Case Study of the United Arab Emirates (UAE) Airlines

United Arab Emirates Airlines

Is this an attractive general environment?
Is it an attractive industry?
Does UAE have any core competencies?
What strategies should they adopt for the medium term future?

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You need to write an assignment which is based on a case study and consists of 4 tasks. You can put all tasks in one word document but separate them by naming the titles: task 1,2,3 & 4.

 Accounting and Organisational Behaviour

You need  to write an assignment which is based on a case study and consists of 4 tasks. You can put all tasks in one word document but separate them by naming the titles: task 1,2,3 & 4.

information/guidance for you with regards to this assignment;

Nature of Assessment

Assessment Strategy

The assessment reflects the behavioural emphasis of the course and requires consideration of the human consequences of financial and financial-related techniques and processes when considering organisational situations. Organisations are understood as ‘needs-satisfiers’ – if players needs are not being satisfied, it is possible that the appropriate contributions are not being made. Identifying the feasible set helps to identify the competing objectives (needs) of the players involved. Organisational control models such as that by Tocher (1970;76) or Otley & Berry (1980) help frame any diagnosis, (analysis of options) and any solution. Depth of understanding of an organisational issue is founded on an appreciation of the subject literature.

Methods of Assessment and Criteria

This course requires written presentational skills that must show evidence of good organisation and background research.

The diagnostic analysis should:

Identify  each player or groups involved.
Identify the objectives/needs or each player/group.
Identify issues for consideration and relate to topic areas/ techniques from the literature.
It is difficult to provide any single guidance as to what the defined problem(s) will look like. How students’ frame/state the problems will vary depending on the phrasing of concerns, feelings about the individuals involved and the individual with which they associate. It is important to treat the small group effort as a ‘developmental/ formative’ process and encourage students to stretch themselves during the individual revising element. Within the time constraints of the course, it is assumed that the class discussion of all cases can extend to proposing solutions and considering issues of implementation.

Assessment 1 – (Task 1 & 2) – Learning Outcome 1: Diagnose and define problems relating to the use of accounting and financial processes within an organisational context.

You should write an assignment using the Birch Paper case study. The Carter Study can be used to develop learning, but will not be assessed.

Please analyze these cases and provide a ruling as if you are the National Labor Relations Board.

  • Please analyze these cases and provide a ruling as if you are the National Labor Relations Board.

Scenario One

During the summer of 2006, the United Auto Workers (UAW) conducted a union organizing drive at an assemble plant of the Dana Corporation, a major supplier of automobile parts.  The National Labor Relations Board (NLRB) reviewed the petition submitted by the UAW and ordered an election for Monday, September 18th.


During the week prior to the election, the company took the following actions.  There is little dispute about each of the actions described below.


The union subsequently lost the election in a vote of 220 “no union” votes and 199 votes for the UAW.  The union filed unfair labor practices charges and asked that the NLRB order a new election.


Please review the following company actions and determine their legality and issue a ruling.


Company Actions

  1. On September 12th, supervisor Ed Green began a discussion about the union drive with employees Jim Walters and Fred Afabi.  Green made comments like, “we can work out our problems without a union” and “if you ask me, the dues are a real waste of your money”.  Walters commented that the union might provide job security, to which Green replied, “The only real security is doing a good job and satisfying our customers.  If there is a union here, many customers won’t buy from us and we’ll lose a lot of jobs, maybe both of yours and mine, too.”
  2. On September 14th, the company mailed letters to employees’ homes that read, in part, as follows.  “We are a family here and do not benefit from outsiders getting involved in our business.  I know that w have made some mistakes, but we can work together to resolve any issues and I promise you we will do better in the future.  We have always been fair with wages and benefits and you can count on that continuing.”
  3. The HR department displayed posters that showed the amount of dues that stayed with UAW locals and the amount that went to the international headquarters (about 8% stay local).  The posters also recorded a dozen cases where employees went on strike at the end of negotiations because the union had failed to reach agreement on a contract.
  4. Friday morning, the plant manager conducted a plant tour with representatives of a major customer – one that represents about 18% of the overall business for the plant.
  5. The HR director met with employees at noon on Friday in the lunchroom and advised them that even if the had signed an authorization card that they did not have to vote for the union.  Further, she advised the employees that they had the right to request their cards back.  When asked if the company would move the plant if the union won the vote, she replied, “It is not possible to predict what will happen, but we do know that the cost of doing business typically increases in a unionized environment.”

