WHAT TO DO: CASE ANALYSIS/PRESENTATION (see the photos for data)

FORMAT: 1. GAME PLAN (description - Presentation of the solution to the problem and must be clearly explained why is it the solution The pros and cons can be discussed. Shows a clear process / understanding of how to implement the game plan.)

DATA OR INFORMATION OF THE CASE STUDY:

1 51566 2 9:12 PM Figure 1. Detailed chart of Functions of Management theory applied to ban exportation company EXPECTED OUTCOMES The goal of this case study is to find out how to export bananas from the Philippines to other countries take into consideration its steps from start to finish. Furthermore, its short-term Type here to search HCHBLOG 27"C Mostly cloudy ~ 8 9 4x) 9/22/2022 Figure 1. Detailed chart of Functions of Management theory applied to banana exportation company Reference: McNamara, D. E. (2009). From Fayol's Mechanistic to Today's Organic Functions of Management. American Journal of Business Education, 2(1), 63-78. Expected outcome The projected outcomes for this case, using the management concepts outlined, strive for a more comprehensive, ethical, and sustainable response to the issue. Because, despite everything Stan Eagle has done to improve things, the flaws in their operations still speak for themselves. In this regard, the targeted objectives are as follows: SHORT-TERM OBJECTIVES . Accountability for all mistakes made to many stakeholders is required. . Make all workers' working environments safer. . Create a strategy for resolving significant concerns at once. . Restore a favorable public image across the world. . Restore people's faith in the firm. LONG-TERM OBJECTIVES . For the sake of multi-stakeholders, strengthen communication channels. . Ensure rigorous adherence to established rules and regulations in all business sectors. . Create a more empathetic brand identity. . Create an environment and supply chain that allows for long-term growth. . Instill a more open corporate culture.D .II 51566 "5" 9212 PM . @ a il } uv-nyu-vuvu. Williams persisted in urging Eagle to test out his suggestion. He emphasized that Williams and Eagle had little chance of continuing to generate a significant return on their investment unless the business took some chances and entered new markets. Eagle was in distress. He believed that the attempt at clothing conveyed the message that they should exercise caution before expanding. But he didn't seem to be able to convince Williams to agree with him. He had two options: he could follow Williams and suffer the risk of losing money again, or he could use the money he had made from his company to acquire Williams' ownership stake in the business and then manage Soaring Eagle on his own. Theories to consider The Functions of Management Principle is a theory that involves responsibility for economical and effective planning of operation of a business or its activities in order to fulfill the goals and purposes. It is considered a dynamic process because it consists of elements and activities that are diverse. This theory helps businesspeople as well as managers to focus efforts on activities that gain results. (McNamara, 2009). The five functions of management are planning, organizing, leading, staffing, and controlling (McNamara, 2009). Planning is the stage of formulating plans, goals, and courses of action. Such formulations involve strategic decisions which are concerned with acquiring new resources, organizing processes, and executing plans for the firm. It is the most important function which is why it is the rst step to define which responsibilities are most important in running a business. Organizing function's goal is to properly allocate resources, distribute tasks to personnel, segregate offices according to their functions, set a budget per activity, creating a work environment favorable to productivity, and match everything according to plan. Leading is the next function. It is about motivating your people and influencing them at the same time with the appropriate attitude in order to work everything according to plan. it is an important function as it creates a good working environment where encouragement is fostered towards the employees. To make these all possible, leadership styles could be directing, coaching, supporting, and delegating. The fourth one is staffing. In some structures, it is not included but it is necessary as it maintains qualified employees for various job positions in a firm. It is defined as recruiting and putting the right people in the right positions to promote active overall performance. The last one is controlling which marks out as the execution of plans and controlling by adjusting factors that affect the business performance so that the goals will still be attainable. At this stage, the quality of work is inspected and giving improvements to those needed. Activities that are involved in controlling are budget adjustments. establishing standards, taking actions, increasing essential parts, and limiting damages. and... \"has... '0'...)4 aha-nun! .W.u .p..... . 4 u a x I ,..i.. a m C, a l t E G a 2 MI HB-nd'iVE-' I Figure 1. Detailed chart E'FurrctitESOJ'Marragement theory applied to banana exportation company U IJGVUIUP d UUilllJll'dllUti-UIIVUII I'll 51565 quorate culture_ 9:07 PM ode- Game Plan's Execution CHOSEN GAME PLAN: ACA 1 - UPDATE SAMSUNG'S GLOBAL CODE OF BUSINESS CONDUCT GUIDELINES AND IMPROVE ITS COMMUNICATION & ACCESSIBILITY Officer-in- Objective 1. Conduct a meeting focusing Strategic Actionls Conduct video conferencing with all charge Chairperson and Company Participants Board of Directors, on the proposed plan 2. Update the Global Code of Business Conduct branch managers of Samsung worldwide. Talk about the planned changes and how they will be made. Write a summary of the meeting and take note of important matters. Specify critical areas that require revisions. Create a much reliable and timely framework. Take into consideration the different externalities that may affect the outcome. Secretary (Main branch) HR Director (Main branch) Foreign branch Managers Foreign branch Managers, HR Department (local and international) 3. Finalize and thoroughly check the changes made Final Assessment of the updated Global Code. Consultation of the changes to the higher- ups. Accept suggestions, recommendations, and feedback. Chairperson (Main branch) Board of Directors, Foreign branch Managers 4. Communicate the updated Global Code to all Send the updated Global Code to all branches through online communications. Company Secretary (Main branch) Foreign branch Managers dissemination and branches Provide a report and hard copy of the updated Global Code. 5. Run a Department Foreign branch heads (Local Managers .III 51566 ..,. 