Reread the Domtar Case Study (p.1-3) from Chapter 1. Answer Case Analysis question 1 on page 207.

THIS IS ALL YOU NEED

 

 

CASE: Taking Charge at Domtar: What It Takes for a Turnaround*

 

Domtar is the third largest producer of uncoated free sheet paper in North America. In the decade prior to 1996, Domtar had one of the worst financial records in the pulp and paper industry. At that time it was a bureaucratic and hierarchical organization with no clear goals. Half of its business 12was in “trouble areas.” Moreover, the company did not have the critical mass to compete with the larger names in the field. The balance sheet was in bad shape, and the company did not have investment-grade status on its long-term debt.

 

In July of 1996, Raymond Royer was named president and chief executive officer (CEO). This was quite a surprise because, although Royer had been successful at Bombardier, he had no knowledge of the pulp and paper industry. Many believed that to be successful at Domtar, you needed to know the industry.

 

Royer knew that to be effective in any competitive industry, an organization needed to have a strategic direction and specific goals. He decided to focus on two goals: return on investment and customer service. Royer told Domtar executives that to survive, they needed to participate in the consolidation of the industry and increase its critical mass. The goal was to become a preferred supplier. The competitive strategy had to focus on being innovative in product design, high in product quality, and unique in customer service. At the same time, however, it had to do everything to keep costs down.

 

When Royer took over at Domtar, he explained to the executive team that there were three pillars to the company: customers, shareholders, and ourselves. He noted that it is only “ourselves” who are able to have any impact on changing the company. He backed up his words with action by hiring the Kaizen guru from Bombardier. Kaizen, a process of getting employees involved by using their expertise in the development of new and more effective ways of doing things, had been very effective at Bombardier. Royer saw no reason why it would not be successful at Domtar. Royer also knew that for the new strategic direction and focus to be successful, everyone needed to both understand the changes being proposed and have the skills to achieve them. The success of any change process requires extensive training; therefore, training became a key part of Royer’s strategy for Domtar.

 

This last point reflects the belief that it is the employees’ competencies that make the difference. The Domtar Difference, as it is called, is reflected in the statement, “tapping the intelligence of the experts, our employees.” Employees must be motivated to become involved in developing new ways of doing things. Thus, Domtar needed to provide employees with incentives for change, new skills, and a different attitude toward work. The introduction of Kaizen was one tactic used to achieve these goals.

 

Training at Domtar went beyond the traditional job training necessary to do the job effectively and included training in customer service and Kaizen. This is reflected in Domtar’s mission, which is to

 

 

 

  • • meet the ever-changing needs of our customers,
  • • provide shareholders with attractive returns, and
  • • create an environment in which shared human values and personal commitment prevail.

 

In this regard, a performance management system was put in place to provide a mechanism for employees to receive feedback about their effectiveness. This process laid the groundwork for successfully attaining such objectives as improving employee performance, communicating the Domtar values, clarifying individual roles, and fostering better communication between employees and managers. Tied to this were performance incentives that rewarded employees with opportunities to share in the profits of the company.

 

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Has Royer been successful with his approach? First-quarter net earnings in 1998 were $17 million, compared with a net loss of $12 million for the same time period in 1997, his first year in office. In 2002, third-quarter earnings were $59 million and totaled $141 million for the year. That is not all. Recall his goal of return on equity for shareholders. Domtar has once again been included on the Dow Jones sustainability index. Domtar has been on this list since its inception in 1999 and is the only pulp and paper company in North America to be part of this index. To be on the list, a company must demonstrate an approach that “aims to create long-term shareholder value by embracing opportunities and managing risks that arise from economic, environmental, and social developments.” On the basis of this, it could be said that Royer has been successful. In 2003, Paperloop, the pulp and paper industry’s international research and information service, named Royer Global CEO of the year.

 

It was Royer’s sound management policies and shrewd joint ventures and acquisitions that helped Domtar become more competitive and return their long-term debt rating to investment grade. However, joint ventures and acquisitions bring additional challenges of integrating the new companies into the “Domtar way.” Again, this requires training.

 

For example, when Domtar purchased the Ashdown Mill in Arkansas, the management team met with employees to set the climate for change. The plan was that within 14 months, all mill employees would complete a two-day training program designed to help them understand the Domtar culture and how to service customers. A manager always started the oneday customer focus training, thus emphasizing the importance of the training. This manager returned again at lunch to answer any questions as the training proceeded. In addition, for supervisor training, each supervisor received skill training on how to effectively address employee issues. How successful has all this training been? Employee Randy Gerber says the training “allows us to realize that to be successful, we must share human values and integrate them into our daily activities.” The training shows that “the company is committed to the program.” Tammy Waters, a communications coordinator, said that the training impacted the mill in many ways and for Ashdown employees it has become a way of life.