Scenario Two (Two Parts)

The United Food and Commercial Workers (UFCW) conducted an organizing drive at the five Red Star Markets (small independent grocery stores) in the Duluth area during  May and June 2007.  This was the UFCW’s second attempt in the past five years.   Near the end of May, the union held a picnic where there was free food, beer and soft drinks and some live music along with speeches extolling the virtues of union membership.  Later, on election day, the union held rallies at the stores and at an Elks Lodge where some of the voting occurred.


The union won the election by two votes.


Several employees who attended the event complained to the National Labor Relations Board (NLRB) that they had felt intimidated by some or all of the following actions by the union at the picnic.


At the NLRB hearing, the union steadfastly denied responsibility because in each instance, the actions were taken by people who might support the union, but who were not employed by the union.


Determine the legality of each action and determine if the outcome of the election should be overturned.


Union Actions at the Picnic

  1. A small group of employees were handing out free hats, but only to people who would say “I promise to vote for the United Food and Commercial Workers on June 14th.”
  2. Several employees were prevented from getting into their cars after a band finished playing until the next part of the agenda – a speech by a union organizer – was completed.
  3. Several union supporters were taking pictures of employees who were present and when asked why, at least one responded “this camera lets me know that you are going to vote for the union”.
  4. The value of the food and beverages was estimated to be about $10.00 per person and one employee testified at the hearing that it seemed like a bribe.


Union Actions on Election Day

  1. Union supporters held a rally outside each store as the morning sift showed up for work.  They sang songs and encouraged employees to vote for the union.  Generally, the groups remained at the entryways to the parking lots and did not block traffic.
  2. At one store, the union supporters stopped employees’ cars as they entered and asked employees to say “I support the UFCW” before letting them pass.
  3. Also, at one store, the voting location was about half a block down the street.  The group left the store and proceed to the polls (a local Elks Lodge) where they sang songs outside for while and then entered the polling place and formed a gauntlet that voting employees had to pass through on their way to the room where voting was taking place.  The union supporters said things like “We own this place now” and “remember how to vote”.  The NLRB representative came out and asked the group to leave, and they immediately complied.

Scenario Three

During the 1990s when the Teamsters were working to organize Overnight Freight, Jon Watson was an active union supporter.


On November 24th, the week of Thanksgiving, Watson was sent home by the terminal dispatcher when a bottle of whiskey was found in his locker.  The locker door was open as the dispatcher passed and the bottle was obviously open with about three inches gone.


Watson was at his locker and preparing to go home at the end of his shift when this occurred.  The union claims that there was no risk to the company because he was done driving for the day.


The union claims that the only reason that Watson was sent home, and subsequently fired, was because of his support for the union.  The union filed an ULP with the NLRB protesting the firing and asking for Watson to be reinstated with full pay and benefits.


The union was able to provide evidence that on one other occasion, several years earlier, that an employee caught with an open bottle was not disciplined at all.


The employer claims occasionally drivers who are done with their shift, but still on site are asked to make one last local run or to help on the dock.  While admitting that this was rare, the company stated both policy and the union contract forbid the “possession, use, or being under the influence, of alcohol or other drugs while on company property or while operating company vehicles or equipment”.


Further, the company provided evidence of two cases where employees were disciplined – one was fired and the other received a reprimand.  The employer stated that the difference was that one employee, a dock worker, had a six pack of beer, all unopened, in a sack with other groceries that he claimed were in his locker only until he could take them home at the end of this shift.  The other employee, a driver like Watson, was fired for having a glass of wine in his hand while inspecting his rig.


How do you rule?



Read the case study provided below and state the ethical principles that were violated.

Ethical principles violated


The Terri Schiavo case was a legal battle between the husband and the parents of Teresa Marie “Terri” Schiavo that lasted from 1998 to 2005. At issue was whether the equipment that had been used to sustain her life since 1990? specifically a feeding tube ? should be disconnected, thereby allowing her to die.

Terri Schiavo collapsed in her St. Petersburg, Florida home in full cardiac arrest on February 25, 1990. She suffered massive brain damage due to lack of oxygen and, after two and a half months in a coma, her diagnosis was elevated to vegetative state. For the next few years doctors attempted physical therapy and other experimental therapy, hoping to return Terri to a state of awareness.

