(Mt) – SEU Team Formation Discussion

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Employees Motivation Strategies , Management homework help

Employees Motivation Strategies , Management homework help
What Would You Do? Case AssignmentSASCary. North CarolinaSAS (pronounced “sass”), which is short for Statistical Analysis System, began when it set out to create statistical software to help agricultural researchers who were studying the effects of soil, seeds, and the weather on crop yields. In 1970, researchers had to write new computer programs every time they analyzed data. SAS standardized that process and made it faster. Because the statistics faculty who wrote SAS needed to generate funds to cover the expiring grant money that paid their salaries, they started leasing SAS to universities and pharmaceutical companies. By 1976, they had 100 customers. However, it wasn’t until the first SAS Users Conference later that year, when 300 people showed up, that they realized their business opportunity. As you tell people now, that was pretty much the ‘aha” moment.”From website traffic, to credit cards replacing cash, to genome sequencing, to sentiment analysis (analyzing every tweet, blog, and discussion group comment about your company and its products), the amount of digital data that a company has to go through is increasing at exponential rates. As a result, 79 percent of Fortune 500 companies use SAS. Shell Oil uses it to analyze data to predict how long the pumps will run on its North Sea oil-drilling platforms. Kohl’s department store maximizes profits by using SAS to analyze which products to mark down for sale. Credit card companies use SAS to reduce fraud by identifying unusual credit card purchases in real time. Finally, telecomm companies offer great deals to customers who, via SAS, they’ve determined are more likely to switch to competitors.Although SAS has been profitable every year since inception, there are threats to its highly successful business model. First, says Gareth Doherty, an industry analyst, “Most organizations aren’t in a position to be able to leverage some of the sophisticated applications that SAS offers because the No. 1 constraint when one is working with a tool this sophisticated is the user. If one doesn’t have a rocket scientist sitting behind the desk, it doesn’t matter what one has running on the desktop.” Second, SAS products are expensive, starting at $1 million for industry specific products (i.e., banking or retail), followed by subscription renewals that are 20 percent to 30 percent of the purchase price. Although SAS spends 22 percent of its revenue on research and development each year, larger firms are buying business intelligence companies to compete directly with SAS. SAP paid $6.8 billion for Business Objects, and Oracle paid $3.3 billion for Hyperion. The largest threat may come, however, from IBM, which paid $4.9 billion for Cognos and $1.2 billion for SPSS. IBM combined those firms into its business analytics group, which will employ 200 scientists and 4,000 consultants and analysts. Industry analyst Bill Hostmann says, “It will be a dogfight. SAS has never faced a competitor like IBM. And I do think IBM sees SAS as a big, fatted cow.”With competition intensifying, SAS is shortening its product development cycle from 24 to 36 months to 12 to 18 months. Change like that can’t be achieved without attracting and retaining a highly motivated workforce. That’s increasingly difficult with tech job openings up 62 percent and a 22 percent average turnover rate in the software industry. That’s why Google gave all of its employees a 10 percent raise and a $1,000 bonus. So, the first step in maintaining one’s competitiveness is figuring out what motivates people to join a SAS. Second, getting people to join SAS is one thing, but how does one get them to work hard and maximize their efforts? Should one be egalitarian and pay everyone the same, or should they closely link pay and performance? Finally, how does one get his or her most talented managers and software engineers to stay? Does SAS need to “go public” like its competitors and issue stock and stock options to its employees? Or are there other ways for SAS to reward people and remain competitive in the talent market?

The Shift to Team Leadership, business and finance homework help

The Shift to Team Leadership, business and finance homework help
Supervisory Management Class Book title: Supervisory Management 9th Edition The Art of Inspiring, Empowering, and Developing People by Mosley Mosley Pietri Case 9-1 “The Shift to Team Leadership” You work for a company interested in initiating a team leadership training program, and your plant manager has appointed you to an ad hoc task force to study the feasibility of implementing such a program in your plant. In one of the company’s other plants, however, supervisors resisted team leadership, giving the following reasons: 1. Lack of time 2. Leader mind-set (” it’s the leader’s job to make the major decisions.”) 3. Lack of trust in employees 4. Lack of confidence and employees’ abilities or judgment 5. Potential for major negative consequences (“too risky,” “too costly”) 6. Leader’s belief that the leader Knows Best 7. Leader’s concern that developed employees will erode leader’s base of power (” they’re not dependent anymore.”) 8. Leader’s perception that employees don’t desire development (” They don’t really care; they only want to do the minimum required.”) Instructions: 1. Brainstorm ways to overcome supervisors’ predicted resistance to developmental leadership. 2. Outline an initial training agenda for the developmental leadership program to present to the plant manager. 3. Present your analysis and recommendations to the plant manager. 4. Determine which program appears to have the best chance of success and why.

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