 

The same process takes place in Domtar’s joint ventures. In northern Ontario, Domtar owns a 45 percent interest in a mill, with the Cree of James Bay owning the remaining 55 percent. Although Domtar has minority interest in the joint venture, training is an important part of its involvement. Skills training still takes place on site, but all management and teamwork training is done at Domtar’s headquarters in Montreal.

 

Royer’s ability to get employees to buy into this new way of doing business was necessary for the organization to succeed. Paperloop’s editorial director for news products, Will Mies, in describing why Royer was chosen for the award, indicated that they polled a large number of respected security analysts, investment officers, and portfolio managers as well as their own staff of editors, analysts, and economists to determine a worthy winner this year. Raymond Royer emerged a clear favorite, with voters citing, in particular, his talent for turnaround, outstanding financial management, and consistently excellent merger, acquisition, and consolidation moves as well as his ability to integrate acquired businesses through a management system that engages employees. Of course, that last part, “a management system that engages employees,” could be said to be the key without which most of the rest would not work very well. That requires training.

 

*

 

Swift, A. “Royer’s Domtar turnaround.” Financial Post (October 6 2003), FP3. Allen, B. 2003. The Domtar difference. www.pimaweb.org/conferences/june2003/BuddyAllen.pdf. Anonymous (January 2001) Partnership between Domtar and Cree First Nations brings results. www.diversityupdate.com. Richard Descarries, Manager, Corporate Communications and External Relations, Domtar, personal communication (2004).

 

 

 

Review the Domtar case from Chapter 1, and answer the following questions:

 

  • a. In the implementation of Kaizen, what groups of employees are likely to need training? How should the trainees be organized? Think of this issue from a training design perspective and from a training content perspective.
  • b. For the type of training envisioned, what are the learning objectives? Write these objectives in complete form.
  • c. For each group of employees that will need training, what are the organizational constraints that need to be addressed in the design of the training? What design features should be used to address these constraints? Be sure to address both the learning and transfer of training issues.

 

accounting income statement

Review financial statements for two years for Caribou Coffee and Fazer Group. Make a comparison of

  • revenues;
  • cost of good sold;
  • accounts receivable; and
  • accounts payable
  • inventory

for the two years and show trends for all five categories for each company. Keeping the case analysis in mind, discuss and interpret the changes over the three year period. Which company is the best performer and why? How is this information useful to you from a managerial perspective? Explain your reasoning and support with the numbers you have pulled out for the comparison above. Don’t forget to comment on the interaction of the balance sheet and income statement.

New and Improved Rewards at Work

Employers have been coming up with innovative employee rewards to boost morale and acknowledge employee needs for creativity and personal goal accomplishment. Some of the latest potential employee rewards include using the Internet at work for personal reasons such as shopping, communicating with friends, or personal finances; bringing a pet to work; instituting a controlled napping policy, and the sports and office betting pools. 

Write an eight to ten (8-10) page paper in which you:

  1. Determine how innovations in employee benefits can improve the overall competitive compensation strategy of the organization.
  2. Explain how innovative benefits could be tied to specific jobs.
  3. Critique the effectiveness of equity-based rewards systems versus those with more creative approaches.
  4. Discuss the key elements of integrating innovation into a traditional total rewards program.
  5. Recommend a process that optimizes an employee-based suggestion program to continually refresh the total rewards of the organization.
  6. Use at least five (5) quality academic resources in this assignment. Note: Wikipedia and other Websites do not quality as academic resources.

 
Your assignment must follow these formatting requirements:

  • Be typed, double spaced, using Times New Roman font (size 12), with one-inch margins on all sides; citations and references must follow APA or school-specific format. Check with your professor for any additional instructions.
  • Include a cover page containing the title of the assignment, the student’s name, the professor’s name, the course title, and the date. The cover page and the reference page are not included in the required assignment page length.

The specific course learning outcomes associated with this assignment are:

  • Analyze an organization’s strategy and integrate pay-for-performance plans and total rewards into a compensation strategy that will motivate desired behavior and improve job performance.
  • Explain a benefit plan as part of an overall competitive compensation strategy and the policies to administer the benefits.
  • Use technology and information resources to research issues in total rewards.
  • Write clearly and concisely about total rewards using proper writing mechanics.

