Compensation and Benefit

Compensation and Benefit Plan (introduction-Sally)


Titan’s Compensation and Benefits (Kris)

Justifying the Choice (Melanie)

            Making sound business decisions are critical to the success of any company, as such the process of developing a compensation and benefit package requires research and analysis to ensure choices are justified. Decisions should be supported by reliable information covering areas of trends in the market, wages, education, geographical location, laws, and any other specific areas that might influence choice. Titan’s decision to pay the median range of $ 119,800 is a break from the normally higher wage offers for past employees because today’s labor market is loose with many highly qualified individuals.

(Wages for Architectural and Engineering Managers)

Location Pay







United States Hourly












Arizona Hourly












Phoenix-Mesa-Glendale, AZ MSA Hourly













Another reason for the change is the tighter financial limitation the company faces as the construction industry continues to struggle in an economic recession. Economic trends estimate the continuance of a recession environment for at least another three years. Titan’s benefit package was recently revised to ensure financial sustainability and is considered fair in comparison to the industry market offerings. Titan’s choice is to pay fair wages and keep benefits at industry standards because the company has a natural no cost advantage of offering an easy access non-metropolitan work environment placed in a tranquil research park with access to shops, restaurants, and the university. Conducive to this advantage is the benefits of reducing the candidate’s costs for parking, gas, and commute time.

Obstacles (Bill)

There are several potential obstacles to think through when implementing this new position and

the recommended compensation and benefits package.  Change always has a cause and effect to

any situation especially when it is around job tasks and compensation.  Kotter says,

“Organizational change is any action or set of actions resulting in a shift in direction or process

that affects the way an

organization works.”





Conclusion (Andrew)


CareerOneStop (2012) Wages by Occupation and Location Area, CareerOneStop, soponsored by

            the U. S. Department of Labor, Employment and Training Administration, Retrieved May

4, 2012, From







Organizational and

Organizational and Personal Alignment

The company that I work for is Ventana Medical Systems and is a division of Roche Corporation.  Ventana is a company committed to improve the lives of all patients afflicted with cancer.  The values at Ventana are the same as Roche Corporation which are:

Integrity - Embrace differences and are consistently open, honest, ethical and genuine.

Courage – Take risks; reach beyond boundaries, and experiment.

Passion - Use our drive and commitment to energize, engage and inspire others.

The most important observation that I have found is how aligned Ventana is with Roche Corporation even though Roche acquired Ventana several years ago.  The culture and values are in complete alignment and cause no apparent ethical conflict.  This can be seen with Roche’s mission statement, “To make a significant contribution to the prevention, diagnosis and therapy of diseases and contributes to improving people’s health and quality of life”.



Decision making scenario where


Scenario 1

Scenario 1

VP of operations charged us to develop a strategy for entering this new beverage into the global market.  You need to take this task back to your team, provide them with the product details, and get them started as quickly as possible because they only have one week to develop a strategy.


What communication channel will you use?  Staff meeting

Why is this channel the best choice in this situation?

Speed, ideas, creativity and group think

What communication channel will you use to convey your strategy to the VP of operations?

Face to face presentation/conversation

Why is this channel the best choice in this situation?

Communicating Up requires personal interactions with minimal distractions


Scenario 2

You are the manager of a large travel agency.  You manage 11 employees.  This morning, one of your employees notifies you that the company login name and password no longer work for a computer application used by all company employees.  You quickly contact the offsite IT department responsible for the upkeep of that computer application to find out why the login information is no longer working.  You discover that the login name and password have expired.  IT provides you with a new login name and password.

What communication channel do you use to contact the IT department?

Phone call

Why is this channel the best choice in this situation?

Speed and informal

What communication channel will you use to inform your employees about what happened and provide them the new login name and password?

Voice mail

Why is this channel the best choice in this situation?

Is information based and really no interaction required.

Scenario 3

You are the owner of a small editing company.  You have 10 employees working for you.  Business has been slow and the bills are piling up. You have done just about everything you can to cut costs but you are still unable to pay the bills.  You do not want to close the business.  You have done some number crunching and you found that by reducing your workforce from 10 to 6 you can pay your bills and remain profitable.