In 1998 Schiavo’s husband, Michael, petitioned the Sixth Circuit Court of Florida (Pinellas County), to remove her feeding tube pursuant toFlorida Statutes Section 765.401(3).[1] He was opposed by Terri’s parents, Robert and Mary Schindler, who argued that she was conscious. The court determined that she would not wish to continue life-prolonging measures,[2] and on April 24, 2001 Terri’s feeding tube was removed for the first time, only to be reinserted several days later.

On February 25, 2005, a Pinellas County judge ordered the removal of Terri Schiavo’s feeding tube. Several appeals and federal government intervention followed, which included U.S. President George W. Bush returning to Washington D.C. from a vacation to sign legislation designed to keep her alive. After all attempts at appeals through the federal court system were unsuccessful, Schiavo’s feeding tube was disconnected on March 18, 2005. She died at a Pinellas Park hospice on March 31.

In all, the Schiavo case involved 14 appeals and numerous motions, petitions, and hearings in the Florida courts; five suits in federal district court; Florida legislation struck down by the Supreme Court of Florida; a subpoena by a congressional committee to qualify Schiavo forwitness protection; federal legislation (the Palm Sunday Compromise); and four denials of certiorari from the Supreme Court of the United States.[3] The case also spurred highly visible activism from the pro-life movement and disability rights groups.[4]

~State the ethical principles violated.

Case Study: The Food Terminal (A); Rowe, Cases in Leadership, Second Edition, 2011, Chapter 1, pgs. 6-15.You are Mike. Create a 90 day detailed action plan outlining how you would solve the problems. Identify 6-10 action steps by week or month.

Cases in Leadership

Case Study: The Food Terminal (A); Rowe, Cases in Leadership, Second Edition, 2011, Chapter 1, pgs. 6-15

Write a paper responding to the following questions:
– Summarize the situation.
– Provide 3-5 facts from the case that contributed to the problem.
– Why has this situation developed to its current state?
– What issues are affecting Mike? What are their implications?
– Prioritize the issues and determine which ones are critical and need to be addressed immediately.
– What type of leadership is needed to solve the problem now? Does Mike have what is needed? Name specific traits, skills, etc.
– You are Mike. Create a 90 day detailed action plan outlining how you would solve the problems. Identify 6-10 action steps by week or month.

The link below is for the book, its on free Google books


Undertake an analysis in which you are to define the current state of the industry and make some general observations on feasible strategic responses that Wattyl could make to the situation. In this report you should not address details of how Wattyl may need to modify internal processes in order to enact the chosen strategy. This will be the objective of the second report.

