ISBM – Cliff Morton, a recent college graduate, was hired by the Capital Casualty Company as a trainee in the safety engineering department.

Essential of Management

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CASE STUDY (20 Marks)

Cliff Morton, a recent college graduate, was hired by the Capital Casualty Company as a trainee in the safety engineering department. After completing a six-month training program, his function would be to conduct inspections of prospective policyholders’ places of business to determine whether or not safety practices and equipment were in use and to make appropriate recommendations to the Capital underwriters about the extent of the risk involved. Morton progressed through the program effectively and was now in the last stage. He was being introduced to the territory he would take over by an experienced safety engineer who was being transferred to a larger territory. Each engineer worked out of his home, appearing at the office only on Mondays for a departmental discussion meeting. The requests for inspections were mailed to the experienced engineer’s home, and rush inspections were telephoned to him. Each engineer planned his daily itinerary of inspections, completing the reports at home and mailing them into the office each day. Cliff Morton found that by carefully planning his daily route in the territory, he could easily make 16 to 18 inspections and complete the reports in a normal workday. During his first week alone in the territory, he averaged 16 inspections a day. The following Monday, at the departmental discussion meeting the engineer who had introduced him to the territory, called him aside and admonished him for turning in so many inspections each. “You’ll ruin it for us; we only turn in 8 or 10 each day. If you want to do 16 or 18 a day, go ahead, but only turn in 8 and then take a day off. No one will know”. Cliff didn’t know what to say or do. He was ambitious, but he also knew he had to get along with his fellow employees.

Answer the following question.

Q1. How should Cliff Morton handle this situation?

Q2. Is peer pressure to slow down something that management can control? Explain.

Q3. How can such a situation arise?

Q4. Can a new employee be effective if he resists group pressure? Justify your answer.

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ISBM – Cliff Morton, a recent college graduate, was hired by the Capital Casualty Company as a trainee in the safety engineering department. Read More »

ISBM – Chinese enterprises are essentially passive players at the sharp end of CSR in China. They are in a position of having to juggle between the different factors governing the development of industrial relations in China, including trade union reform.

ISBM / Harsha Morey

INDUSTRIAL MANAGEMENT

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Trade Unions in the TNC Supply Chain and their relationship with the CSR Movement

Chinese enterprises are essentially passive players at the sharp end of CSR in China. They are in a position of having to juggle between the different factors governing the development of industrial relations in China, including trade union reform. In this often tense dynamic, CSR is seen as an external factor and trade unions an internal factor. These two factors have an impact on each other. As part of the research for this case study, the research team (RT) ‘shadowed’ a CSR audit. The factory had come under very heavy CSR pressure in 2004. Altogether, the RT carried out two investigations: in March (see earlier printed report) and August 2006 Initial conclusions:

1) That factories undergoing CSR audits have better working conditions than those that don’t.

2) There is no evidence to suggest that trade unions have an impact on wage levels at the enterprise level. However, factories subject to CSR pressure are generally large workplaces and this was perhaps a factor in improving labour conditions. Moreover, CSR-targeted factories are prone to data distortion due to ‘training of workers’ answers’ in interview and double or even triple accounting.

Enterprise Y was established in 1997 and now has 1,200 workers. It was ‘Re-registered’ in 2002 to take advantage of tax breaks etc. It manufactures electronic goods for export chiefly to three retailers and over 50% of goods go to a single US company.

Employment breakdown: 80 managers, and 300 skilled workers; the remainder are ordinary workers. Managers and skilled workers have contracts and social insurance based on minimum legal standards. The extent of contracts among unskilled workers remains unclear. The enterprise had previously

AN ISO 9001: 2008 CERTIFIED INTERNATIONAL B-SCHOOL

supplied a ‘comprehensive’ contract and social insurance list to the CSR audit team (excluding probationary workers) but the RT’s interviews with workers revealed that many had no idea if they had a contract or not or if they were paying into various social insurance schemes such as work injury or pensions. The RT was not given access to formal SI contribution records. Wages were verified at between 900-1100 yuan per month with on average more than 60 hours o/t but this was subject to orders. There were few disputes and conditions generally were better than at surrounding factories. Up until Aug 2006, accommodation was free and reasonably good. The labour turnover rate for unskilled workers was just 8% and most workers had been there more than two

years already. However, in the same period, the labor turnover rate for skilled workers increased dramatically.

Enterprise Trade Union

Established in 2004. Trade union chair M directly elected by workers, largely as a result of pressure from the Brand. By August the follow-up research revealed M had left, apparently for ‘personal reasons’ according to management. Former vice chair C had taken over his position. C’s previous experience had been as a member of a trade union committee in an SOE trade union. He was appointed to the post at Y. The local township union said that there would be fresh union elections ‘soon’. The trade union at Y had three other union committee members. All were mid or senior-level managers: one human resources manager, one an engineer, and a finance manager. The union had an office in the enterprise but had no bank account or independent accounts/expenses system. All union activities were entirely dependent on management transferral of funds.

Trade Union Work

The approach to union work is very similar to work in SOEs – i.e. very traditional. Also, the union works very closely with the township union and pretty much depends on it for policy etc. The latter is very pleased with the Y union, which has received several awards. Activities include labour productivity competitions and May Day competitions. Prizes include going on holiday to HK. Examples of general day union work included:

 Management introduced a charge for canteen food. The service had been franchised to outside contractors. In response, the union organized a small group (xiao zu) that negotiated with the company and succeeded in getting the food and food hygiene situation improved.

 Dormitory Management Team: made up of company reps and worker reps. The aim was to self-manage the dormitories and avoid management imposing arbitrary fines on workers. The committee’s work was based on a ‘Dormitory Management Contract’ which the union drew up. Any fines imposed had to be following the contract and workers reported an improvement in the overall dormitory conditions.