What communication channel do you use to inform your employees about the reduction of workforce?

Group Meeting

Why is this channel the best choice in this situation?

Everyone hears the message the same way and can ask questions

What communication channel do you use to inform the affected employees that they are being let go?

One on one private meetings

Why is this channel the best choice in this situation?

Allows personal, interpersonal understanding and interaction.



Walt Disney

Walt Disney Overview

According to the 2011 annual ranking of America’s largest Fortune 500 Companies, The Walt Disney Company, is ranked number sixty five and is the subject for review and analysis for investment recommendation (Money Magazine, 2012).   Walt Disney Company is considered the leading family entertainment and media company with four distinct business segments.  These business segments provide Walt Disney Company a diversified and international presence.  A brief overview of each segment is listed below:

  • The Walt Disney Studios – World-renowned animated features and live-action motion pictures that include, Pixar, Disney Animation, Touchstone Pictures, Home Entertainment, Theatrical Productions, Disney on Ice, Hollywood Records and Marvel.
  • Parks and Resorts – Encompasses Disney Cruise Line, Vacation Club Resorts, Adventure locations which include their theme parks and guided tours.
  • Disney Consumer Products - Merchandize ranging from apparel, toys, home décor and books and magazines to interactive games, foods and beverages, stationery, electronics and fine art.
  • Media Networks – Media Networks comprise a vast array of broadcast, cable, radio, publishing and Internet businesses. Key areas are: ABC Television, Disney Channels, SOAPnet and ESPN Networks.

Walt Disney’s President and CEO, Rober Igler states, “Since becoming President and CEO in 2005, I have focused on three strategic priorities: creating high-quality family content, making experiences more memorable and accessible through innovative technology, and growing internationally. In fiscal 2011, net income attributable to Disney was a record $4.8 billion, an increase of 21% over last year, and revenue was a record $40.9 billion, up 7% from last year. Diluted earnings per share increased by 24% to a record $2.52. I’m particularly gratified by our outstanding performance in fiscal 2011, given the challenging global economic environment” (Disney Company, 2011).  It is clear that Walt Disney Company has the size, financial stability, diversification and international presence to be a major force in the entertainment industry short and long-term.

SWOT Analysis

To provide a fair and balanced analysis of the Walt Disney Company, I conducted a thorough review of all aspects of their business and have summarized their strengths, weaknesses, opportunities and threats (SWOT) as a company.  The chart listed below provides my conclusions of that analysis:


  • Diverse Business Operations
  • Strong Brand Identity
  • Global Presence
  • Efficient Use Of Resources
  • Strong Marketing

  • Increasing Restructuring Costs
  • High Operating Expenses
  • Limited Liquidity Position

  • Positive Outlook for Advertising
  • Growth on E-Commerce
  • Expanding Entertainment & Media Industry
  • New Expansion Plans
  • Acquisition Plans

  • Vulnerability of Intellectual Property
  • Competitive Pressure
  • Tough Regulatory Environment
  • Fluctuating Macro Environment

Following the review of this SWOT Analysis, the most important factors for my recommendation are found in the “Strengths” and “Opportunities”.  These two areas seem to outweigh the potential “Threats” and “Weaknesses”.  For example, having a global presence and diverse business operations helps minimize the threat of competitive pressure and spreads the risk of fluctuating markets.  In addition, by expanding their e-commerce efforts Walt Disney Company will minimize the weakness of higher operating costs.  (Khurana, 2011) states, “One of the most tangible positives of ecommerce is the lowered cost.  A part of these lowered costs could be passed on to customers in the form of discounted prices.  Here are some of the ways that costs can be reduced with ecommerce:

  • Advertising and Marketing – Organic search engine traffic, pay-per-click, and social media traffic are some of the advertising channels that can be cost-effective.
  • Personnel – The automation of checkout, billing, payments, inventory management, and other operational processes, lowers the number of employees required to run an ecommerce setup.
  •  Real Estate – An ecommerce merchant does not need a prominent physical location”(p 1)


Over its 89-year history, The Walt Disney Company has brought great stories, characters and experiences to families around the world.  They make a strong commitment to corporate responsibility because they believe it makes their brands and products more attractive.  (Disney Company, 2008) states, “It strengthens our bonds with consumers.  It makes our Company a more desirable place to work. And it builds goodwill in the communities in which we operate.  All of this adds shareholder value”(p.3).