Bonus Orientation Quiz for Anatomy and Physiology RODP ONLINE 25 questions

Bonus Orientation Quiz for Anatomy and Physiology RODP ONLINE 25 questions

oceanography HW write 2 pages essay about plate tectonics and ocean basin

  A.Title of Essay, your name (Last, First), class # (OCN100.01), and date. (10 points)

the topic is plate tectonics and ocean basin

  B. Paragraph #1: State an overview of the topic. Describe the essential components of the topic. Show your understanding of how these components interact to create a logical system. For example, if the topic is “Waves”, then define and describe the fundamental properties of waves. Try to make a definition that includes all aspects of waves, but excludes all things that are not waves (for example, different types of ocean waves include: gravity waves, deep-water waves, shallow water waves, tsunami, wind waves, and seiche waves). Give examples to support your explanation of the topic. (20 points)

 C. Paragraph #2: Choose one aspect of the main topic, then go into greater depth and detail describing it. Break it down further into its fundamental parts. For example, given the concept of waves as a topic, you might choose tsunami, describing what the term means, the history of tsunami, how they are generated, and their effect on shorelines and life.  Use examples to support your thoughts. You may choose historical events to further deepen our understanding (e.g., the Fukushima, Japan disaster of  2011, or the Banda Aceh tragedy of 2004). (20 points)

 D. Paragraph #3: State a personal connection that you have with the topic. Choose any aspect of the topic that you have had a special personal connection to, then describe in detail that connection, along with your personal feelings in a way that can make the rest of us understand and relate to your experience. For example, you took a vacation to Hawaii and visited the ancient volcano Diamond Head at Waikiki on the island of O’ahu. It was a particularly calm day, so you decided to boogie board the waves at the point. All of a sudden, a ‘freak’ wave caught you and sent you straight up 7 meters on a breaking mountain of water. Just when you were about to be swallowed by the ocean forever, an unseen hand reached out, grabbed you, and plopped you on his surfboard.  It was Chris Ward, out that day at Waikiki practicing up for the Mavericks competition. Lucky you. (20 points)

 

 E. While writing your essay, use seven (7) required terms from The Etymological Dictionary of Earth Science. Highlight those terms in the body of your essay. When you have completed the essay, make a list of those terms at the end. Write out the history of the term (its etymology) as given in the required text, The Etymological Dictionary of Earth Science, along with its complete definition. You do not have to copy the ‘First usage’, ‘Synonyms’, or any other part of the dictionary entry. (30 points)

Draft legal memoranda.

 Draft legal memoranda.

Instructions

Your final project is the revised and edited legal memorandum. You will review teachers notes and make revisions for the unit 6,7, and 8 assignments.  Make sure that you memo has all six required sections:

 

 

  1. Statement of Facts
  2. Questions Presented
  3. Brief Answers
  4. Applicable Statutes
  5. Discussion
  6. Conclusion

Practice the skills you have learned in this unit to ensure you are submitting a quality memo. Proofread your work and check your citations!

Please verify which is the adverb and the adjective in the following sentences. Trying to help my son and…

Please verify which is the adverb and the adjective in the following sentences. Trying to help my son and I can’t remember. Diamond is a hard material. Hard is the adverb? Is there an adjective? Gems are stones used to make pretty jewelry. Pretty is the adjective? Used is the adverb? Gemstones are often found at the bottom of rivers. Often is the adverb? Is there an adjective?

FOR PHYLLIS YOUNG DTM4

Diversity Training Manual: Part IV

As the new manager of human resources, you are preparing the next section of the diversity training manual, which focuses on making supervisors more aware and sensitive to religious discrimination issues.

This section of the training manual should include the following information:

 

Cover page

Abstract

Body 3-4 pages

 

(Paragraph 1)Give an explanation of the Civil Rights Act, Title VII 1964 legislation, dealing specifically with the meaning of reasonable accommodation for religious practices

Describe Title 7 related to religion and reasonable accomodations.

 

For each of the 3 religious groups listed below, describe and explain the following:  

Identify and list 2 reasonable accomodations among practices

 

 

Identify two possible undue hardships among practices

(Paragraph 2) Orthodox Jewish

(Paragraph 3) Hindu

(Paragraph 4) The Church of Jesus Christ of Latter-Day Saints (LDS)

 

 

(Paragraph 5) Conclusion

References

 

 

Global Benefits Presentation

POWER POINT SLIDE PRESENTATION. Select three (3) countries of your choice and conduct research into how the compensation & benefits packages of those countries differ from those of the United States.  In your presentation, provide answers to these two questions:

  1. What might these countries do better?

  2. As a country, what could the US do better in their compensation and benefits packages to employees?

Discuss health insurance benefits, salary, paid time off, and other differences as you find them. Be prepared to present your findings to your HRM benefits counselor.

Submission Instructions: You are to support your ideas, arguments, and opinions with independent research, include at least three (3) supporting references or sources (NOT Wikipedia, unknown, or anonymous sources), and format your work in accordance with 6th edition APA formatting which includes:

  • A minimum of 8 slides (not including the title slide, References, and Abstract),
  • A title page slide
  • Abstract with Keywords
  • A Reference slide
  • THIS MUST BE IN APA FORMAT WITH CREDIBLE REFERENCES

Compare and Contrast Common Law UCC Article

This is a Team paper and each of us have to write a portion. I am putting it together for the team so would also need the Intro and Conclusion.

Thanks for the help!!