Before negotiating prices with suppliers and setting prices for your own products, it is necessary to analyze the various pricing methods that companies commonly employ. Provide examples of suppliers or industries that are currently utilizing a price volume model, market share model, competition pricing model, and revenue pricing model. Clearly describe each supplier or industry and explain why you feel they use that specific pricing methodology. Then, describe your own company and for one of the products, and analyze which pricing methodology would fit best. Are they currently using the methodology you picked?
There are various methods available to the manager for analyzing the supply chain effectiveness and discovering ways to increase effectiveness. Your book discusses a selection of these in Chapter 12 (project management, learning curve analysis, value analysis, process mapping, and value stream mapping). Select the one that best fits your organization’s situation and needs. Then, write a short proposal to your manager explaining in detail how this methodology might be used to improve effectiveness. Include the following elements in your proposal:
• To what process/product this would be applied
• What would the goals be?
• Details on the analysis using the concepts described in the chapter
• Who would be involved in this effort?
• Requirements (data, funds, expertise, etc.)
• How success would be measured? (Describe at least two metrics.)
Be as specific as possible. If your situation does not allow you to apply this to your organization, discuss this with your instructor ahead of time and make alternate plans.
• Write your original response in Standard English, paying special attention to grammar, style, and mechanics.
leader can adapt their leadership style to fit the situation (Chelladurai and Madella, 2006). Chelladurai’s theory is taken from sports psychology but can be applied to an organisational scenario. It provides a much more empirical categorisation of task structure, clearly differentiating a plethora of situations that require certain leadership styles for success. Chealldurai found three characteristics that affect the leadership style required for a situation, called antecedents, they mainly expand upon Fiedler’s situational factors and leader – member relations and ultimately affect how a leader should behave towards a situation. The first are situational characteristics, the environment in which the leader must perform, the second are leader characteristics, the experience, personal qualities and skills of the leader, and the third are member characteristics, the motivation, skill and experience levels of group members (Chelladurai and Madella, 2006). The situational characteristics and member characteristics have a required behaviour to ensure maximum group performance, they also have a preferred behaviour to ensure the satisfaction of group members, if the leaders actual behaviour matches both the required behaviour and preferred behaviour of the situation the consequence is maximum group performance and satisfaction. However, if the group are not performing and achieving goals or are not satisfied or both, then the leader is able to amend their actual behaviour to improve this. Leaders able to monitor performance and satisfaction, and understand what is required to amend the situation will achieve optimum group performance in Chelladurai’s model. The one limitation of Chealldurai’s model is that it assumes the leader is in a position of complete positional power over the group, and can implement any leadership style of their choosing without constraints. Positional power is the authority and influence a leader has over a group, if the leader has positional power, they will be able to implement the leadership style they best see fit for the situation. Positional power cannot be measured or quantified, making it highly ambiguous and hard for a leader to understand whether they have it or how then can gain it. It becomes the responsibility of the organisation to have policies in place to provide leaders with some positional power, usually by establishing a clear hierarchal structure. By establishing a hierarchy, the leader is perceived by the group to be able to make demands and expect compliance from them giving the leader legitimate power (French and Raven, 1959). Secondly, by providing the leader with the ability to reward compliance and punish non compliance from the group, the leader has reward and coercive power (French and Raven, 1959). To obtain complete power over the group the leader must gain the trust and belief of the group that they are capable of success, by ensuring the group are both satisfied and meeting performance goals. The importance of establishing a hierarchy became evident during the planning stage of the outdoor management course for the red team, the coordinators within the team assumed leadership roles but were unable to gain positional power due to the team being a peer group (Pettinger, 2007). The leaders selected had little authority and influence over the group as everyone was perceived to have the same rank, status and occupation, hence the leaders had none of French and Ravens five bases of power (Pettinger, 2007). The result was leaders with no positional power over the group, so could not direct the group with the method of leadership required for the situation. The task had significant constraints, particularly a short time frame and a large group size, for this situation Chelladurai recommends an autocratic leadership style would be most favourable (Chelladurai and Madella, 2006). The leaders attempted an autocratic le>GET ANSWER