At Disney, they view their potential stakeholders to include people or organizations that can effect, or be effected by, Disney.  According to  (Disney Company, 2008) “This includes employees, consumers, communities, shareholders, distributors, licensees, suppliers, retailers, contract workers, nonprofit and nongovernmental organizations, media and governmental organizations”  Disney continues, “We engage with stakeholders routinely and in a variety of ways, including in-person and Web-based meetings, conference calls, correspondence, working groups and workshops, and conferences and events.  Frequently this engagement focuses on projects of joint interest”(p. 12).  It is clear that Walt Disney Corporation believes that by discussing openly, frequently and through routine feedback from each stakeholder they will build better alignment, improve transparency and increase the value for each stakeholder.  (Disney Corporation, 2008) states, “While complete consensus among all the divergent stakeholder interests is probably an impossible outcome, we seek to achieve transparency, so that stakeholders can understand our actions and our intentions.  The company also believes that working with stakeholders enhances its ability to address impacts and contribute solutions to some of today’s most important challenges while generating value for shareholders”(p.13).   I have chosen a couple of critical stakeholders to weigh how Walt Disney Company fulfills their needs.

External Stakeholders


Children and families are at the heart of the Walt Disney Company.  The needs for these stakeholders are best represented through the acquisition of their products and services.  Children and family’s needs are to be entertained in a safe environment, inspired by fantasy, respect for all people and animals, and to promote special times and memories together.  It is my belief that the Walt Disney Company continuously fulfills this need as observed from customer satisfaction, repeat customers and financial results.  (Connellan, 1999) states, “70 percent of all visitors to the Disney Parks are repeat vistors” (p 6).


The communities are another key stakeholder since Walt Disney Corporation builds large theme parks, employs a significant number of people and impacts the local where they reside.  The community and governmental needs are corporate responsibility, work standards and fair wages, environmental standards and employment opportunities.  Walt Disney appears to fulfill these needs by having Corporate Policies and Standards that focus on providing community centric initiatives.  (Disney Corporation, 2008) states, “As part of an ecosystem management strategy, Disney purchased an “at risk” parcel of 8,500 acres at the headwaters of the Everglades in 1993 to create Conservancy’s Disney Wilderness Preserve. Disney’s $45 million investment, made in collaboration with the Florida Department of Environmental Protection, Florida water management districts, the Audubon Society of Florida and The Nature Conservancy, is a living laboratory for land restoration. Heralded by then-EPA Administrator Carol Browner as a model for all companies, the effort was a new way to approach responsible development, while acknowledging the need for growth”(p.40).

Internal Stakeholders


Walt Disney Company’s values focus on the human element of their employees’, cast and crew members.  The needs of these stakeholders are for a safe and respectful workplace, ground-breaking creativity and innovation, challenging work and equal opportunity for career advancement with work-life balance.  In review of Walt Disney Company’s policies and benefits they appear to fulfill the requirements of employees.   Disney provides significant programs and services for their employees.  (Disney Corporation, 2008) explains, “Disney University offers a series of development courses for all levels at Disney. To support each individual’s development, the Company has invested in a global approach to learning and development called Disney Development Connection. In addition to these learning opportunities, we provide a number of programs that offer employees and cast members with in-depth background on our history and organization, as well as our many businesses.


Shareholders of Walt Disney have expectations of a positive return on their investment over time.  Although every shareholder has a different time frame what they expect to earn over time, they all share the same interest in growth in there share price.  I believe that Disney has met this requirement.  (Disney Company, 2011) reports, “In fiscal 2011, net income attributable to Disney was a record $4.8 billion, an increase of 21% over last year, and revenue was a record $40.9 billion, up 7% from last year.  Diluted earnings per share increased by 24% to a record $2.52.  I’m particularly gratified by our outstanding performance in fiscal 2011, given the challenging global economic environment”(p.5).