The union representing workers in wage consultations

The union was very proud of this aspect of its work. Wages stipulated in contracts were 574 yuan per month – however, the real income of workers varied between 900 and 1100 per month due to o/t. On 1 September 2006 – the government introduced new standards for min. wage which was reset at 690 yuan per month, which at current contract and o/t levels in the factory would mean a 300 yuan per month wage increase. The company provided figures which made it clear that if they abided by the wage increase in current market conditions they would go bust. Y’s HR department presented a proposal saying that Y should meet the new min. wage requirements but cancel food and board subsidies. However, this would break contracts with workers in which the company agreed to supply food and dormitory accommodation. Management consulted with the local government and township trade union and decided to try and solve the problem through consultations with the enterprise union. RT investigation found that the consultation did not follow either the regulations on collective consultations on wages nor did they constitute a collective contract. Instead: Workers Rep meeting was called by the boss: mostly production managers but also a small number of line workers present who were appointed as ‘reps’ by the trade union chair. RT observed this meeting and also provided legal advice to worker reps. At the meeting was a deputy managing director and the two managers from the union committee. Meeting procedures and presentations recorded in the report – worker reps presented with an ultimatum regarding bankruptcy plus the threat of dismissal from HR dep. for anyone who did not agree with the cancellation of free food and board. The trade union said: it wanted the new min. wage standard met; new charges for food and board should be reasonable and include a self-management team for the dormitory. The union also called for further consultation with members. Not much feedback from members. Union held further talks with senior company managers. This led to the Method of New wage Management. New charges 200 for dorm and 60 for food, a rate below market prices but reduced the wage rise itself to between 40-60 yuan. RT interviews with workers showed that most workers agreed with the new arrangements. A minority felt that they had been cheated. All signed the new agreement and anyone who refused was told their contracts would not be renewed.

CSR audit

RT shadowed and at times provided translation for a social audit team. Despite the professionalism of the audit team, their task to report actual conditions at the factory was essentially a failure. The audit team asked that the factory management bring o/t levels down to legal levels, although they also expressed an understanding of local conditions and stated that workers were able to take adequate rest time despite high levels of overtime. No workers expressed dissatisfaction with pay and conditions directly to the audit team. The audit team also had an extensive meeting with the trade union chair who told them that the new wage levels had been met but did not mention the introduction of dormitory and canteen charges. The audit team also asked that a dispute mediation committee be established at the factory level as well as warning management that a complaints system for workers should be implemented as soon as possible. Also discussions over whether the deposit that the factory demanded for work uniforms was an illegal job deposit. The audit team agreed that it wasn’t.

The audit team did not discover the fact that some workers who did not meet piece rate targets had to complete quotas in their own time – up to 1-2 hours per day! The trade union chair had told workers it was in their interests to lie to the audit team over working hours as trained to do so by enterprise management. He was under no pressure to take this line from the enterprise itself.

Discussion:

 The organisation of the trade union was from CSR pressure not pressure from workers i.e. in effect top down. 2004 US client retailer had cancelled an order due to working conditions and this had caused losses.

 Union operated cooperatively with management not confrontational.

 Concerning a workers’ complaints and mediation system. The US client did not believe it to be true when management had told them there were no disputes with or among the workers. The real situation was that the union had not taken part in any disputes. RT checked with the MOLSS and found that a dispute had occurred following a death in the dormitory. Management denied it was due to a work injury and police ruled out criminal behaviour. Eventually, MOLSS brokered compensation with the family and Y enterprise. No details were made available. However, RT concluded from this dispute that the company did not have an injury compensation scheme for workers. If they did have, the settlement would have been between the dead worker’s family and the insurance company.

 The audit team did not discover that the HR department pressured workers to hand in their notice

when they wanted to cut staff levels rather than simply lay them off. This was to avoid

compensation. The union also kept silent on this.

 The wage negotiation process was entirely non-confrontational except for HR\’s attitude towards the workers, who were threatened with dismissal if they objected to agreeing.

 The union helped the enterprise and the brand find an easy way out of the wage dilemma. It did not ‘represent’ the workers in this process.

Questions :

What is the experience of China with the Trade Unions in the above-mentioned case?
How Trade Union resolve the dispute? By confrontation or by negotiations?
What is the general impression about the Trade Union movement concerning this case?
Give your comments and opinion

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ISBM – Chinese enterprises are essentially passive players at the sharp end of CSR in China. They are in a position of having to juggle between the different factors governing the development of industrial relations in China, including trade union reform. Read More »

ISBM – “Chile’s Falabella – Succeeding through an Integrated Retail Strategy” traces the journey of Chilebased retailer S.A.C.I. Falabella (Falabella) to becoming one of the largest integrated retailers in Latin America.

ISBM / Harsha Morey

International Business

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CASE STUDY (20 Marks)

“Chile’s Falabella – Succeeding through an Integrated Retail Strategy” traces the journey of Chile-based retailer S.A.C.I. Falabella (Falabella) to become one of the largest integrated retailers in Latin America. A brief history of the company shows that the company progressed with an insight into its business diversification and internationalization strategy. Falabella’s adoption of the ‘integrated retail’ strategy was quite fruitful for the company. The case also depicts the company’s focus on catering to the distinct needs of various customers across Latin America, which helped it not only create a strong market position for itself but also stave off competition from multinational retailers. The case concludes with a look into the company’s plans, which included an expansion of its retail footprint and strengthening of its e-commerce business.

Q1. Evaluate the business diversification strategy for a retail company.

Q2. Analyze the international expansion strategy undertaken by a strong regional player.

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ISBM – “Chile’s Falabella – Succeeding through an Integrated Retail Strategy” traces the journey of Chilebased retailer S.A.C.I. Falabella (Falabella) to becoming one of the largest integrated retailers in Latin America. Read More »

ISBM – Casimiro Jr.’s only child, Adela, was a concert pianist who gave regular piano performances at Columbia. Later, Adela married concert violinist, Cesar Gonzmart (Cesar).

ISBM / Harsha Morey

Essential of Management

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CASE STUDY (20 Marks)