Supply Chain Management

Case Study

Assessment 1: Individual research report I
Tony Dragicevich has seen Wattyl make a transition from an international organisation with significant manufacturing facilities in the US, to one where the company has attempted to improve profitably by concentrating on its Australian home market. Extensive information technology initiatives over the last ten years have leveraged the reliable core JDE data base and ERP applications to adopt a wide range of applications that enhanced internal and external communications and data analysis.
External events had however created a crisis within the company that appeared to need more than internal integration and better IT. The following three newspaper articles document the situation that Wattyl now finds itself in. You can find more material on the subject website in the Assignment directory.
You have applied for a job at Wattyl and as part of the job application they have asked you to prepare an industry analysis for the Australian paint industry for broadwall (water based) paint.
1 Bunnings gives Wattyl the big brush-off
June 13, 2009 Trying to turn the embattled paint maker around just got harder, writes Ian McIlwraith.
WALK into a Bunnings store and you will no longer find Wattyl among those huge paint displays that home renovators pore over in search of the perfect colour scheme. The hardware giant, which accounts for about 30 per cent of paint sales in the do-it-yourself market, reviewed its paint suppliers last year, with all three local manufacturers losing some shelf space to Nippon Paints.
Wattyl, Australia’s second-largest paint maker, lost the most ground in what the industry calls “broadwall” paints in the core architectural and decorative paints market. Sales of those A&D paints are about $1 billion a year, both trade and retail.
When Wattyl was looking at merging with rival Taubmans in 2006, the Australian Competition and Consumer Commission chief, Graeme Samuel, rejected the deal after finding that 90 per cent of sales were in the hands of the big three makers – Wattyl, Taubmans and industry heavyweight Orica’s Dulux arm.
While Wattyl’s exterior paints, like Solagard, and timber finishes, such as Estapol, are still in Bunnings stores, Nippon dominates the shelves and its arrival has seen the paint companies spending far more marketing dollars than they have for years. Both Bunnings and Wattyl reject suggestions that the retailer’s attitude was jaundiced by Wattyl locating too many of its budget- priced Solver paint stores near the hardware outlets and draining off business.
The chief operating officer for Bunnings, Peter Davis, says Nippon was one of three foreign makers (the others were from the US and Britain) to knock on its door early last year looking to supply it with paint. Ironically, the ACCC’s rejection of a Wattyl/Taubmans merger was partly based on its belief that it was not economic for another maker to import the stuff. Two years later, Samuel’s commission has been proved wrong, with Nippon importing paint from Singapore to stock the shelves of a single customer, Bunnings.
And Wattyl is now at a corporate crossroads. It posted a loss in the December half, revised down its forecasts for the full year late last month, and is struggling with a mountain of debt.
Not only has it had to deal with the financial pandemic and consequent slowdown in the buildingtrade, but the Bunnings decision coincided with two other contracts with Big W and Danks Holdings falling by the wayside.
Wattyl’s managing director, John Nolan, reckons it is still strong in the trade market (its business split is about 60 per cent trade and 40 per cent retail) and is fast reducing its debt. In January, Westpac and ANZ gave Wattyl a new $100 million credit line, $15 million of it as overdraft, but with tough covenants that left it unable to pay a dividend until gearing comes down and with a need to lop $22.5 million off debt by September. Nolan had net debt down to $61 million by last month, but has also had to sell some properties to generate more money. He does acknowledge, however, that the group faces a huge task in rebuilding its sharemarket reputation. The stock has been below 50c a share for most of the time since it reported a $5.6 million loss in February and its current market capitalisation of less than $40 million is not even 10 per cent of the sales its generates each year.
“I think you have to do two things,” Nolan said. “You have to get the operating performance back on track and you have to get the debt down. You have to do both these things – and people have to understand they are done.”
Three years ago it had two bidders offering more than $3 a share and an independent valuation at more than $4. While shareholders were treated to a bumper 40c-a-share special dividend to buy their loyalty at the time, the failure of both takeovers and the debt accrued to pay for that dividend has meant deep losses for investors who have hung around.
Many of Wattyl’s institutional investors have been selling, either down or out as the price slips lower and lower. There are two exceptions: the fund manager Hunter Hall Investment Management bought aggressively from last October to pick up 18.1 per cent (it is still buying, but has not had to tell the market yet) and the De Fazio family from Melbourne has spent almost $2 million acquiring a strategic 5.2 per cent stake at about 41c a share. It is not the De Fazios’ first foray into Wattyl. They advised Allco Equity Partners in its unsuccessful $3.25-a-share bid in 2006. That offer triggered the Wattyl board’s attempt to get into bed with Taubmans. The De Fazios’ aim is not clear, and their spokesman, Frank De Fazio, will not comment.
And last week Wattyl appointed as a director Ian Fraser, who specialises in restructuring and reinvigorating companies (or trying to). He says it is reading too much into it to see his arrival as an indicator of the depth of the company’s troubles, and his strength is industry knowledge from running Australian Chemical Holdings more than a decade ago.