In conclusion, it is my recommendation to invest into Walt Disney Company.  We conducted a thorough SWAT analysis of all aspects of Disney and we believe that “Strengths” and “Opportunities” outweigh the “Weaknesses” and “Threats”.  In addition, we believe that in review of the key stakeholders needs and wants, Walt Disney Company fulfills all requirements for the various and diverse stakeholders.







Connellan, T. (1999). Inside the Magic Kingdom. Austin, TX: Bard Press.

Disney Company, W. (2011, January). Fiscal Year 2011 Annual Report. Retrieved from http://corporate.disney.go.com/investors/annual_reports.html

Disney Company, W. (2008, March). Corporate Responsibility Report. 2008 Corporate Responsibility Report, 1(1), 1-100.

Khurana, A. (2011, July). Advantages of Ecommerce. Retrieved from http://about.com/od/eCommerce-basics/tp/Advantages-Of-Ecommerce.htm

Money Magazine, C. (2012, January). Fortune 500. Retrieved from http://money.cnn.com/magazine/fortune/fortune500/2011


College Entrepreneurs

College Entrepreneurs Do Good and Make Money

In this weeks’ team assignment we were introduced to Ryan Allis and Aaron Houghton; two college students who debunk the Generation “Y” stereotype.  “Generation Y — or Millennials, the Facebook Generation or whatever you want to call today’s cohort of young people — has been accused of being the laziest generation ever. They feel entitled and are coddled, disrespectful, narcissistic and impatient” (Rampell, 2011p.3).  These two young men were the exact opposite of lazy as they successfully opened their own business.

Question 1:  What lessons about being a successful entrepreneur did you learn from Ryan and Aaron?

Ryan and Aaron developed a product called iContact.  As part of our team conversation, we discussed the fact that Ryan and Aaron started with a business concept that had a need.  With $12,000 to start, they created a product that allows companies to successfully reach out to their customers through emails.  Their investment did not require a significant amount of capitol and appeared on paper to have a good rate of return.  For every $300 of cost, they would make $2000 of revenue.

In an article published in Forbes Magazine, Michael Dell who founded Dell Computers while a college student at the University of Texas stated that his principles were “pretty simple. What am I good at? What am I not good at? How do I get the best possible people I can to help me with the things I’m good at?” (Noer, 2011p.80).  It seems that Ryan and Aaron followed Dell’s example because they capitalized on their personal strengths.  Ryan’s strength was in marketing and Aaron’s was product development.  Additionally, they surrounded themselves with smart and savvy people, creating a divers working base.

Question 2:  Who are the stakeholders of iContact and how are their needs balanced by the company?

When Ryan Allis and Aaron Houghton started iContact, Ryan recalls being told by Aaron “to be ready to be the Chief Executive Officer, the Chief Executive Painter and Chief Executive Janitor.”  Ryan further states, “It’s very important to have a ‘whatever it takes’ attitude when it comes to your company’s finances, especially if you are not initially backed by venture capital” (Michael, 2011 p.6). Well, it did not take long for the two entrepreneurs to establish stakeholders.

Ryan and Aaron are very involved owners and believe in the vision of the company-diversification for customer satisfaction and increased profit.  This vision serves as the basis of focus for their approach to the stakeholders.  Internal stakeholders are the employees and external stakeholders are the customers, environmentalists and community.  Ryan and Aaron are socially responsible and have efforts that balance each group’s needs, values and interests.    Employees are provided excellent training so they answer questions and provide exceptional customer service to each unique customer.  Customers are provided a diversified workforce that matches the culture and language and makes communication more effective.  Because their product is on-line, they support both the community and the environment by cutting down on the carbon footprint and saving by not using as much paper and ink.

Question 3: What most impressed you about these two entrepreneurs?   Did they seem very different from the typical college student? Did they inspire you to think about being an entrepreneur yourself?