9:07 PM 0 (a) ii I Done BSBA_2A_TEAM_A-Regul... Q creating a plan that will help to encompass different issues involving Samsung. IV. EXPECTED OUTCOMES Considering the management principles and theories presented, the expected outcomes for this case aim for a more holistic, ethical, and sustainable approach to the issue. Because despite everything that Samsung has done to make things better, the lapses in their operations still say othenNise. Relevantly, the desired outcomes are as follows: To show a comprehensive understanding of the case. To formulate a plan that will resolve critical issues at once. To create reforms to instill the game plan in the long run. To help Samsung regain its positive public image worldwide. To provide a reference to improve the results further. v v v v v V. GAME PLAN ACA 1: UPDATE SAMSUNG'S GLOBAL CODE OF BUSINESS CONDUCT GUIDELINES AND IMPROVE ITS COMMUNICATION & ACCESSIBILITY Over time, expectations from different entities have increased along with the responsibilities as a global corporate citizen. In this spirit, the updated Code containing principles and Samsung Values will serve as a moral compass guiding everyone to make wise decisions in this ever-changing world. The said Code will cover different vital areas involving the multistakeholders and the environment at large. It can be accessed through various means with the help of modern technology and will be applied to all Samsung Electronics' employees worldwide, regardless of position. - Effective tool against various - Not binding in nature. detrimental issues. . It could potentially be used against - It helps cement Samsung's good employees. reputation. - Expensive and time-consuming in the 0 Provides guidelines for sustainable short term. development. - Lack of considerations could lead to a Can increase protability and financial various issues. gains. . If too lengthy, a deeper understanding - Improves the working climate inside is needed. the company. - Aids employees to work belter and - Requires robust leadership to wiser. implement effectively. 0 It may be used as evidence in a criminal case. 0 Prevents conflict of interests and potenlial risks. 0 It can be adjusted based on the company's needs, 0 Generates a clean marketing image. .nl 51566 "3' 9111 PM veatl Done CONCLUDING-CASE-SOARING-E... ] Issue at hand In this chapter's case study, Stan Eagle and his friend Pete Williams' skate company is the subject. The case study discusses Stan Eagle's decision-making from the time the company was first established up until he encountered difficulties afterward. The issue arose when Eagle Skate Company started losing money after combining its clothing business with its skateboard sales operation. Wiliiams made the decision to market additional sports goods, but Stan believed it would be wiser to concentrate on the skateboard. This conundrum left Stan unsure of whether to follow his own judgment and fire Wifliams from the company by purchasing his shares, or to follow the advice of his friend. To make this case study guided, the case must analysts aim to answer the following questions: 1. How do the characteristics of management decisions uncertainty, risk. conict, and lack of structureiaffect the decision facing Stan Eagle? 2, What steps can Eagle take to increase the likelihood of making the best decision in this situation? Necessary Information Stan Eagle had no idea that he would grow to love skating and performing stunts. He became so skilled at the sport by the time he was a teenager that he started competing in professional competitions and winning cash prizes. Eagle had achieved such fame and popularity by his thirties that he was able to pursue skateboarding as a profession. In international competitions and demos, he was supported by a skateboard manufacturer. He was able to live off the sponsorship and award money for several years. The popularity of the sport eventually declined, and Eagle realized he would have to refocus his company. He made the decision to start designing, constructing, and selling skateboards under his own brand because he thought skating would become more popular again. He combined his personal savings with money from a buddy, Pete Williams, and came up with $75,000 to fund Soaring Eagle Skate Company. As expected, new young skaters started buying the skateboards, drawn in part by the products' connection to a cetebr'rty. Eagle thought about possible expansion strategies as the business prospered. With Eagle's name attached, a different friend had created a line of apparel that, in his opinion, would appeal to Eagle's skateboarding followers. Eagle expanded into skateboarder gear at the friend's encouragement. But he soon realized that the business of shorts and shirts is very dissimilar from that of sporting goods. The sales channels were completely different, and the price markups were minimal. Soaring Eagle had invested millions of dollars on the line three years into the expansion, yet it was still losing money. Eagle made the decision to reduce his losses and sell that portion of the rm to a clothes company. After the experiment, co-founder Williams suggested they start selling other sports gear, such as inline roller skates and ice skates. Multiple growth would result from selling gear for more sports than the corporation could get from concentrating on just one. Eagle had his doubts. He was regarded as one of the world's foremost experts on skateboarding. He had no experience with either ice skating or inline skating. Eagle suggested that it would be better for the business to concentrate on the sport in which it had the most experience. Without a doubt, there were methods to pursue expansion within that sportor at the very least, to stay away from the losses associated with making investments in sectors where the company lacked competence. Williams persisted in urging Eagle to test out his suggestion. He emphasized that Williams and Eagle had little chance of continuing to generate a significant return on their investment unless the business took some chances and entered new markets. Eagle was in distress. He believed that the attempt at clothing conveyed the mass-tans! that that: should nxnrnjsn nantinn hefnrn