Still, he happens to be something of a favourite with Hunter Hall, and sits on the boards of at least two other companies where Hunter Hall has significant stakes. Hunter Hall has spent just under $11.8 million, at an average 77c a share on Wattyl ? which means it is $4.5 million underwater at yesterday’s 46c closing price. The chairman, Peter Hall, is a fan of the stock’s potential. At a roadshow in March he defended the investment, arguing that the shares are probably worth up to five times their current market price. He said the company could not continue to run all three of its paint plants – in Melbourne’s Footscray, Kilburn in northern Adelaide and the largest at Blacktown in western Sydney. “Something that definitely must be on the agenda for Wattyl is to close one of these three factories and rationalise production,” he said, pointing out that the it was currently running single-shift operations and needed to move that to at least double-shift to justify the capital invested in the plants.
It is not a novel idea. The company’s own work looking at closing its aged Blacktown plant was leaked in 2004, and analysts have been mulling the concept ever since. The problem is that the estimated $40 million to $50 million it would cost to shut a plant – and the Sydney operation is more likely than those in Adelaide and Melbourne – is money the company does not have and is unlikely to have for at least a year. Nolan says he has taken any closure proposals off the agenda, insisting that the $20 million-plus of cost-cutting measures he has already taken have vastly improved efficiencies at all plants, and that closing one would not represent a great gain.
The hard work has, he thinks, been done. Investors just have to wait and see how good Wattyl looks with a bit of economic sunshine reflecting off its new paint job
End of article
But, while it may be feasible to control the destiny of Wattyl with internal projects, the external world has come up with an opportunity that cant be ignored.
2 Wattyl they take over next?
Andrew Main
From: The Australian May 26, 2010 12:00AM e6frg9h6-1225871295069 – 22/06/10
US giant Valspar yesterday lodged a $1.30-a-share bid to take over Australian icon Wattyl, valuing the target at just over $110 million. Shares in Wattyl, a Sydney-based listed company with brands including Estapol, Solagard, and Pascol, were suspended during trading at 83c, which places the bid at a 56 per cent premium. The local company, which is number two in the local market after Dulux and above Taubmans and new arrival Nippon Paints, has been marked down in recent months from a high of $1.21.
RBS analyst Julian Guido told clients the bid was likely to get shareholder support. However, the biggest shareholder, Hunter Hall Investments with an 18 per cent stake, dismissed the approach from the Minneapolis-based group as too low. “I think $1.30 is a real lowball bid and we would want substantially more,” Hunter Hall chief executive and founder Peter Hall said last night.
“Long term we have a target of $4.00. “We are really impressed by the new CEO Tony Dragicevich and believe he is the man to lead the rebuild of value.”
The bid, which aims for a scheme of arrangement, is not conditional on due diligence but does require the approval of the Foreign Investment Review Board and the NZ Overseas Investment Office. Baulkham Hills-based Wattyl is a major player in the New Zealand paint market.
Valspar, which was founded in 1806, has annual sales of $US2.8 billion and its most recent net profit of $US160 million ($195m) was more than twice Wattyl’s pre-bid market capitalisation of $70m. It is a major supplier to US hardware group Lowes, which recently formed a joint venture with Woolworths to buy the Danks group of hardware stores in Australia as the basis of a Bunnings- style chain of hardware supermarkets. Earlier this week Danks paid $40m to take over Gunns’ hardware stores in Tasmania. In February, Mr Dragicevich said the Woolworths-Lowes operation could open up a new market channel for his company, particularly as Bunnings recently moved to give more shelf space to rival Nippon Paints.
The bid shows that the US industrial sector is in acquisition mode and heading offshore, where growth will be more rapid than at home. One investment banker said last night there was more than $US1 trillion in cash in the US available for acquisitions at a time when the US dollar is climbing against other currencies. Wattyl, meanwhile, is bouncing back from losses in 2008. The company, which had to shed 14 per cent of its staff after the global financial crisis, reported net earnings of $2.4m in the half year to December 2009.
If its ownership goes overseas, Wattyl will join a long list of Australian icons under foreign management. US camping group Coleman bought the Esky cooler brand in July last year and in 2008 US food giant HJ Heinz bought Golden Circle.
End of article
3 Painting a picture of a firm under pressure
May 28, 2010 whu8.html 22/06/10
The US group Valspar Corp could not have found a better time to add a splash of colour to the local paints market than the $110 million bid for Wattyl it did not quite make this week. Valspar’s knock on the boardroom door at Wattyl may initially just have been because of its symbiotic relationship with the Woolworths hardware joint venture partner Lowe’s, but the move could open a whole paint tin of worms for the industry, even if Wattyl is likely to say ”think again” to Valspar’s opening gambit. Forget the simplistic view of the loss of another Australian icon (yawn). This bid has the potential to set off a complex arrangement of dominoes likely to test the $1.3 billion listing of Dulux, the supremacy of Bunnings in the consumer paints market and perhaps even the shelf-lives of the Taubmans and Nippon brands here.
Wattyl has had a tough time of it in recent years – some of its own making, and some due to the ruthless way in which retailers ”rent” their shelf space to suppliers. Wattyl’s strategic misstep was not so much a decision a few years back to beef up its own paint retailing stores, but to site many of those stores within cooee of Bunnings outlets. It’s an old law of the corporate jungle – do not try to steal food from the industry lion, when you are the size of a house cat. Bunnings, for whom paint sales are a staple part of its home improvement sales diet, was none too pleased. After an ”internal review”, Bunnings kept selling Wattyl’s Solagard brand (which is the bee’s knees with consumers wanting an outdoor paint), but pushed Wattyl’s interior paints off its shelves. The retailer defied conventional wisdom (including that of the competition tsar, Graeme Samuel, who stopped industry consolidation a few years back) by striking a deal with Nippon Paints to bring its products in by ship from Singapore.