It is rare that two young college students figured out what they wanted to do before they actually graduated college.  According to Doug Himes at the Bureau of Labor Statistics he states, “All told, some 17,000,000 Americans with college degrees are doing jobs that the BLS says require less than the skill levels associated with a bachelor’s degree” (Vedder, 2010 p.1).  This statistic suggests a large amount of college graduates end up in jobs outside of their chosen field of interest.

Another unique aspect of Ryan and Aaron was how they complimented each other’s skill set.  Ryan was the marketer and Aaron the product developer.  (Richards, 2012) states, “The first factor in team effectiveness is the diversity of skills and personalities. When people use their strengths in full, but can compensate for each other’s weaknesses. When different personality types balance and complement each other” (p.1).  Ryan and Aaron saw the same idea but used their complimentary skills and attributes to maximize their potential.

Ryan and Aaron’s story makes people feel inspired and allows them to believe they can become an entrepreneur.  It sounds simple, motivating, and makes one think starting up a business can be easy.  Most entrepreneurs fail more than they succeed especially in the early years of their business start-up.  (Shane, 2009) states, “According to U.S. Census data, only 48.8 percent of the new establishments started between 1977 and 2000 were alive at age five (p.1).  This reminds us that starting up any business has a significant degree of risk.  Most of our group has dreamed or thought about pursuing entrepreneurship and starting up a business; however, factors such as money, time or risk are reasons for the delay.

This generation has proven to be different from the generations before, because of the belief that everything is handed to young people these days.  Although this is true, these two young men have proven that not all young adults are the same. Ryan and Aaron have proven that hard work and dedication can still pay off. They had a plan and they used their brains and put it into action.  They were different individuals but they used their differences to their advantage.  They illustrated what a real entrepreneur should have, confidence and commitment.  They had a great idea and worked extremely hard to ensure their idea made it and they made it as entrepreneurs at such a young age.



Michael. (2011). Interview with Ryan Allis – Founder of iContact.  Entrepreneur Interviews.  Retrieved from http://www.retireat21.com

Noer, M. (2011). Our Startup Summit with Michael Dell. Forbes, 188(3), 80-86. Rampell, C. (2011, May 28). A generation of slackers? Not so much. The New Your Times. Retrieved from http://www.bttunes.cin.2011/05/29/weekinreview/29graduates.html

Richards, A. (2012, July). Teamwork and Teambuilding Essentials. Retrieved from http://www.time-management-guide.com

Shane, S. (2009, July). Failure Is a Constant in Entrepreneurship. Retrieved from http://www.nytimes.com

Vedder, R. (2010, October). Why Did 17 Million Students Go to College. Retrieved from http://Chronicle.com


National Football League

National Football League

The National Football League (NFL) is the highest level of professional American football in the United States.   The league currently consists of thirty-two teams and is divided evenly into two conferences – the American Football Conference (AFC) and the National Football Conference (NFC).  Each conference has four divisions that have four teams each, for a total of 16 teams in each conference.   (Press, 2011) states, “The NFL is the most attended domestic sports league in the world by average attendance per game, with 66,960 fans per game” (p.3).

Although not as frequently as the other major professional sports leagues in the United States, the NFL  is not immune to labor disputes, such as the players’ strikes of 1982 and 1987, and more recently a lockout in 2011, though the latest did not result in the cancellation of any regular-season games.   (Garber, 2011) states, “The National Football League Players Association (NFLPA) has served as the labor union for NFL players. Among its duties is negotiating collective bargaining agreements (CBA) with league owners, which governs the negotiation of individual player contracts for all of the league’s players” (p.2).  The CBA has been in place since 1993 but was amended in 1998 and in 2006.  In 2008, the owners exercised their right to opt out of the agreement two years early.   (Garber, 2011) states, “This led to a lockout in 2011 and the NFL’s first work stoppage since 1987.  The work stoppage was longer than any other major sport leagues such as Major League Baseball, the National Basketball Association and the National Hockey League” (p5).


What are the benefits of joining the NFLPA?

Football is a very dangerous sport and profession and it requires that players stay healthy in order to perform and earn their pay.  The benefits of the NFLPA is to represent all players in matters concerning wages, hours, and working conditions, to protect players’ rights as professional athletes, and to ensure the terms of a collective bargaining agreement are met.