Casimiro Jr.’s only child, Adela, was a concert pianist who gave regular piano performances at Columbia. Later, Adela married concert violinist, Cesar Gonzmart (Cesar). In the 1950s, Casimiro Jr. brought Cesar into the business. Subsequently, Cesar and Adela became the third-generation owners/operators. Adela and Cesar struggled to keep Columbia open during the 1950s and 1960s. This was a period during which Ybor City deteriorated due to a decline in the cigar industry. The poor economic prospects of the city led to a subsequent fall in population as people moved away to the suburbs and other cities. Over the years, Columbia restaurants were opened at several other new locations in Florida. In 1983, a restaurant was opened in the historic district of St. Augustine, Florida. At Sand Key, on Clearwater Beach, Florida, another restaurant was opened in 1989. In the 1980s, Columbia also opened a few Caribbean med bars and restaurants under the brand ‘Cha Cha Coconuts’. After the death of Cesar in 1992, both brothers began to manage the day-to-day operations at the restaurant. They then became the fourth generation owners/operators. However, it was not all smooth sailing for the business. After taking over the business, the brothers discovered that Columbia was under a large debt, something that had been concealed by Cesar. The debt had the potential to threaten the very existence of Columbia. Gonzmart said, “Cesar would provide whatever numbers he wanted. None of the bankers believed it, but it was a different world, handshakes, etc. Instead of going in for an expansion, Columbia decided to invest in existing restaurants. In 2001, a new building was constructed to house a five thousand square feet kitchen for the Ybor City restaurant for US$ 2 million. It was built in a parking lot/delivery area on the south side of the restaurant. The new kitchen had a unique waste disposal system, water recycling capability, and quick chill technologies, which were expected to minimize labor and utility costs, as well as theft and shrinkage. Some of the valuable lessons learned by the Hernandez-Gonzmart family to successfully run the business were to maintain the traditional style and atmosphere, to keep the menu fluid, and to cultivate a personalized management style. Though the HernandezGonzmart family tried hard to keep up to date, they knew that a major part of the restaurant’s appeal was its age. All Columbia restaurants were designed to project an old-world atmosphere through extensive usage of colorful arabesque Spanish tiles on the walls. Moreover, framed photos of previous generations were displayed prominently. The restaurant also paid very close attention to the menu layout. Columbia continued to be a completely family-owned venture. Over the years, Gonzmart and Casey decided to let go of prominently displaying fancy titles for family members working in Columbia. While the brothers’ business cards read ‘Fourth Generation’, their children\’s visiting cards read ‘Fifth Generation’. Speaking about the new business cards, Gonzmart added, “We take pride in these titles; not many companies can make the same claim. Besides, it creates issues when you give family members titles.” In 2010, the Columbia was mentioned in a list of 50 ‘All-American Icon restaurants’, compiled by the leading restaurant trade magazine, ‘Nation’s Restaurant News’. According to the magazine, the restaurants on the list highlighted ‘longtime concepts that are not only intriguing, but also offer a broad representation of industry segments, foods, and locales’. As of 2012, six restaurants across Florida and two Cha Cha Coconuts outlets were owned and operated by the family. According to Gonzmart, 2012 was the best year in Columbia’s history. He

added, “During the slow economy, the last five years, we’re up same-store sales, I think 26 percent. No price increases.”

Answer the following question.

Q1. Debate the succession strategy adopted by Columbia.

Q2. How the traditional style and atmosphere was maintained by the HernandezGonzmart family and why?

Q3. Debate the reasons for Columbia being under a large debt.

Q4. Discuss how the family business was sustained and revived.

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ISBM – Casimiro Jr.’s only child, Adela, was a concert pianist who gave regular piano performances at Columbia. Later, Adela married concert violinist, Cesar Gonzmart (Cesar). Read More »

ISBM – Cartwheels is an apparel manufacturer that specializes in childrens apparel at good value the firms mission is to provide serviceable childrens fashion goods at morderate price.

ISBM / Harsha Morey

SAP CONSULTANCY

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CASE STUDY (20 Marks)

Cartwheels is an apparel manufacturer that specializes in children\’s apparel at good value the firm\’s mission is to provide serviceable children\’s fashion goods at moderate prices. Size ranges offered include toddlers, boys & girls Annual sales for the firm are $ 25 million The firm has QR partnerships with its major retail customers cartwheels has three major categories in its merchandise mix tops ( 60 % of sales), bottom ( 30% of sales) & pajama (10 % of sales) Girls tops are 55% of tops sales. The economy has been flat and competition strong but because of QR partnerships sales are expected to increase by 10% A fashion trend away from wearing oversized tops & towards stretch fabrics has been observed. The merchandising cycle is divided into 4 selling periods for girls tops. The selling periods are approximately equal in length about 10 weeks each in the 52 week merchandising cycle.

Answer the following question.

Q1. Explain Line Planning.

Q2. What do you mean by product development?

Q3. Explain Line presentation.

Q4. How do you explain these concepts 1) Labels 2) Hang Tags 3) Tickets 4) Pocket Flashers

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ISBM – Cartwheels is an apparel manufacturer that specializes in childrens apparel at good value the firms mission is to provide serviceable childrens fashion goods at morderate price. Read More »

ISBM – Carol Rubino is a drafting major at a community college. In order to pay her expenses, she needs to work several hours a week.

ISBM / Harsha Morey

Business Communication

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CASE STUDY (20 Marks)

Carol Rubino is a drafting major at a community college. In order to pay her expenses, she needs to work several hours a week. She is very organized and responsible with her school and work obligations. Most of her peers would describe Carol as motivated because she attends every class, is punctual, and works hard in both school and work. Throughout high school, Carol participated in extracurricular activities but never really enjoyed herself. She likes college but questions the connection between school and real life. As a result, Carol sometimes feels as if she is just wasting time and postponing life until graduation. What would you recommend to Carol for creating a more resourceful and positive attitude?

Q1. Imagine that you are a young journalist in training and you have been asked to write an article for the local shopping Centre newsletter which is distributed to customers to give them information on new store openings.

Q2. What did Carol’s peers describe her?

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ISBM – Carol Rubino is a drafting major at a community college. In order to pay her expenses, she needs to work several hours a week. Read More »

ISBM – Capital Expenditures : Another approach to deciding on capital expenditure investments is to assign a priority to each investment proposed.

ISBM / Harsha Morey

Management Control Systems

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Case Study (20 Marks)

Capital Expenditures: Another approach to deciding on capital expenditure investments is to assign a priority to each investment proposed. We tend to limit the priority scale to values, as follows. 1. Absolute Must. Includes security, legal, regulatory, and end-of-life equipment; typically externally mandated, that is, you really have little or no choice. stated, that if you are under very tight capital expenditure and/or expense budget constraints, the cutoff is drawn here. 2. Highly Desired/Business-Critical. Includes short-term \”break-even\” (less than six months), significant short-term \”return to top or bottom line\” less than months), and mega projects already in progress. 3. Wanted. Valuable, with a longer return term (more than 12 months). Typically, these projects get funded only if there is capital money remaining, if resources are available, and if revenue projections are fairly secured. 4. Nice to Have. Given the available bandwidth in people and money, there is a good return on these projects, but typically the ROI has more intangibles. Unlikely to be funded in this budget year; might go up the priority list in subsequent budget years. It is important to have some projects in this priority, as it helps to better calibrate the higher priorities. Expenses The following items constitute what is most typically referred to as \”the budget.\” The major categories of budget expenses are: Personnel

• Salaries and benefits (including hiring fees and bonuses)

• Training and education

• Travel

• Morale

• Staff-related depreciation

• Temporary help/consultants

• Miscellaneous (space, telecom, and so on) Hardware

• Depreciation

• Maintenance

• Repairs

• Leases Software

• Depreciation

• Maintenance

• Customer support

• Updates

• Repairs

• Leases Services

• Leased lines

• Outsourced network services

• Security services

• Applications service providers (ASPs)

• Miscellaneous (transport, courier, periodicals, and so on)

Answer the following question.

Q1. Explain the need for Capital Expenditure investment.

