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Vision & Goal-setting in Leadership
Goal attainment theory and leadership
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On The Border, A restaurant with a number of years on its back branching from its founding in 1982 with over one-hundred sixty restaurants. These restaurants are centered in the United States with locations overseas including Puerto Rico, Canada, Korea, Egypt, and even Saudi Arabia. The restaurant is a feature for its selection of fajitas, margaritas, and various styles of Mexican food. This branch was previously owned by Brinker International but recently transferred to Golden Gate Capital as of 2010. Golden Gate Capital, a private equity firm since 2000 has a numerous amounts of small branches including California Pizza Kitchen, Romani’s Macaroni Grill, Pacsun, Talbots, Eddie Bauer, Rocket Dog, Payless, and of course On The Border. Although being privately owned by such a large company, On the Border has had many flaws in its organization, procedures, and recording. This is coming from …show more content…
With this experience as well as other opinions, statistical evidence, and experience in other restaurants I’ve determined On the Border to be lacking in its processes with the industry electronically, In order to criticize and analyze this company, Golden Gates approach to business must be recognized as well as its style of procedures. Golden Gate is able to aggressively pursue investment opportunities within and across our vertical markets to deliver capital for all types of transaction structure, ranging from conventional buyouts to complicated corporate carve-outs, bankruptcy restructurings, refinancing and going private. This meaning, that the company is a very powerful with its investment privileges and takes big leaps and risks to reach certain heights, This along with remodeling bankrupt businesses and carving new corporate layouts means that they aren’t too focused on the little details. They are more focused on big leaps and gains through major
The primary function of the Border Patrol Agency is "Line Watch"(web), which involves the apprehension of terrorists, smugglers and illegal people at the border. The book ‘Border Patrol nation’ by Tod Miller is a classic example of the Border patrol agency day to day activities and work culture. Tod Miller has researched and written about US-Mexican border issues for last 15 years. The book contains eleven chapters, which are well structured and inter related in respect to the arguments, evident and stories. This makes the book well
The border region has seen “rapid transformation in a short span of time, changing from a cattle ranching and mining area that attracted U.S., Mexican and European capitalists…to the center of a lucrative vice and pleasure-based tourist industry, to a region that …attracted an extraordinary amount of international capital to its manufacturing and services sector”. (Ganster/Lorey 2) Events and years such as the implementation of the railroad, the years before the Mexican Revolution, the land reform in 1936 and 1937, the implementation of the maquiladora program and the 1994 North American Free Trade Agreement (NAFTA) has had a significant impact on the U.S. Mexican Borderlands.
In “The Border Patrol State” Leslie Silko makes accusations of the border patrol’s mistreatment of American citizens of Mexican decent, making the argument with almost evidence. Silko, a critically acclaimed poet, sees the border patrol as a governmental assembly addicted to interrogation, torture, and the murder of those they see fit.
Senior Management of PepsiCo is evaluating the potential acquisition of two companies – Carts of Colorado and California Pizza Kitchen – in order to expand the company’s restaurant business. If indeed PepsiCo decides to pursue the acquisition of one or both, they must decide how to align each of these business units in its historically decentralized management approach and how to forge relationships between the acquired business units and existing business units. In their evaluation, Senior Management is faced with the question of whether the necessary capital investment in order to purchase one or both of the businesses can be profitable for each of the acquired business units, but must also take into consideration that the additional business units will not hinder the profitability of the existing business units.
United States Border Patrol has been around since 1904 enforcing and regulating laws under the immigration and Nationality Act. U.S. border patrol is now under the Department of Homeland Security, which was created as a response to the attacks of September 11, 2001. Over the years, their jurisdiction and missions have changed to better protect the safety of nation. Although border patrol is a need for any nation, their extensive acceptations to constitutional laws can often be taken advantage of. The mission of the U.S. border patrol should be to prevent illegal aliens, which are a threat to American society, from reaching their purpose. Frequently, their purpose can be confused or executed in a bias manner.
Barbarians at the Gate is a story of the largest takeover in Wall Street history. Ross Johnson turned CEO of a company, which was the product of three merged companies, Standard Brands, RJ Reynolds, and National Biscuit Company (Nabisco). The newly formed company’s, called RJR Nabisco, stock began to fall and never recover. Johnson along with Shearson executives planned a leverage buyout (LBO), in which a brokerage firm (Shearson) would borrow money from banks and buy up all the outstanding shares from the stockholders to turn the company private. The problem with this is that the company would be put into jeopardy of other companies that can outbid the parent company, which would lead to a takeover. The higher the bid would lead to a bigger debt and lesser profits for the owners of the firm.