What is the unionization process for NFLPA?

Many players were dissatisfied with the lack of benefits they received. After official discussions with the owners stalled, on July 3, 1968, the NFLPA voted to strike, and the owners countered by declaring a lockout.   (Bell, 1994) states, “Although a collective bargaining agreement resulted, many players felt that the agreement did not get them as many benefits as they had hoped, leaving them dissatisfied.  This prompted the players to petition the National Labor Relations Board (NLRB) for union certification.  The players were determined to create a stronger union through better communication.  Attorney Ed Garvey was hired by the NFLPA in 1971 to act as their first executive director, and the NFLPA became officially certified as a union by the NLRB in 1971” (p.7).


How does the NFLPA bargin?

The NFLPA has used several approaches to bargain.  First they sign long term collective bargaining agreements so there is no need to renegotiate every couple of years.  The most common negotiation strategy has been to strike although they have only done this a couple of times.  Like most unions if the representatives feel they are not being treated fairly they hit back at the wallets of the owners by not participating and causing financial harm.  The NFLPA has also taken legal action and mediation to resolve their differences.


What effect does NFLPA bargaining have on the organization?

(Bell, 1994) states, The organization negotiates and monitors retirement and insurance benefits, provides assistance to charitable and community organizations, and enhances and defends the image of players and their profession on and off the field”(p.2).  This process keeps the NFL from becoming too dominant and ensures the quality of life for players by providing health and retirement benefits that were not previously provided.

Bell, J. (1994, October). NFL Labor Pioneers. Retrieved from http://www.usatoday.com

Garber, G. (2011, April). NFL Lockout: Some questions and answers. Retrieved from http://www.washingtonpost.com

Press, A. (2011, September). The NFL Labor History. Retrieved from http://www.espn.com


Values and Ethical Decision

Values and Ethical Decision Making

            Organizational Values are a driving factor in how an organization makes decisions.  Equally important to the decision making process is the ethics and values of individual employees.  How well these two elements align can have a significant impact on the decisions that are made within in an organization.

An organization’s values are its principles and they govern how it operates from day to day.  Organizational values create a shared identity for its employees (Collins & Porras, 1996).   The core values of the Department of the Army are laid out in Field Manual (FM) 6-22.  These core values are Loyalty, Duty, Respect, Selfless Services, Honor, Integrity and Personal Courage.  Before becoming an employee of the Department of the Army, soldiers and civil servants are required to swear an oath to uphold and adhere to these core values.

The Army follows the DMAIC process for decision making and problem solving.  The steps for the DMAIC process are to define opportunity, measure performances, analyze opportunity, improve performance and control performance.  These steps are closely aligned with the Controlling method of decision making.  The Controlling method phase of Establishing clear standards correlates to the DMAIC Define Opportunity phase.  The Monitor and record performance step mirrors the DMAIC Measure performance phase.  The Compare result against standards phase draws a parallel to the DMAIC Analyze opportunity phase.  In the Controlling method, the next steps are to communicate results and if needed, take corrective action.  They correlate to the Improve performance and the Control Performance phases of the DMAIC process.

An employee whose values are driven by character shares the core values of the Department of Defense.  According to the Williams Institute Ethical Awareness Inventor, a character based employee is committed to good judgment, equal opportunity, quality performance, moral excellence, exemplary role modeling, sincerity and strong personal values.

Benefits of Shared Values

There are significant benefits of having shared values of both employer and employee.  Two of the most notable are alignment and loyalty.


When an organization and an employee have shared values they will deal with dilemmas the same way or would be in alignment.  Yuki, (2010) states, “A person with a strong moral self-identity is motivated to act in ways that are consistent with ethical values and beliefs” (P. 414).  For example, if a manager at the DOD sees another employee stealing or cheating, the manager would have no conflict on the required action.  Stealing and cheating are not examples of honor or integrity and would clearly conflict with a person who holds Character as a basis of value.  The moral compass for both the manager and the company’s values is pointing in the same direction.