Q2. Give any two differences between hardware and software.

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ISBM – Capital Expenditures : Another approach to deciding on capital expenditure investments is to assign a priority to each investment proposed. Read More »

ISBM – Callie is the Senior Events Coordinator on her student government. She plans senior events throughout the year, but the biggest event is Senior Ball.

ISBM / Harsha Morey

Business Ethics

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CASE STUDY (20Marks)

Callie is the Senior Events Coordinator in her student government. She plans senior events throughout the year, but the biggest event is the Senior Ball. Hosted each spring, the event includes a night of wine and dancing for 1,000 members of the senior class. Due to chaperone restrictions, venue requirements, and transportation issues, attendance cannot exceed 1,000 students. Each year, about 100 seniors who want to attend the Senior Ball must be turned away. This year, the number of seniors who could not get tickets is even greater. The event sold out in two hours, and the line to purchase tickets was wrapped around the block. Callie had to turn away many seniors, including a few of her close friends. As she goes through the list of attendees a few days before the event, Callie realizes that there were some errors in data entry and five tickets remain. Since there was no possibility of adding additional spaces, Callie did not create a waiting list. Callie immediately thinks of her friends. She knows that other seniors desperately want tickets, but she could easily fill the spots from only her friend group. Callie wonders if she can just distribute the tickets to her friends. They want to go, and she wants them to be there. Callie spent the last several months working on the event and thinks she deserves to have all her friends there to share it with her. She knows she could send an email to the senior class create a waiting list, and draw names from the people who respond, but with only a few days before the event, Callie doesn’t feel that she has the time. She has to visit the venue, establish the setup, confirm all the contracts and reservations, train volunteers for the event check-in, and make sure each participant has turned in the waivers. She knows that she’ll receive hundreds of responses about the tickets, and creating the waiting list will detract from her ability to prepare for a great event. For just five tickets, it doesn’t seem worth the extra work.

Answer the following question.

Q1. What would you do in Callie’s situation? Is it fair to give the few extra tickets to friends, without extending the opportunity further?

Q2. Can you extend the benefits of your student government position to your friends? When does it go too far? Comment.

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Our academic writing services ensure precise and high-quality answers for ISBM Institute assignments, aiding students in their educational journey.

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ISBM – Callie is the Senior Events Coordinator on her student government. She plans senior events throughout the year, but the biggest event is Senior Ball. Read More »

ISBM – By way of introduction, let me state my (a freelance writer) most fundamental belief about organizational ethics: Ethics is not about answers.

ISBM / Harsha Morey

Business Ethics

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Case Studies

CASE STUDY (20 Marks)

By way of introduction, let me state my (a freelance writer) most fundamental belief about organizational ethics: Ethics is not about answers. Instead, ethics is about asking questions. It\’s about asking lots of questions and, maybe, if you\’re lucky, even asking the right questions now and then. In my experience, ethical organizations don\’t shy away from asking potentially embarrassing questions, ones that might disturb the status quo. The need and value of doing so were brought home clearly in the Enron/Arthur Andersen scandals. Those were two organizations where no one dared ask the tough questions that might have saved the companies. Now, thanks to those and related scandals, the good news is that corporations are routinely asking tough questions about financial reporting. Today, we\’re all conscious of the risks to the organization if we fail to question the numbers. Almost all of you are in the firing line in that regard, so there\’s very little that I can tell you about the importance of assessing financial risk. I don\’t have the level of knowledge that you have about financial accounting, but I do have some related experience that I\’m going to draw on in my remarks today. As you know, I\’m a professor of management, but today I am drawing on my experience as a member of the board of a NASDAQ company for some ten years. I served as a chairman of the Audit Committee until they required that I know something about auditing. Now I am on the Compensation and Governance Committee. I am proud of the record of our little company: We have been squeaky clean from day one. When we went public 10 years ago, we had little buttons that we all wore that said, \”We be clean.\” This is because we had a member of the board named Robert Townsend, the man who created the Avis Corp., and he was not only one of the great management thinkers but also one of the most ethical business leaders this country has known. He insisted upon spotless ethics in everything we did, and it became part of the culture of the company. If there was a nickel on the books that was in question, we have always interpreted accounting rules most conservatively. We have never had anyone question our numbers and I hope to God we never will. But the story doesn\’t stop there. Recently our board undertook a thorough audit of the human resources function of our organization. The recent negative exposure that companies like Nike and Levi Strauss have experienced concerning working conditions in their plants in Asia convinced us that consumer products companies run considerable risk in this arena. There was a bit of resistance to undertaking this audit. In fact, as at most companies, the eyes of our HR people glazed over whenever we used the word ethics. We are a small company, so we don\’t have somebody who was an ethics officer per se, so it fell to the board to raise these questions. Questions for the Compensation and Governance Committee Once we started to do so we quickly came to realize that there was an entire raft of HR-associated issues that we had to monitor if we were to assure our shareholders we had done adequate risk assessment in the organization. Our board members are not experts in this arena, but we realized that we had to be able to assess risks in all the corporation\’s major human capital management systems: selection and recruitment processes, training policies and programs, performance appraisal systems, executive compensation, sales and other forms of incentive compensation, base pay and benefit determination, talent management systems (including manpower and succession planning), labor relations, and so forth. We had to ask if there were appropriate methods and analytical programs in place that monitor for age, sex, and gender discrimination; employee attitudes and morale; talent procurement and retention. We wondered to what extent potential employees saw our company as a great place to work. We started having to pay attention to health and safety, termination and downsizing policies, demographics about who gets promoted, raises, bonuses, and turnover. As we went on, we increasingly sought to discover the extent to which the company was on top of liabilities in those areas from a measurement and analytical perspective. About all major HR systems, our board began to ask the following kinds of questions: Is there a formal system or process in place? Has the system been validated? Is it understood and communicated? Has the system had unintended effects? Has it been analyzed for adverse effects, for example, possible discriminatory impact on legally protected groups? Each time we asked questions, we had to go back to learn more, we had to ask more sophisticated questions. Some questions we asked about leadership development and talent management were things we thought the board would never get involved in. We started asking if there was a formal assessment of the key capabilities/talents needed in the company. We asked if retention rates were monitored. Did the monitoring include an analysis of criticality? Did it include competitive practices, capabilities, and performance? To what degree was the expertise of key people captured by the organization? Were there non-compete agreements with key technical people? Does our reward system lock key contributors into the organization? We didn\’t have a clue what answers we were looking for. This was a matter of constantly asking every possible question that we could think of. For example, when we looked at the succession planning system, we asked if the system was formal, who was involved, and how it was related to business strategy. We asked what metrics were used and whether were they related to the assessment of needed capabilities. How do we monitor for derailment? Is there a system of mentoring and coaching? Is it seen as effective and fair? That led us to questions about training policy: Who participates? What are the purposes of the programs? How are they evaluated? How are they related to business strategy? How do these programs deal with ethical and legal issues? Are there unintended gender, race, or age biases in who attends? Then, we started looking at selection procedures: Did we use validated instruments for identifying the \”right\” people? How were these related to business strategy? What methods were used? To what extent is an effort made to brand our company as a great place to work? Finally, we looked at retention policies: the retention packages for key personnel, how we are monitoring satisfaction, whether the packages are tied to system performance appraisal, what metrics are used to identify key personnel, and so on.