Under corporate governance, the Board of Directors has majority power. After shareholders elect the Board, said Board selects the CEO who is responsible for managing the business. The key problem with Chipotle’s central and formal governance is that their strategy does not encourage innovation or employee moral. Instead, the Board of Directors decides what they feel Chipotle’s franchisees should implement, and tells managers to relay their decisions to in-store employees. Therefore, corporate representatives strive to improve in-store quality through strict supervision of each franchisee. They make decisions regarding all processes from the preparation of the product, customer service, and marketing strategies, which are enforced at each location. This system is slow and decreases efficiency. Since store employees are kept out of the immediate circle, it is difficult for them to have confidence in Chipotle’s operations, resulting in low employee empowerment. Two solutions to consider include bridging gaps between hierarchical levels and making the company more decentralized. Chipotle can implement a few liaisons (brokers and structural holes) to make sure that all professional networks within corporate and store levels are communicating effectively and working as a
Demand for Panera franchising opportunities was very high, which allowed Panera to be picky about where and with whom they would do business. Panera determined where bakery-café locations could be. The franchisees bore the cost of opening new locations, and were required to obtain their ingredients from the home company. Expansion using the franchise model provided many upside benefits for Panera, while limiting the downside r...
How complicated can it be to secure the borderland? Nearly 2,000 miles and five states form the Southern border of the United States. Although the nation puts a lot of effort and resources on trying to secure the border, the Southern border remains as one of the most conflictive, active and violent borders in the world. The U.S.-Mexican border is very problematic: Thousands of people try to cross it everyday, violence is generated by the Mexican cartels, and there is an increase on human trafficking. The Border Patrol and the U.S. government face many great challenges, as the cartels become more powerful and corruption increases.
BR was sold to Delta Foods in 1996 for US $2 billion. At this time, it was one of the largest fast-food chains in the world generating sales of US $6.8 billion. DF purchase of BR brought in a new cultural paradigm. DF is an individualistic, aggressive growth company with brands they believe are strong enough to support entry into new overseas markets without the need for local partnership. The DF strategy is one of direct acquisition and JV’s were not part of their strong suit. DF strategic implementation is based on hiring local managers directly or transferring seasoned managers from their soft drink and snack food divisions. The DF disdain for JVs is clearly reflected by their participation in only those JVs where local partnering was mandatory (e.g. China) to overcome regulatory barriers to entry. JVs had been the predominant strategy for BR which was unlike the DF outlook. Terralumen’s strategy was misaligned and out of sync with the DF strategy. This was unlike the complementarity that existed with BR’s strategy. This misalignment began to affect the JV relationship that had worked well with BR in the initial years. The failure of Terralumen and DF to recognize this fundamental cultural difference between their operational strategy styles i.e. Individualistic and Collectivism leads to their inability to proactively create steps for better alignment in the early period after acquisition, creating uncertainties and difficulties for both corporations. There is a lack of communication and virtually absence of trust between two new partners. DF appeared to be flexing its muscles in the relationship and using a more masculine approach compared to Terralumen’s more feminine approach. Both the corporations are strategically involved in a complex situation where they appear reluctant to address the issues at stake and move ahead together. The DF strategy of
The Mongolian Grill is a restaurant with a unique concept. It prides itself on not only delivering good food, but also an original dining experience that leaves customers wanting to come back. The restaurant uses four features to help accomplish this: An entertaining and interactive atmosphere, fresh and healthy food, unlimited quantities, and customer involvement in the meal preparation. The restaurant owner, John Butkus, is looking to finalize the operation decisions for one of his future restaurants, which will be located in Waterloo, Ontario.
... U.S. counties bordering Mexico live at or below the poverty line. Along with unemployment rates, this is a significant problem for border security and the threat that it poses on our borders. Each day there are efforts to enforce and strengthen our borders from illegal immigrants, drugs and terrorism. Over the years, there have been major changes in the way we secure our borders. Some strategies were more effective but as the fight continues, the strategies will advance and will tighten the rope on holding back those things that pollute and destroy our nation’s border.
“Going forward, the company is well positioned for future growth, and Nigel and his team remain focused on driving franchisee profitability and delivering shareholder value” shares Lead Director Raul Alvar...
This particular case is about the implementation of the popular fast-food chain, Burger King, into the Japanese market. Despite its’ strong market position in other countries, Burger King has some difficulties to face within the Japanese market. In this report, my team and I will analyze Burger King’s current situation and problems and suggest alternatives.
... conclusion, to compete with the intense competition in today’s fast-food market, KFC China differentiates the company by being innovative. Three significant innovative strategies are localizing the menu, understanding the Chinese culture, and hiring local management. KFC demonstrates that one size fits all approach in the global market does not always work. Many typical Western approach to foreign expansion is to deliver the same products or services as their original establishment. For instance, Domino’s Pizza, an American restaurant chain, nearly failed in Australia due to the underestimation of the need to adapt their offerings to the local tastes. KFC China offers important lessons for global firms. It is essential to know that to what extend the company should keep the existing business model in emerging markets and to what extend it should be thrown away.