The design of an organizational structure is critical in the implementation of strategy. Mopani Copper Mines is one of the mining companies in Zambia. To the dismay of the Zambian government, the company has announced that it will have to lay off 500 miners because the price of copper is unfavorable. REQUIRED: Explain the strategic significance of the retrenchment of 500 miners at Mopani Copper Mines
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The design of an organizational structure is critical in the implementation of strategy. Mopani Copper Mines is one of the mining companies in Zambia. To the dismay of the Zambian government, the company has announced that it will have to lay off 500 miners because the price of copper is unfavorable.
REQUIRED:
Explain the strategic significance of the retrenchment of 500 miners at Mopani Copper Mines.
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- Scenario 4 Sharon Gillespie, a new buyer at Visionex, Inc., was reviewing quotations for a tooling contract submitted by four suppliers. She was evaluating the quotes based on price, target quality levels, and delivery lead time promises. As she was working, her manager, Dave Cox, entered her office. He asked how everything was progressing and if she needed any help. She mentioned she was reviewing quotations from suppliers for a tooling contract. Dave asked who the interested suppliers were and if she had made a decision. Sharon indicated that one supplier, Apex, appeared to fit exactly the requirements Visionex had specified in the proposal. Dave told her to keep up the good work. Later that day Dave again visited Sharons office. He stated that he had done some research on the suppliers and felt that another supplier, Micron, appeared to have the best track record with Visionex. He pointed out that Sharons first choice was a new supplier to Visionex and there was some risk involved with that choice. Dave indicated that it would please him greatly if she selected Micron for the contract. The next day Sharon was having lunch with another buyer, Mark Smith. She mentioned the conversation with Dave and said she honestly felt that Apex was the best choice. When Mark asked Sharon who Dave preferred, she answered, Micron. At that point Mark rolled his eyes and shook his head. Sharon asked what the body language was all about. Mark replied, Look, I know youre new but you should know this. I heard last week that Daves brother-in-law is a new part owner of Micron. I was wondering how soon it would be before he started steering business to that company. He is not the straightest character. Sharon was shocked. After a few moments, she announced that her original choice was still the best selection. At that point Mark reminded Sharon that she was replacing a terminated buyer who did not go along with one of Daves previous preferred suppliers. What should Sharon do in this situation?Scenario 4 Sharon Gillespie, a new buyer at Visionex, Inc., was reviewing quotations for a tooling contract submitted by four suppliers. She was evaluating the quotes based on price, target quality levels, and delivery lead time promises. As she was working, her manager, Dave Cox, entered her office. He asked how everything was progressing and if she needed any help. She mentioned she was reviewing quotations from suppliers for a tooling contract. Dave asked who the interested suppliers were and if she had made a decision. Sharon indicated that one supplier, Apex, appeared to fit exactly the requirements Visionex had specified in the proposal. Dave told her to keep up the good work. Later that day Dave again visited Sharons office. He stated that he had done some research on the suppliers and felt that another supplier, Micron, appeared to have the best track record with Visionex. He pointed out that Sharons first choice was a new supplier to Visionex and there was some risk involved with that choice. Dave indicated that it would please him greatly if she selected Micron for the contract. The next day Sharon was having lunch with another buyer, Mark Smith. She mentioned the conversation with Dave and said she honestly felt that Apex was the best choice. When Mark asked Sharon who Dave preferred, she answered, Micron. At that point Mark rolled his eyes and shook his head. Sharon asked what the body language was all about. Mark replied, Look, I know youre new but you should know this. I heard last week that Daves brother-in-law is a new part owner of Micron. I was wondering how soon it would be before he started steering business to that company. He is not the straightest character. Sharon was shocked. After a few moments, she announced that her original choice was still the best selection. At that point Mark reminded Sharon that she was replacing a terminated buyer who did not go along with one of Daves previous preferred suppliers. What does the Institute of Supply Management code of ethics say about financial conflicts of interest?In response to the threat of Covid-19, UPSA has successfully migrated course content and delivery to an online learning management system. Required: a. What grand strategy best fits UPSA’s action? b. Briefly explain why UPSA’s migration of courses online cannot be termed as retrenchment. c. State major responses by the following functional units emanating from the delivery of online programmes at UPSA – Information Services and Technology Department and Human Resource Department
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- Avondale Industries established its first training and development program in 1989, two years after the organization hired its 10,000th employee. In 1987, the organization had expanded and diversified from solely working in the field of avionics (the electrical systems used in aircraft) to also providing aircraft wheel and brake production and repair. From 1987 to 1989, the organization found their turnover rate rose to more than 36 percent, due in large part to employees lacking the skills necessary to work in the new division. Company recruiters were finding it harder to attract the number of people needed to fill positions because Avondale had a reputation as a tough place to work. Training of employees, current and new, was implemented for the new division and proved highly valuable as employees gained the skills necessary to do their jobs better. Turnover rates were significantly reduced within a year to 23 percent. Which of the following reasons best explains why the new training…In response to the threat of Covid-19, UPSA has successfully migrated course content and delivery to an online learning management system. Required: What grand strategy best fits UPSA’s action? Briefly explain why UPSA’s migration of courses online cannot be termed as retrenchment. State major responses by the following functional units emanating from the delivery of onlineprogrammes at UPSA – Information Services and Technology Department and Human Resource Department State two (2) conditions under which UPSA’s migration of all courses online can be termed as a differentiation strategyDiscuss the importances of identifying and differentiating order of qualifiers and order winners?
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