land China, and the company has additional offices in Europe;and Australia. By acquiring the smaller, well-respected PetGourmand, BVS aims;to diversify and expand its consumer base by including products tailor-made to;meet market projections of a customer upsurge in healthy, gourmet pet foods and;treats. Given the availability of telecommunications technology (software and;hardware), and BVS's current expertise and use of such technology, geography;and location should not be an insurmountable issue. PetGourmand employees, on;the other hand, are dispirited about the acquisition, and anxious about;working for foreigners," downsizing, less face-to-face interaction;language differences, and more electronic systems put into place.To make;matters worse, recent news media have printed stories about tainted pet food;made by other companies inChina. Employees fear loss of product quality and;damage to PetGourmand's reputation.;BVS has;told PetGourmand workers that?for now?most employees will be retained. However;all employees will be evaluated, and reassigned and integrated into BVS's;existing, and to-be-formed-as-needed, work teams, a key component of BVS's;flat, smoothly efficient organizational structure. BVS's management staff;scientists, and sales professionals tend to be tech-savvy, culturally diverse;young-to-middle age (ages 25 to mid-forties), bi-lingual, ambitious;self-directed, accustomed to working remotely, and clearly focused on the;company?s commercial success. BVS?s Harvard-educated CEO, Daniel Chinn;supports increasing the company's competitive edge by "discovering and;developing individual potential through group collaboration and team;synergy," and is known to be an enthusiastic supporter of job training and;career growth beginning from his days as a brilliant, hard-driving MBA student.He's;eager to move forward on the integration of "PetGourmand's greatest;asset?it's knowledge rich, expe


Paper#52464 | Written in 18-Jul-2015

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