Answer the following question.

Q1. How the writer defines organizational ethics. Comment.

Q2. What are the benefits of routinely asking tough questions about the related issues? Discuss.

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Academic writing professionals play a crucial role in assisting students with their university assignments, striving to achieve several key goals:

ISBM – By way of introduction, let me state my (a freelance writer) most fundamental belief about organizational ethics: Ethics is not about answers. Read More »

ISBM – By beginning their deliberations about compensation from the perspective of trying to create a non-arbitrary relationship between contributions and rewards

ISBM / Harsha Morey

Business Ethics

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CASE (20 MARKS)

By beginning their deliberations about compensation from the perspective of trying to create a non-arbitrary relationship between contributions and rewards, not only would directors serve the cause of relative justice, but they might even begin to create a more virtuous and productive sense of community among workers, managers, and owners. Here are three examples of contemporary Aristotelian business leadership to illustrate how this can happen: In 2000, Massachusetts businessman Charlie Butcher shared the proceeds of the sale of his company, to the tune of $18 million, with all 325 of his employees. He cut them into the deal proportionate to the length of their employment, giving a $55,000 check, on average, to each worker. (In contrast, and at about the same time, when Chrysler was acquired by Daimler Benz, Chrysler shareholders and executives got fat checks, but hourly workers got nothing, except reduced job security.) Over the length of his long stewardship of the company, it appears Butcher had aimed to create a model work environment for employees, offering them high starting salaries, flexible workweeks, and the opportunity to switch jobs to find a personally fulfilling one. Finally, Butcher sold the company to S.C. Johnson & Co., even though he had higher offers from other companies because the family-owned Johnson organization promised to continue the employee-friendly culture and job security he had created. In late 1996, two Taiwan-born, high-tech entrepreneurs, David Sun and John Tu, sold the Silicon Valley business they founded, Kingston Technology, to a Japanese bank for $1.5 billion. Part of the deal was that Sun and Tu would continue to run the business and reinvest a half-billion from the sale in the company to fund future growth. That was unusual, but what truly was surprising about the deal was that Sun and Tu divided $100 million of the remaining windfall, ten percent of the sale, among their 523 employees. Significantly, Sun and Tu had been sharing ten percent of the company\’s profits with employees all along. They also practiced a highly egalitarian and participative form of management in which all employees had a chance to contribute their full talents to the company. Why did they behave in such an unusually virtuous manner? \”The issue is not money,\” Tu told the New York Times, \”it\’s how you respect people and how you treat them. It\’s all about trust, isn\’t it?\” The story didn\’t end there. In 1998, just when the Japanese bank was due to make its last $333 million payment to Sun and Tu, there was more surprising news: The two asked the bank to forgo the payment because Kingston Technology had underperformed during the previous year. The deal was then restructured, and the postponed final payment was linked to performance measures. Why this Aristotelian display of fairness toward all stakeholders? Tu explained that profits follow in the long term when a company behaves ethically towards its partners, vendors, customers, and employees. Besides, he added, \”How much money do you need?\” Hourly workers spend nearly every cent they earn to pay for food, and clothing, to cover their rent or mortgage, and to send their kids to college. Those needs are unremitting and constant. That\’s why Aaron Feuerstein, C.E.O. of Malden Mills, kept paying weekly checks to his workers, out of his pocket, when his factory burned down in 1995 and there was no work to do for months while it was being rebuilt. Feuerstein saw the ethical difference between meeting needs and wants and between the wealth he had more than what he needed and the much smaller margin between his employees\’ savings and their bankruptcy. So Feuerstein paid \’til it hurt, transferring most of his accumulated wealth to his employees until they could start to earn their keep again. Sadly, for unrelated reasons, the company ultimately filed for bankruptcy in 2001. As Aristotle said, even virtuous people need good luck. Aristotle doesn\’t provide a single, clear principle for the just distribution of enterprise-created wealth, nor would it be possible for anyone to formulate such a monolithic rule. He admits it\’s harder to distribute wealth than it is to make it. Nonetheless, here are some Aristotelian guidelines in the form of questions virtuous leaders need to ask themselves: Am I taking more in my share of rewards than my contributions warrant? Does the distribution of goods in the organization preserve the happiness of the community; does it hurt morale, or the ability of others to achieve the good? Would everyone in the organization enter into the employment contract under the current terms if they truly had other choices? Would we come to a different principle of allocation if all of the parties concerned were represented at the table? Again, the only hard and fast principle of distributive justice is that fairness is most likely to arise out of a process of rational and moral deliberation among participating parties. Prescriptively, all Aristotle says is that virtue and wisdom will certainly elude leaders who fail to engage in rigorous ethical analysis of their actions. The bottom line is that ethics depends on asking tough questions.

Answer the following question.

Q1. Give an overview of the case.

Q2. Give three examples of contemporary Aristotelian business leadership.

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ISBM – By beginning their deliberations about compensation from the perspective of trying to create a non-arbitrary relationship between contributions and rewards Read More »

ISBM – By 2001, with revenues of $ 125.91 billion and net earnings of $ 13.68 billion, the USbased General Electric Company (GE) was easily the largest diversified company in the world.