Wattyl has been fighting its way back ever since, trying to regain a respectable level of profitability – and it is really not there yet. To be fair to Wattyl, there was more than one reason for Bunnings ”de-ranging” (as they say in the retail trade) its brand. The Wesfarmers-owned hardware giant was acutely conscious that its equivalent in the paint industry, Dulux, had such a large share of the consumer market it could virtually dictate wholesale pricing – something retailers really hate, because it reduces their chances of bulk-buying rebates. So, the industry gossip goes, it also did not help that Dulux’s parent, Orica, trumpeted its fat profit margins every time it reported results. How fat, I hear you ask?
When Orica unveiled its second shot at demerging the Dulux/consumer products business a couple of weeks back, it revealed sales of $940 million for last year, from which it pulled profits of $146 million before interest, tax, depreciation and amortisation. About 75 per cent of that is paints. Wattyl’s comparable figures for the latest half year is just under $200 million in sales to make $12.4 million. Bunnings’s swap of Wattyl for Nippon worked on the theory that a strong international group would supply marketing and product at prices competitive to Dulux, hopefully weakening the Orica offshoot’s stranglehold.
While there is industry chatter that consumers have yet to take to Nippon, those within Bunnings say sales are on track and that rumours over whether either Nippon or Taubmans face a similar fate to Wattyl are incorrect – for now. Bunnings has just begun a review of its paint suppliers, which means they are invited in to tell Bunnings how much they are willing to spend marketing paints to consumers – both as a manufacturer and via co-promotions with the retailer.
The Dulux brand is owned everywhere else in world by the Dutch group AkzoNobel (ironically, because it took over Orica’s former parent, the British company ICI). AkzoNobel is said to be keen to own the Australian business, but has not made the right offer to Orica – hence the public listing plan. The more Machiavellian are seeing Wattyl as a potential target of AkzoNobel because it would immediately give it 30 per cent of the local market against Dulux’s 40-something.
For every $1 of sales, Dulux keeps about 15.5? as profit, while Wattyl keeps only a notch over 6?. If Valspar gets hold of Wattyl, and can achieve Dulux-type levels, it could be earning $60 million a year – which is the main reason why the US group is not going to get Wattyl at $1.30 a share, even if it is at a massive premium to the pre-offer 74? a share. Wattyl has only 85 million shares on issue, so offering up to another $1 a share is not that much when you sell $US4 billion a year already, and are getting a walk-up start for a planned 150-store hardware chain. Behind the scenes, Valspar is believed to be drawing on the advice of a former Wattyl executive, while the target company’s advisers, Gresham, are half-owned by Bunnings’s parent, Wesfarmers. This is more fun than watching paint dry.
End of article
Your task
You have applied for the Supply Chain Managers position at Wattyl. The position description is set out below. As part of your application you have been asked to append an industry analysis of the Broadwall surface coatings industry in Australia with Wattyl as the focal company.
Position description
Wattyl is an Australian manufacturer and marketer of branded consumer products used in home improvement, architectural maintenance and construction. Products include paints and stains, texture coatings, powder coatings and paint preparation products. The business operates in Australia, New Zealand, Papua New Guinea, Hong Kong, Singapore, Malaysia and China. (This is a modified form of a ad placed by Dulux)
Job number: A012183 Department: Chemicals Australia Work type: Full time Location: Melbourne CBD Based Attractive salary package
This is a fantastic opportunity to join Wattyl as Supply Chain Manager within our Chemicals Australia business. Backed by Wattyl, one of Australia?s largest publicly listed companies, you will be provided with the support, training and career growth opportunities required to be successful. Your reward will include an attractive salary package.
As Supply Chain Manager, you will be responsible for leading, managing and improving the Chemicals Australia – Trading Supply Chain team. Integral to this role will be your ability to motivate and develop the supply chain department to achieve the operational and strategic goals of the business. You will also be involved with coordinating the processes that impact your departments and driving improvement programs. A key element to this role will be your ability to control 3rd party contracts including being involved with contract negotiations and forming strategic alignments with key suppliers. You will also develop supply chain project pipelines and maintain the effective and efficient operation of a fit for purpose supply chain.
As the successful candidate you will have a tertiary qualification in Business Management, Supply Chain Management, Commerce or Economics and have been undertaking a similar role and are keen for your next challenge. As a results-driven individual, you will ensure that operational KPIs are being met as well as having strong leadership skills and an ability to make your staff accountable. First class written and verbal communication skills are required. Exposure to sales and operational planning, dangerous goods handling, warehousing and shipping would be viewed
Supply Chain Manager Wattyl Leadership Role
favourably. Experience with SAP and Six Sigma is highly regarded. For further information, please contact Barbara on xxxxxxxxxApply Now?. Advertised: 26 June 2013 Aust. Eastern Standard Time
In your application you need to append the following report.
Industry analysis of Wattyl’s position in the Australian broadwall surface coatings industry.
Prepare a review of the Australian broadwall paint industry. This is the market for water borne paint that is applied to interior walls of buildings. It is driven by both new dwellings and by the DIY market. As noted in the above articles, the retail market is dominated by the existing Bunnings chain, and the consolidation of other secondary outlets into the new chain backed by Woolworths and Lowes is anticipated.
Your analysis is to be carried out within the framework presented in the various works by M. Porter, and this is discussed in weeks 1 and 2 of the semester.

