Appraisal interview – Exit interview Interviews formats – Structured – Unstructured © 2005 Prentice Hall Inc. All rights reserved. 7–2 Types of Interviews Selection interview – A selection procedure designed to predict future job performance on the basis of applicants’ oral responses to oral inquiries. Appraisal interview – A discussion‚ following a performance appraisal‚ in which supervisor and employee discuss the employee’s rating and possible remedial actions. Exit interview – An interview
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Overview of Rice Milling Rice is harvested at moisture contents typically ranging from 13% to 22% (wet basis). Because these moisture contents are greater than those safe for long-term storage‚ rice is dried within a fairly short period after harvest to 12% to 13% moisture content before being placed in storage. Once dried‚ “processing” or rough rice into milled rice takes place throughout the year and consists of several operations. After cleaning to remove foreign material‚ rough rice
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Concentration and balance Proprietary learning curve Informational complexity Access to necessary inputs Diversity of competitors Proprietary low-cost product design Corporate stakes Government Policy Exit barriers Expected retaliation Determinants of Supplier Power Determinants of Buyer Power Differentiation of inputs Bargaining Leverage Price Sensitivity Switching costs of suppliers and firms in
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Chapter 04 The External Environment Multiple Choice Questions 1. (p. 81) The external environment can be divided into various subcategories: A. Remote‚ political‚ social B. Remote‚ social‚ operational C. Remote‚ industry‚ operating D. Technological and social Difficulty: Easy Learning Objective: 1 2. (p. 81) A firm’s external environment includes a remote sector‚ industry sector and an operating sector. The remote sector includes which of the following categories
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NUCOR MEMORANDUM To: F. Kenneth Iverson and Management Team of Nucor Corporation CC: AGSM Faculty Teams Subject: Investment Decision Date: 04/22/2009 From: 1713898 The Situation In 1986‚ flat sheet segment contained 52% of US total steel market1. Nucor Corporation‚ which is a steel minimill well-known for its leadership‚ efficient operation and well-structured compensation‚ is showing the interest in the flat sheet segment. At the same time‚ there are many new thin-slab casting technologies to
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Usha Martin started its company in the 90’s with a simple strategy which transcend into various strategies that help the company gain its competitive position. This competitive advantage and a strong financial performance in the past was achieve through its aggressive capital investments‚ end-to-end integration and proactive product extension. However‚ in the business environment is constantly changing looking for new ways to get ahead of the competition. Usha Martin competitors are no exception
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concern. Poor fire safety practices and improper planning for fire emergency can consequently lead to critical situations. This is more threatening particularly for buildings which accommodate laboratories‚ chemical stores or server rooms. Observance and application of fire prevention principles can help to reduce or eliminate potential fire hazards. Moreover‚ much emphasis must be put on elaboration of a well designed emergency plan that defines the appropriate procedures to be followed in case
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Reading 32 – The Five Competitive Forces That Share Strategy ------------------------------------------------- Date: April 6‚ 2013 Porter’s Five Forces Forces | Description | Notes | Threat of New Entrants | - Likelihood of new entrants emerging to alter the competitive landscape- Depend on size of barriers to entry- Higher the barrier‚ weaker the threat‚ and greater the pricing power of existing participants | - Econ of scale- product differences an brand identify that will deter customers
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Awareness of the five forces can help a company understand the structure of its industry and stake out a position that is more profitable and less vulnerable to attack. 78 Harvard Business Review | January 2008 | hbr.org STRATEGY STRATEGY by Michael E. Porter Peter Crowther SHAPE THE FIVE COMPETITIVE FORCES THAT Editor’s Note: In 1979‚ Harvard Business Review published “How Competitive Forces Shape Strategy” by a young economist and associate professor‚ Michael E. Porter
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15 Interviewing T his chapter is dedicated to something that will be of great importance throughout your professional life—interviews. An interview is a goal-driven transaction characterized by questions and answers‚ clear structure‚ control‚ and imbalance. An interview is usually a dyadic transaction‚ meaning that it takes place between two people. A talk show host asking questions of a celebrity would be one example of a dyadic interview. Sometimes‚ however‚ a person may be interviewed
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