ISBM / Harsha Morey

Operations Management

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Case Studies

case study (20 Marks)

By 2001, with revenues of $ 125.91 billion and net earnings of $ 13.68 billion, the US-based General Electric Company (GE) was easily the largest diversified company in the world. Out of the company\’s 24 different businesses, some were so large that they could independently feature in the Fortune 500 list of companies. GE operated in more than 100 countries and had over 250 manufacturing plants in 26 countries. The company was one of the largest employers in the world with a strength of around 275,000 employees. GE remained the only company listed in the Dow Jones Industrial Index that had been included in the original index in 1896. Six Sigma is a well-structured, data-driven methodology for eliminating defects, waste, or quality control problems in all kinds of business activities. It is based on a combination of well-established statistical quality control techniques, simple and advanced data analysis methods, and the systematic training of all personnel at every level in the organization involved in the targeted activity or process. It is based on the statistical concept that the output of most of the physical processes follows a normal distribution, with the processes centered at the mean Theoretically; any process would have a natural spread of 3 Sigma (standard deviation) from the normal distribution mean on either side of the center. Six Sigma is a sophisticated quality program that is designed to reduce defects to 3.4 per million opportunities. The program focuses on streamlining all the processes in the organization to improve productivity and reduce capital outlays while increasing the quality, speed, and efficiency of the operations. The concept was pioneered by Motorola in the early 1980s. Motorola\’s initiative stemmed from its belief that improving quality would reduce costs and that the highest-quality producer should be the lowest-cost producer. Six Sigma enabled Motorola to achieve defect-free performance in its manufacturing, designing, engineering, and business processes. Six Sigma was originally developed to be used for \’physical processes\’ those performed in manufacturing and are easy to observe record, analyze, and measure. However, in the years to come, it was extended to processes that were not as explicit as the physical processes. It encompassed some business areas like bid and proposal, and procurement and contract management. While Six Sigma comprised strict measurements for physical processes, it involved identifying waste in the form of delays for other processes. The primary objective of Six Sigma was to increase customer satisfaction through continuous quality improvement. In the 1990s, GE, one of the world\’s largest diversified companies took initiatives to implement the Six Sigma quality tool.

Answer the following question.

Q1. What is Six Sigma? Explain.

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ISBM – By 2001, with revenues of $ 125.91 billion and net earnings of $ 13.68 billion, the USbased General Electric Company (GE) was easily the largest diversified company in the world. Read More »

ISBM – Bose Corporation (Bose), the manufacturer of audio systems was ranked as the most trusted consumer brand among the 22 distinguished technology companies in 2006.

ISBM / Harsha Morey

Marketing Management

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CASE STUDY (20 Marks)

Bose Corporation (Bose), the manufacturer of audio systems was ranked as the most trusted consumer brand among the 22 distinguished technology companies in 2006. Bose topped the list, ahead of Apple, Microsoft, Dell, Intel and Sony. From its inception, Bose has focused on the quality of the product and laid its emphasis on research and development. Moreover, the speakers produced by Bose used an innovative technology that could be controlled automatically. Apart from being the most trusted brand, Bose had been recognized as the strongest brand in the car audio segment for the fourth consecutive year in the US, in 2006. Customers associated Bose with high brand image so the question was whether the company would maintain its existing brand image among the consumers or would go for innovative products to counter its competitors. The case gives an insight into Bose\’s background from its very inception. It also gives an overview of the making of Bose as a powerful brand.

Answer the following question.

Q1. Discuss whether Bose would cater to the niche segment or diversify into other segments.

Q2. Give an overview of the case.

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ISBM – Bose Corporation (Bose), the manufacturer of audio systems was ranked as the most trusted consumer brand among the 22 distinguished technology companies in 2006. Read More »

ISBM – Bob Jensen is the chief engineer of State Electric and Power, a large utility company. State, a progressive company, had been conducting research for several years in a search for more effective ways to produce electricity.

ISBM / Harsha Morey

Principles and Practice of Management

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Case (20 Marks)

Bob Jensen is the chief engineer of State Electric and Power, a large utility company. State, a progressive company, had been conducting research for several years in search of more effective ways to produce electricity. Most of the plants used either oil or natural gas to develop energy, and it was obvious that the other sources had to be explored. Jensen had been with State Electric for 30 years, and he was considered an excellent, innovative engineer who was very conservative in his relationships with peers,

superiors, and subordinates. During the last three years, he served on the company’s research committee which monitored both the research efforts and the budget needed to support them. Among the projects being studied were solar energy, methane gas derived

from garbage, and other vegetable waste such as corn stalks, and nuclear energy. The most promising possibility seemed to be nuclear fuel. Many other utilities were using it and they appeared to have few problems with its use. Records of other plants around the

country were checked, and after considerable deliberation, top management decided to go ahead and file for a permit with the Public Utility Commission (PUC). Jensen was asked to assemble an engineering team to work on the project, and he turned to his brightest people, all of whom he believed would jump at the chance to work on the project. He was right about the first four he spoke to. When he asked Don Henry, a brilliant young engineer, he was met with a cold stare. “If this company wants to go nuclear, I’m not going to help it”: What’s more, I testified against the permit at the PUC hearing”.

Answer the following question.

Q1. What should Jensen do about Don Henry?

Q2. If an employee is unhappy with his company’s plans should he do more than quit?

Q3. To what extent is Don Henry being unreasonable? Explain.

Q4. What might his future be? Explain.

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Academic writing professionals play a crucial role in assisting students with their university assignments, striving to achieve several key goals:

ISBM – Bob Jensen is the chief engineer of State Electric and Power, a large utility company. State, a progressive company, had been conducting research for several years in a search for more effective ways to produce electricity. Read More »

ISBM – Bob Ford was a management trainee in a large casualty insurance company. He had been hired 18 months previously and was only now in the latter stages of the program.

ISBM / Harsha Morey

Principles and Practice of Management

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Case (20 Marks)

Bob Ford was a management trainee in a large casualty insurance company. He had been hired 18 months previously and was only now in the latter stages of the program. His present assignment was in one of the large branches the company had in an urban Centre. Most of his work involved experience analysis of the many large policyholders serviced by this branch. John Crane, the branch manager, had mentioned the possibility of a permanent assignment to the branch when the training period was completed. Bob reacted favorably since he admired Crane and they got along well. During a recent review, Crane told him that he was the best trainee assigned to the branch since Crane had been manager. Naturally, Bob was pleased with his compliment and looked forward to the promised permanent assignment. An opening developed at the branch when one of the senior analysts was transferred to the company headquarters. Though Bob had not fully completed the training program, Crane offered him the position, thinking he was fully qualified for the opening. Bob accepted and was told by his boss that the formal request was going into the headquarters personnel department that day and that he should be ready to move into the job in two weeks when the incumbent’s transfer was to take place. Crane went to the company’s headquarters the next day for a meeting with his superior. In the course of the discussion, Crane was told about the company’s affirmative action plan, which they were required to file under fair employment practice legislation. Crane’s boss went on to say that the company had to promote more women to responsible positions, and since there was an opening in Crane’s branch they were going to promote a young woman in the management training program to fill the opening. This woman had only been with the company for 11 months and still had a considerable learning period to face. Crane was flabbergasted and told his

boss of the offer to Bob Ford and its acceptance. The boss refused to listen and said that adherence to the affirmative action plan was paramount since the company’s record was less than desirable in the area of equal employment opportunity. Crane asked what he was going to tell young Ford, and the boss replied, “Tell him not to worry; he’ll get the next opening”. “Why, all we are doing is practicing reverse discrimination and not paying much attention to qualifications either”, said Crane. “That’s about it”, the boss replied.