Another benefit of having shared values between employer and employee is loyalty.  When an organization has a strong commitment to a set of guiding principles and values, it sends a clear message of what is expected and tolerated.  People who are congruent to these same principals are more apt to be committed, loyal and have motivation.


(Reichheld, 1996), states “Work that is congruent with personal principles is a source of energy.  Work that sacrifices personal principles drains personal energy.  Organizations that offer people a fulfilling work experience that is based on core values provide a sense of pride.”  He concludes that, “this pride is a powerful source of motivation and energy” (p.29).

Disadvantages of Shared Values

I used to think that running an organization was equivalent to conducting a symphony orchestra. But I don’t think that’s quite it; it’s more like jazz.  There is more improvisation.” (Warren Bennis, 2011).  Though there are significant benefits to having shared values of both employer and employee as previously discussed, there can also be weaknesses which can arise.

Management Diversity

Leaders who are not capable of being diverse in their management styles can prove to be a liability to an organization.  In order to view all sides of an argument, organizations need the ability and flexibility to solicit and analyze problems from different perspectives.   “Weaknesses can prevent an organization from realizing its goals, competing successfully in the marketplace or earning its highest profits”. (Lesco, 2011).  Decision making that is “orchestrated” may be a weakness and thus not yield the best results.

Blind Obedience

Employee loyalty can be an asset to a company’s decision making process, but it has a flip side.  As Schrag, (2001) states:

There is a sense here of blind obedience. The so-called loyal agent argument asserts that the employee, by virtue of her employment, agrees to act solely as an agent of the organization’s interests, to work as directed, and to be loyal. That would suggest that the employee has a moral obligation of loyalty to do what the corporation asks even if it asks the employee to act unethically. (page 54)

A company with no moral compass may lead the loyal employee down an illegal or unethical path.  A leader may allow or even encourage acts like stealing and other unethical behavior if it will benefit the company, for example corporate espionage.


            Although anyone can make an important decision, not many people can make precise decisions. As a leader, it is extremely important for an organization to make decisions that will be the best for the company and the employees. One decision making process which is used within the Army is DMAIC.  It is an important process that helps employees makes the right decision. DMAIC makes the most of the shareholder value by realizing the fastest rate of development in customer fulfillment. The Army believes DMAIC is important to core values which help the Army make great decisions.

As leaders, we must include our inner values when making a work related decision. Values are what keep the organization moving in the right direction. Decision making that includes values will be very progressive for the company.  Synergy between the employee and the organization with regard to ethics and values lays the groundwork for a successful decision making process.






Bennis, Warren G. (2011). Where Leaders Are Made. Retrieved from http://towertoasters.net

Collins, J., & Porras, J. (1996). Building your company’s vision. Harvard Business Review, 74(5), 65-77.

Lesco, P. (2011). What are some organizational weaknesses? eHow, (), . Retrieved from http://www.ehow.cominfo_8088895_organizational-weaknesses.html

Mischel, W. (1968). Personality and Assessment. New York: Wiley

Reichheld, F, (1996).  The Loyalty Effect.  Bain& Company, Boston, MA

Schrag, B. (2001). THE MORAL SIGNIFICANCE OF EMPLOYEE LOYALTY. Business Ethics Quarterly, 11(1), 41-66.

United States (2006). Army Leadership Competent, Confident, and:  Manual 6-22, Washington, DC: Headquarters, Dept. of the Army.

Yuki, G., (2010). Leadership in Organizations, (7th ed.). Upper Saddle River, NJ:  Pearson/Prentice Hall.






Determine the impact of

Determine the impact of economics on business.


The impact of economics on business can be significant.  There are several factors that drive the economics of any business.  Spending appears to be the primary driver.  If people can’t spend or consume goods or services, it begins to have a ripple effect throughout the economy.


There are many factors that impact why someone does not spend as much; loss of income, increase of expense or fear of both.  When one or more of these factors take place businesses are impacted and then begin to cut back as well.  (Capoloa, 2011) states,  “Some surveys have shown that owners are less willing than in previous years to expand their small businesses, to hire addi­tional workers, to invest in new plant and equipment, or to borrow money”(p15).  The bottom line as he states, “Consumption accounts for 70 percent of overall output. Less spending has real effects in the overall economy.”  When people stop spending and businesses stop expanding it has a rippling effect on the micro and macro economy.


