Keanu Sucgang

BA-240
June 25, 2015
Chapter 3
1. Corporate culture - is the set of key values, beliefs, understandings,
and norms that members of an organization share.
Symbols
Stories
Heroes
Slogans
Ceremonies
Chapter 4
2. Exporting an international market strategy; transferring products
for sale to foreign countries
3. Outsourcing - an international market strategy; also called off
shoring, work activities are done in countries with cheap
labor
4. Licensing - an international market strategy; enabling a company to
produce and market a product in another country
5. Direct investing - an international market strategy; high level of
involvement, company manages and controls assets
6. Social cultural environment - The values and behaviors that govern
U.S. business do not always translate
Chapter 5
7. Ethics - code of moral principles and values that govern the
behaviors of right or wrong
8. Corporate Social Responsibility - Distinguishing right from wrong;
doing right; Good corporate citizenship;
Make choices that contribute to society
and stakeholders
9. Stakeholders - any group within or outside that contribute to the
company
10. Green Movement going green is a new business imperative:
Change in social attitudes, New government
polices, Climate change.
11. Sustainability - economic development that generates wealth and
meets the needs of current population while preserving
the environment for the needs of future generations

12. Code of Ethics - a formal statement of the companys values

regarding ethics and social issues
13. Whistle blowing - employee disclosure of illegal, immoral, or
illegitimate practices
Chapter 18
14. Team - Two or more people who interact and coordinate their work
toward a goal
15. How to Make Teams Effective:
Defining roles
Establishing norms
Setting Goals
16. Deliverable monitor and follow up
17. Team Characteristics
Size Team productivity peaks at 5 Members
Diversity - Diverse skills, knowledge, and experience
produces innovative solutions
Member Roles - Teams must focus on both task and social
roles
18. Stages of Team Development
Forming orientation and acquaintance
Storming personalities and roles emerge
Norming conflicts develop
Performing focus on problem solving
Adjourning - disbandment
19. Team norms a standard of conduct that is shared by team
members and guides their behavior
20. Managing Team Conflict - Teams deal with task conflict and
relationship conflict: Conflict causes problems with productivity and
morale
21. Styles of Handle Conflict
Competing style
Avoiding style
Compromising style
Accommodating style
Collaborating style
Chapter 19
22. To achieve Six Sigma a process must not produce more than 3.4
defects per million opportunities.
23. Recalibration - to determine, check, or rectify the graduation of
(any instrument giving quantitative measurements).

24. Cannot control what you dont know

25. Organizational control - is the systematic process through which
managers regulate organizational activities to
make them consistent with expectations
established in plans, targets, and standards of
performance
26. Cant do (employer provide)
do
Equipment
Time
Lack of training
priorities
Money
Confusion and lack of communication

wont
lack of respect
ethics
different

absent
lazy
Attitude
Procrastinate
Scenario: The employee is absent for more than half of the week,
his/her work is sloppy, and he/she gets into arguments with the
manager over his/her finished product.
Solution: The employer tells the employee to straighten up his/her act
or they will be fired from the job and be replaced by someone more
hardworking and respectful.
27. The balance scorecard Model Four perspectives
1. Financialvalue to shareholders
2. Customercustomer satisfaction and market growth
3. Innovation and Learningpeople and infrastructure
4. Internalprocesses that drive the business
28. Comparative set comparing your company with companies that
are similar to yours.
29. Financial Analysis evaluate financial reports by looking at ratios
and statistics
30. ISO9000 standards International Organization for
Standardization; 157 countries ; Europe leads but the United States is
coming up.
Summary of Field Trip:

During our field trip to Dickerson and Quinn in Tuesday, June 23,
2015, I learned many things about managing a large company and
expanding the company to different areas of the world. First we toured
the warehouse. The warehouse manager explained to us what kinds of
products to they distribute: candies, canned goods, wines, dry goods,
detergent, shampoo, and ice cream.
The warehouse manager also explained that each of their
warehouse employees is responsible for a row of products. What that
means is that an individual is responsible for the replenishing and
restocking of a product in their row. The warehouse employees are also
responsible for checking their inventory to see if the products are
damaged or expired. D & Q tries to salvage minor damaged products,
but if the product is really damaged, D & Q gives the damaged
products to non-profit organizations. This is where I learned products at
D & Q distributors that come in first, are the first to leave the
warehouse for delivery. The warehouse manager explained that if the
customers receive damage goods, they will file a claim against D & Q,
which in turn will cause D & Q to file a claim against the shipping
company or the manufacturer.
After the tour of the warehouse, we met with the Vice President
of D & Q, Tim Kernaghan. Here Tim, explained more to us about how
the Jones Act affected Guam. The Jones Act had 3 requirements: The
crew had to be from the United States, the hull was to be made from
the United States, and the Ship had to be flagged in the United States.
Not only that, but the Jones act required that only US goods had to be
transported from the United States. This was where Tim explained to
us that opening up a warehouse facility in Manila was a smart plan. Not
only was the travel cheaper that coming to Guam, but also it could
give him the access of combining the US goods together with the Asian
goods for shipping. Distributing from manila also gave D & Q the way
to distribute products to Saipan and the Micronesian Islands. Tim also
explained that free Guam from the Jones Act, we needed to become a
commonwealth, like Saipan.