In your assignment you are to locate and interpret two papers that discuss industry analysis.
In your analysis you are to define the current state of the industry and make some general observations on feasible strategic responses that Wattyl could make to the situation. In this report you should not address details of how Wattyl may need to modify internal processes in order to enact the chosen strategy. This will be the objective of the second report.
You will be required to locate three relevant journal articles (at least) from three different journals. You are to use the following journals:
Applications close for this job on 20th January 2014, 1 PM
Harvard Business Review
Supply Chain Management: An International Journal
Sloan Management Review
International Journal of Operations and Production Management
California Management Review
The International Journal of Logistics Management
Business Horizons
Transportation Research Part E
Journal of Business Logistics
Journal of Supply Chain Management
Logistics Information Management
Journal of Operations Management
International Journal of Physical Distribution & Logistics Management
International Journal of Logistics: Research and Applications
The word limit for this assignment is 1000 to 1500 words.

This assignment is to develop a case study about the corporate governance system in AWB (Australian Wheat Board). Then answer the following question:

AWB Case study – corporate governance

This assignment is to develop a case study about the corporate
governance system in AWB (Australian Wheat Board). Then answer the
following question:
• What major changes have been made to AWB since the Cole Inquiry and
how can these more effectively manage corporate governance?

* 300 words must be allocated to write the case study.

* 500 words for answering the question mentioned above.




Case Study

Students are to read the case found in Chapter 13 and prepare a 3-4
page response to the following questions:

1.Discuss the role of Performance Management in establishing and
maintaining corporate culture.

2.Discuss the role of Compensation and Benefits in establishing and
maintaining corporate culture.

3.Discuss how an organization can maintain a common global process for
managing performance, compensation, and benefits given difference in
laws, labor markets, and customs relevant to performance management.

4.Discuss how Grandview should go about implementing a global
performance management system.

5.Discuss how Grandview should go about implementing a global HRIS to
manage performance, compensation, and benefits.

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Managing People and organizations :Humanized Robots?

Managing People and organizations :Humanized Robots?

Use the the text book “Leaders & the leadership process 5th edition.

Helen Bowers was stumped. Sitting in her office at the plant, she pondered the same questions she had been facing for months: how to get her company’s employees to work harder and produce more. No matter what she did, it didnt seem to help much.

Helen had inherited the business three years ago when the father, Jake Bowers, passed away unexpectedly. Bowers Machine parts was founded four decades ago by Jake and had grown into a moderate-size corporation. Bowers makes replacement parts for large-scale manufacturig machines such as lathes and mills. The firm is headquartered ub Kansas City and has three plants scattered throughout Missouri.

Although Helen grew up in the family business, she never understood her father’s approach. Jake had treated his employees like part of his family. In Helen’s view,

. How successful do you think Helen Bowers’s new plan will be?
. What Challenges does Hellen Confront?
. If you were Helen’s consultant, what would you advise her to do?