Another factor that impacts a business is inflation or costs increasing.  As inflation starts to take hold and costs begin to raise it affects both the consumer and the business owner.  Electricity, heating, gas, healthcare are fixed costs that people and businesses need but have very little direct control over.  If these fixed costs raise it affects the ability for the consumer to spend or the business to hold prices.








Capola, J. (2011, Jan). Economic Impacts to Business, Inc Magazine, (Jan), 15-37


We recently conducted

We recently conducted a review of all of our core job functions as we are preparing to implement our new customer relationship management software into our organization.  We believe we have identified a significant gap deploying this new technology and also ongoing management of the software, its features and capabilities.  As you know, one of our strategic initiatives has been focused on enhancing our customer relationships and building customer loyalty.  With the recent decision to invest and implement this important capability, we feel it is important to make sure that we have focus over this important initiative short and long term.  We recommend adding a new position that insures that these core job responsibilities are met both today and in the future.


I took the liberty to draft the job description to allow for immediate posting and for internal approval.  I believe as you read through the core job duties and job responsibilities we clearly don’t have anyone who has these as part of their current job description.  Please let me know if you have any questions or concerns.


Job Description

Job Title:   CRM Director                                           Salary Range:  $70,000 + Bonus

Reports to:  VP Sales and Marketing              Date Opened:  May 1, 2012

Status:  Exempt                                                           Closing Date:  Open


Job Summary:

Responsible for developing and deploying the CRM strategy and tactics.  Supervises and maintains the installation, configuration, and support of customer relationship management (CRM) software and related activities.


Job Duties:

  • Understands sales & marketing processes involved in wining new business and expanding relationships with existing customers.
  • Able to lead sales, marketing, product management and business process mapping discussion to capture components required to support and automate processes.
  • Develops CRM strategies and related implementation budgets.  Prioritizes CRM initiatives based on discussions with key stake holders.
  • Creates CRM functionality specifications to best support sales, marketing and business processes, needs and budgets.
  • Customizes CRM tool in accordance with process derived specifications and established priorities. Thoroughly tests customization prior to bringing changes in “live system”.
  • Plans and schedules CRM roll outs, releases and up-grades with different divisions, departments, etc.
  • Analyses information required from other applications, ERP, industry databases, etc. Implements robust interface solutions as applicable while working in concert with company IS/IT team.
  • Responds to CRM user inquiries or reported problems in a timely fashion.
  • Analyzes and resolves CRM program issues in a timely and accurate manner as well as monitors data quality.
  • Creates and edits user profiles.
  • Mobilizes sales & marketing staff across group of companies to make tool more effective and secure high rate of return on CRM investment.
  • Maintains relationship with CRM application vendor and service providers as applicable.
  • Stays abreast of CRM solutions and development in the industry.
  • Maintains outmost confidentiality on all documents, correspondence, research records, information, data, etc.
  • Establishes annual department expense budget and remain within the boundaries of department’s approved budget.
  • Complies with all company rules, code of ethics and general business practices.
  • Performs other duties as assigned

Job Requirements:

  • 5 years’ experience in CRM Management, Salesforce.com experience preferred.
  • Bachelor in business or computer sciences or equivalent experience/training.
  • Additional coursework in CRM and computer software preferred.
  • Good understanding of business, sales and marketing principles.
  • Practical experience in aviation industry preferred.
  • Proficient with MS Office products including Word, Excel, Access, Power Point, MS Project, Visio and Outlook.  Oracle experience preferred.
  • Adept in planning, leading change and multi-tasking.
  • Process oriented and pragmatic in getting things done.
  • Strong communicator and problem-solver.
  • Able to write reports, business correspondence and procedure manuals.
  • Pays attention to details, thorough and quality oriented.
  • Prioritizes work activities and uses time efficiently.
  • Adapts to changes in work environment, manages competing demands, able to deal with frequent change, delays or unexpected events.
  • Able to travel under short notice.