Answer the following question.

Q1. Should a company practice reverse discrimination to comply with civil rights legislation? Explain.

Q2. What can Mr. Crane tell Bob Ford?

Q3. What should Ford do?

Q4. What are the moral arguments pros and cons for affirmative action programs to reverse discrimination?

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Our academic writing services ensure precise and high-quality answers for ISBM Institute assignments, aiding students in their educational journey.

Academic writing professionals play a crucial role in assisting students with their university assignments, striving to achieve several key goals:

ISBM – Bob Ford was a management trainee in a large casualty insurance company. He had been hired 18 months previously and was only now in the latter stages of the program. Read More »

ISBM – Bill Corwin was employed by a large bank for several years. He started as a messenger, and then was assigned to a branch.

ISBM / Harsha Morey

Principles and Practice of Management

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Case (20 Marks)

Bill Corwin was employed by a large bank for several years. He started as a messenger and then was assigned to a branch. He progressed in this branch from a bookkeeping clerk to a platform assistant. In this position, he had a variety of duties largely centering on administrative assistance to the officers of the branch. The bank’s many branches were divided regionally, each region having a group of officers responsible for the branches in that region. Bill was transferred from the branch in which he had worked for 12 years to a branch in another region. At the time of his transfer, he was told that the branch was completely “run down” as to operational procedures and systems. The branch had a normal complement of 4 officers and 35 staff members. One month before Bill’s transfer, one of the four officers had retired, and two weeks after this retirement the branch manager was hospitalized with a serious illness. When Bill arrived at his new assignment, he found a rather demoralized situation. A complete lack of interest was shown by the two remaining officers and the rest of the staff was not properly trained or disciplined. The two officers did not know Bill, and they were informed by the regional office that he was being assigned to the branch as a platform replacement for only two weeks. During his first week at the branch Bill discovered that the senior clerks were not qualified to train other staff members, customer complaints were rampant, there was both a record of excessive absenteeism and excessive overtime, and the branch had received very poor audit reports by the bank’s internal auditors with the same major exceptions reported on the previous four audits. After two weeks Bill was called to the regional office and offered the job of operations officer. He was told that he would receive the official title in two months,. He was also told that the present operations officer, who had held the job at this branch for seven years, was to be relieved of all operational responsibilities and that he would be instructed to work with Bill until the branch was functioning effectively. Bill returned to the branch and started on his assignment. He found the former operations officer cooperative for about one week. Bill then decided to go ahead without the help of the former operations officer. Over the next three months, he worked almost every night until 8:00 or 9:00 p.m. He tried to correct the problems that had developed over several years. The training of employees involved considerable time, and he found it necessary to release 12 clerks who were causing trouble in various ways. The remaining staff and replacements started to function smoothly. He received his title as promised. Then the branch manager returned to work after his prolonged illness. A week after his return he called Bill to his office and questioned his efforts in the branch. He told Bill that the former operations officer had mentioned that he was an upsetting influence in the branch, had fired several good people, did not know his job, and that he left his job early several days a week.

Answer the following question.

Q1. If you were Bill, how would you answer the branch manager?

Q2. Did the regional office handle Bill’s transfer properly? Explain

Q3. What should be done by the regional office now?

Q4. Do you believe that Bill can function effectively as a manager in this branch? Justify.

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Our academic writing services ensure precise and high-quality answers for ISBM Institute assignments, aiding students in their educational journey.

Academic writing professionals play a crucial role in assisting students with their university assignments, striving to achieve several key goals:

ISBM – Bill Corwin was employed by a large bank for several years. He started as a messenger, and then was assigned to a branch. Read More »

ISBM – Big business is attractive, with huge profits for some. But there\’s something to be said about small business as well, with lower risk and the potential for creativity.

ISBM / Harsha Morey

International Business

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CASE STUDY (20 Marks)

Big business is attractive, with huge profits for some. But there\’s something to be said about small businesses as well, with lower risk and the potential for creativity. Darren Robbins of Big D Custom Screen Printing in Austin, TX found success in his business by pursuing customers with orders both large and small. Although Big D started out catering only to large orders, the shop sat idle in between orders, and through effective scheduling and transparent pricing, was able to fill in dead times with smaller orders. Big D found a profit in a market segment that other local screen printers weren\’t clamoring to fill. Experts believe this was a smart strategy, allowing Big D to spread out risk in their business and offer customized products. But at least one person is critical of the offering, pointing out that the niche has little upside potential, and may hurt the company\’s efficiency.

Q1. What strategy was adopted by Big D for profit?

Q2. Give an overview of the case.

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ISBM Institute (Indian school of business Management and administration). Assignments, solved papers, and study materials are available through our academic writing services.

Seeking assistance with ISBM Institute coursework? Our professional team delivers accurate and timely solutions for all your academic needs.

Our specialized academic writing support simplifies access to ISBM Institute (Indian school of Business Management and Administration). question papers and model answers.

Need expert guidance for your ISBM Institute assessments? Our service offers comprehensive solutions for students seeking assistance.

Our academic writing services ensure precise and high-quality answers for ISBM Institute assignments, aiding students in their educational journey.

Academic writing professionals play a crucial role in assisting students with their university assignments, striving to achieve several key goals:

ISBM – Big business is attractive, with huge profits for some. But there\’s something to be said about small business as well, with lower risk and the potential for creativity. Read More »

ISBM – Believe it or not, all of us speak to the world without having to say a word through non-verbal communication.

ISBM / Harsha Morey

Business Communication

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CASE STUDY (20 Marks)

Believe it or not, all of us speak to the world without having to say a word through non-verbal communication. Almost every facet of our personality is revealed through our appearance, our, gestures,, and our overall demeanor. In our professional and personal lives, we’d like to think we could make friends if we verbally articulate our message with optimism, enthusiasm, charisma, poise, and charm. However, did you know that the verbal impact of communication only accounts for 7% of your overall message? The bulk of our communication comes across in our appearance and body language, comprising 55%. Tone, speed, and inflection of our voice make up the remaining 38%. Since non-verbal communication encompasses 93% of our overall message, here is a closer look at what that entails. It can include your attire, tone of voice, clearing your throat, rubbing your eyes, crossing your arms, tapping your toes, scratching your nose., or lack thereof, gestures, crossed legs, open arms, and the scent we transmit are all forms of nonverbal communication. Through your choice of clothing, hairstyle, glasses, accessories, and makeup if applicable, your appearance also communicates a strong message. The way you dress plays a vital part in how listeners receive you and how others respond to you. According to author John T. Molloy, who is responsible for Dress for Success, clothes are used as a tool to control how others react to you and treat you. In an interview situation or during a business meeting, you must send out the right signals. Always look attentive and interested in the opportunity or conversation – do not slouch in your chair. If you fib, your body language, tone of voice or choice of words will probably give you away. Classic body language giveaways include looking everywhere other than the person you are speaking to and concealing your mouth behind your hands while speaking. Not only is it important for us to be aware of our body language, but it is also important to understand what body language means so we can effectively assess and react to others. For example, we may pass a negative judgment on someone because they slouch, fidget, or pout. If we are aware of why we made the judgment, we can filter out our biases and understand what their body language means and what it is telling us about that individual. The most significant fact you should remember is that non-verbal signals have five times the impact of verbal signals. When the verbal and the non-verbal parts of the message are congruent, the listener believes your message. If they are not congruent, usually your words are saying yes, but your body language is saying no.

