美国论文代写:员工管理

美国论文代写:员工管理

你会采取什么样的领导方式来管理你的活动团队?

我相信,在管理我的活动团队时,我会采取家长式作风或民主的领导风格。当我们实行民主的领导方式时,当他们的决定被考虑的时候,员工更有动力去工作。员工们感到高兴,因为他们的意见也被保留。在家长式的领导风格中,经理认为员工应该是他或她自己的春天,并善待他们。在这种领导风格中,实际的决策是由经理来决定的,但是员工的意见是被考虑的(蒙大拿& Charnov 2000年)。员工们或多或少喜欢这两种方法。

这是一种不同的方法来管理员工和志愿者吗?

在管理志愿人员方面,与管理付费员工相比,更轻松的做法是实行。付费员工,顾名思义,是为其优质或糟糕的服务付费的。显然,如果管理层要为这些员工买单,那么他们的规章制度就不会那么放松了。然而,志愿工作人员是在自己的同意和免费工作的情况下工作的,因此他们不会像那些带薪的员工那样承受那么多的压力。此外,从付费员工那里得到的期望要比志愿工作人员多得多。他们预计会严格遵守最后期限,并给予他们最好的工作,这是不必要的,但对志愿工作人员是不强制的。

解释一种你能激励员工或庆祝成功的方法?

成功是值得庆祝的;拍拍后背对员工来说是件好事。无论何时员工做得好,“最佳员工月”对员工都有好处。但是,金钱补偿是所有员工的强制性因素,这也是为什么会有奖金的原因;奖金必须交给这个员工,这样他或她不仅会感到快乐和竞争,而且还会感到满足和有动力。在当今世界,收支平衡并不容易(Hitt,black&porter,2005)。

美国论文代写:员工管理

What leadership approach would you take to managing your event team?
I believe that I would have taken Paternalistic or Democratic Style of Leadership in managing my event team. When we carry out democratic style of leadership then employees are more motivated to work as their decision is taken into consideration. Employees feel happy as their opinions are also kept in regard. In the Paternalistic style of leadership, manager perceives employees as to be his or her own off spring and treat them so. In this style of leadership, the actual decision is taken by the manager but employees opinions are taken into regard (Montana & Charnov, 2000). Employees more or less enjoy both approaches.
Is it a different approach needed for managing paid staff and volunteer staff, Explain?
In managing the volunteer staff a more relaxed approach is practiced as compared to managing paid staff. Paid staff, as the name indicates, is paid for its good or bad services. Obviously if the management is paying such staff so rules and regulations for them won’t be that relaxed. Volunteer staff however is working with their own consent and for free; therefore they are not put into as much pressure as the paid staff is. Moreover, much more is expected from paid staff than the volunteer staff. They are expected to follow strict deadlines and give the best of their work which is not necessary but not mandatory for volunteer staff.
Explain one way in which you would energize your staff or celebrate success?
Success is to be celebrated; a little pat on the back is good for employee to feel happy with work. Whenever an employee does well, a “Best Employee of the Month” is good for employees. But monetary compensation is a mandatory factor for all employees, which is why with the awards; a bonus has to be given to this employee so that he or she does not only feel happy and contended, but also satisfied and motivated. In today’s world, it is not easy to make ends meet (Hitt, Black& Porter, 2005).

美国纳什维尔论文代写:披萨外卖公司

美国纳什维尔论文代写:披萨外卖公司

达美乐是一家披萨外卖公司。它以特许经营的方式提供外卖、送货,也有门面餐厅。截至2012年,它拥有超过9742个服务中心和特许经营权。它位于美国本土以外的70多个国际市场。它的主要业务部门是国内商店、国内供应链和国际(路透社,2014年)。拥有国内的供应链有助于多米诺骨牌削减成本,而与竞争对手相比,这是一个优势。在供应链领域,它经营着16个地区的面团制造中心。它拥有装备齐全的供应链管理设备和供应设施中心、蔬菜和面团加工中心等。达美乐还为客户提供多样化的服务,使其能够留住忠诚的客户,以获得更好的营业额。它提供的一些品种是基于比萨饼类型、大小、配料等,还提供促销和优惠券作为客户忠诚度计划的一种形式(路透社,2014年)。

国内的商店

国内商店对多米诺骨牌的收入有很大的贡献。在2012年,人们注意到其国内部门的收入高达其合并收入的32%(路透社,2014年)。这些来源包括商店销售和特许经营对多米诺骨牌的使用费。国内商店在严格的财务控制下运作,以便有更好的财务透明度。达美乐为商店提供操作审计和其他营销服务。

国内供应链

国内供应链贡献了近56%的合并收入。在这里,公司通过确保披萨相关的食品、香料等被送到公司所有和特许经营店来管理效率。国内供应链满足了大部分内部需求,这有助于提高产品质量,降低经销商的产品采购成本。事实上,该公司通过整合供应链策略,与商店达成了利润分成协议。达美乐还通过使用路由策略、定制的供应链管理软件和更多的软件来应用创新。这优化了与加盟商的业务关系。

美国纳什维尔论文代写:披萨外卖公司

Dominos is a pizza delivery company. It offers take-out, delivery and sit-down restaurant services based on the franchising option. As of the year 2012 it owned more than 9,742 service centres and franchises. It is located in more than 70 international markets other than its home country-the United States. Its key business segments are hence domestic stores, domestic supply chain and international (Reuters, 2014). Having a domestic supply chain helps Dominos cut back on costs and this is an advantage compared to its competitors. In the supply chain arena, it operates around 16 regional dough manufacturing centres. It has a fully equipped supply chain management with equipment and supply facility centres, vegetable and dough processing centres and more. Dominos also offers variety to its customers which have enabled it to retain loyal customers for a better turnover. Some of the varieties that it offers are based on the pizza type, the size, the toppings etc. It also offers promotions and coupons as a form of customer loyalty program (Reuters, 2014).
Domestic stores
The domestic stores contribute to a greater part of the revenue of Dominos. In the year 2012 it was noted that its domestic segment earned as much as 32% of its consolidated revenue (Reuters, 2014). These sources include the store sales and the royalty payments that franchisees make to Dominos. Domestic stores operate under strict financial controls so as to have better financial transparency. Dominos provides operational audits and other marketing services to the stores.
Domestic supply chain
The domestic supply chain contributes to almost 56% of consolidated revenues. Here the company manages efficiency concerns by ensuring that pizza-related food products, spices etc are delivered to both the company owned and the franchise stores. The domestic chain supply meets most of the internal demands and this helps increase quality and reduces cost of product acquisition for franchisees. The company in fact has a profit sharing arrangement with the stores by having these integrated supply chain strategies. Dominos also applies innovation by using routing strategies, customizable software for supply chain management and more. This optimizes its business relationships with franchisees.