Answer the following question.

Q1. What are the effects of verbal and nonverbal communication on our audience? Discuss.

Q2. Give an overview of the case.

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ISBM – Believe it or not, all of us speak to the world without having to say a word through non-verbal communication. Read More »

ISBM – Before switching to sales planning by objectives, General Electric (GE) planned its strategies by asking sales personal to prepare their plans in the form of action programs.

ISBM / Harsha Morey

Marketing Management

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CASE STUDY (20 Marks)

Before switching to sales planning by objectives, General Electric (GE) planned its strategies by asking sales personnel to prepare their plans in the form of action programs. The reactions of customers to their plans were assumed. This method did not yield the expected results because it is difficult to assess customers’ reaction patterns beforehand. Owing to this deficiency in the planning approach, newly recruited sales personnel in General Electric’s service division had greater difficulty in planning compared to new sales personnel in other product divisions. The reason was that the service division was involved in industrial maintenance and repair, requiring sales personnel to react quickly when there was a failure of equipment in the customer\’s plant. Sales personnel were unable to identify beforehand customers’ confidence by identifying and preventing failures. This led to the loss of revenue and accounts. GE T then implemented planning by objectives. Sales personnel were able to identify and keep track of probable service problems and service contracts lost competitors from major accounts. They could also undertake and review major account planning on a monthly or bimonthly basis and approach these accounts with clear-cut objectives.

Answer the following question.

Q1. Discuss the reasons behind the customer’s dissatisfaction, In detail.

Q2. Explain your views on “Sales Planning by objectives”

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ISBM – Before switching to sales planning by objectives, General Electric (GE) planned its strategies by asking sales personal to prepare their plans in the form of action programs. Read More »

ISBM – Based on Hollywood blockbuster Troy, this case study helps in studying various leadership styles.

ISBM / Harsha Morey

Principles and Practice of Management

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Case (20 Marks)

Based on the Hollywood blockbuster Troy, this case study helps in studying various leadership styles. In the backdrop of the Trojan War, the case study highlights the leadership styles of the protagonists – Agamemnon, Achilles, Hector, Priam, and Odysseus. While there were several leaders in the Trojan War, each with a distinct leadership style, which the best leadership style, is debatable. For leaders in various organizations; which is the best leadership style for them? Moreover, what works best for one organization may not work for the other. Further, what defines the enduring impact of a leader – style or substance? Instances of the Trojan War captured in the case study give an introduction to the various leadership styles, provide a clue about the appropriate leadership styles for organizations, and help ponder on Henry Fayol’s theory of ‘subordination of individual interest to general interest’.

Answer the following question.

Q1. Explain different styles of leadership.

Q2. Discuss and debate on ideal leadership styles for organizations.

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Get expert assistance with your ISBM Institute (Indian School of Business Management and Administration). Assignments and answer sheets from our professional academic writing services.

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Our specialized academic writing support simplifies access to ISBM Institute (Indian school of Business Management and Administration). question papers and model answers.

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Academic writing professionals play a crucial role in assisting students with their university assignments, striving to achieve several key goals:

ISBM – Based on Hollywood blockbuster Troy, this case study helps in studying various leadership styles. Read More »

ISBM – Background checks are an issue faced by many companies, as sensitive information is now more public than ever. Office Drop is no exception, as the company scans paper into digital files

ISBM / Harsha Morey

International Business

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CASE STUDY (20 Marks)

Background checks are an issue faced by many companies, as sensitive information is now more public than ever. Office Drop is no exception, as the company scans paper into digital files, including patient records and minister sermons, most of which require

trustworthy employees who can handle documents discreetly. Many companies offer quick, superficial checks, but for Office Drop owner Prasad Thammineni, more information was required. He found a company that would allow research to delve into several different sources and perform a more comprehensive search. Other business owners offered somewhat critical opinions of Thammineni\’s choice, pointing out that instead of Googling to find a background check company, he should have asked his business network who they were using. They also recommended that he take advantage of free resources, including online searches and checking out social media sites to learn more about job candidates.

Q1. Why background checks of job candidates are necessary?

Q2. Why the Office Drop owner Prasad was very particular about background checks of employees?

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ISBM Answer sheets, academic support

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We are dedicated to fostering an environment of academic excellence and providing dependable support to the esteemed students of ISBM Institute.

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Get expert assistance with your ISBM Institute (Indian School of Business Management and Administration). Assignments and answer sheets from our professional academic writing services.

Our team specializes in supporting students with ISBM Institute coursework, ensuring top-notch answer sheets and comprehensive solutions.

Ace, with our tailored assistance, your ISBM Institute exams, offering precise guidance and accurate answer sheet preparation.

Seeking reliable help for your ISBM Institute studies? Trust our academic writing services for meticulously crafted answer sheets and exceptional support.

Score high in your ISBM Institute (Indian School of Business Management and Administration). Assessments by availing our expert aid in preparing comprehensive and well-structured answer sheets.

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ISBM Institute (Indian school of business Management and administration). Assignments, solved papers, and study materials are available through our academic writing services.

Seeking assistance with ISBM Institute coursework? Our professional team delivers accurate and timely solutions for all your academic needs.

Our specialized academic writing support simplifies access to ISBM Institute (Indian school of Business Management and Administration). question papers and model answers.

Need expert guidance for your ISBM Institute assessments? Our service offers comprehensive solutions for students seeking assistance.

Our academic writing services ensure precise and high-quality answers for ISBM Institute assignments, aiding students in their educational journey.

Academic writing professionals play a crucial role in assisting students with their university assignments, striving to achieve several key goals:

ISBM – Background checks are an issue faced by many companies, as sensitive information is now more public than ever. Office Drop is no exception, as the company scans paper into digital files Read More »

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