Force Management Essays and Research Papers

Instructions for Force Management College Essay Examples

Title: I Isak essay He working a paper A2043634 This essay serves major individual assessment F100 block demonstrate understanding critical analysis concepts processes agencies issues Army change management

  • Total Pages: 5
  • Words: 1621
  • Works Cited:5
  • Citation Style: APA
  • Document Type: Essay
Essay Instructions: I would like Isak to do my essay if possible. He is currently working on a paper for me, A2043634

This essay serves as your major individual assessment for F100 block, and allows you to demonstrate your understanding and critical analysis of the concepts, processes, agencies, and issues of Army change management. The intent of this essay is to assess your ability to knowledgably and reasonably argue your position in

Describe an important force management challenge facing the national leadership and recommend a solution.

The essay requirement is assigned with lesson F101 and is due at the end of lesson F106. In general, your paper should be three to five pages (typed, double-spaced, 12 point font, Times New Roman, and with 1" margins) excluding any charts or diagrams that you may choose to use.

Your submission must be in accordance with (IAW) the CGSC writing standards specified in ST 22-2. You must properly cite your source information for all sources used. Parenthetical footnotes are acceptable. Also, you may use any of the information, articles, and references provided in your online F100 lessons. Again, this assignment is due at the end of lesson F106.

I will upload more files to help with the writing of this paper. This should not be an especially hard paper, I just do not have time to write it due to all of the other papers which I am currently writing. The other paper Isak is working on for me is much more difficult.

Sources cited can be internet sources. I have added my notes from this online class and will, add references later.

I am more concerned with the quality of the work than I am with timeliness. I would really like to get this by 30 October 2011, but I can wait as long as 18 November 2011, if it really takes that long. This is a Pass or Fail class.

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Works Cited:


Coleman, G., C. Napoletano, and D. Hickman. Synchronizing Army Force Generation (ARFORGEN), (ProModel Corporation, 2006). Retrieved


Detailed Performance. "Force Management Quadrant." (2004). Retrieved

Dombrowski, Peter, and Eugene Gholz. Identifying Disruptive Innovation: Innovation Theory and the Defense Industry. Innovations 4, no. 2 (Spring 2009): 101-117.

Mitchell, S.T., II. Identifying disruptive technologies facing the United States in the next 20 years, [Masters Thesis], Annapolis, MD: United States Army (2009).

Pudas, T.J. Disruptive Challenges and Accelerating Force Transformation. Joint Forces Quarterly, 42 (3d Quarter, 2006): 43-50.

Taleb, N.N. The Black Swan: The Impact of the highly improbable. (New York, NY: Random House, Inc., 2007).

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Title: sales management

  • Total Pages: 4
  • Words: 1055
  • Bibliography:0
  • Citation Style: MLA
  • Document Type: Research Paper
Essay Instructions: Prepare a 1,050-1,400-word case study analysis of Case G.W. Pergault, Inc. (The case is located below) Based on this analysis, explain how technology can enhance an organization?s selling functions and customer relationship management (CRM) techniques. Be sure to address the following:

Summarize the case.

Formulate answers to questions 1 and 2 at the conclusion of the case.

Describe the importance of customer relationship management (CRM) to sales management.

Identify different types of technology that the organization in your case study could use to enhance their selling functions and CRM techniques.

Salespeople Feeling Threatened by the
Company Website
Ken Sutton, sales manager for G. W. Pergault, directly oversees 15 salespeople who serve clients in and around Milwaukee, Wisconsin. He is currently in a tough spot. The new president of the company, Celia Fiorni, has a vision for e-commerce that Sutton?s salespeople strongly oppose. Sutton feels caught in the middle?between his boss and his subordinates. Fiorni had become president of G. W. Pergault just six months ago. Her previous job was CEO/president of a very successful?but relatively small?technology firm that sold computer hardware
to consumers. Fiorni is an enthusiastic, charismatic leader who has brought a fresh outside
perspective to G. W. Pergault. Given her background in the computer industry, Celia Fiorni is, not surprisingly, a fervent believer in new technology. Her first task was to spend over $20 million updating G. W. Pergault?s website. With this accomplished, her next goal is to move a much larger percentage of the reps? sales to the company website. Further, she feels that company?s
salespeople should take the lead role in encouraging and training their customers to order
products through the website.
G. W. Pergault is an established $4.2 billion supplier of maintenance, repair, and operations
(MRO) products. The company sells pipe fittings lightbulbs, ladders, and literally hundreds of thousands of other MRO products to business customers throughout North America. Established in 1952, G. W. Pergault traditionally has sold these products through its extensive mail-order catalog, which has grown to over 4,000 pages. In 1997, the catalog was put online. Although they have increased each year since, online sales are still dwarfed by catalog sales. The business customers that buy the company?s products vary greatly in size. Most are relatively small accounts that purchase supplies directly through either the paper catalog or the website without ever seeing or talking to a G. W. Pergault salesperson. Even though these smaller businesses represent about 80 percent of the customers, the aggregate sales generated from them is
still only about 20 percent of G. W. Pergault?s total sales. Alternatively, the remaining 20 percent of the customers tend to be much larger accounts. The sales generated from these bigger customers represent about 80 percent of G. W. Pergault?s total sales. These are the customers that are regularly called upon and serviced by G. W. Pergault?s sales force. These sales reps personally process the vast majority of orders from their customers. Celia Fiorni, however, believes that it is highly inefficient for these customers to order all their products through salespeople. First, it is needlessly time-consuming and keeps salespeople from their more important creative-selling activities. Second, it is costly. She feels that G. W. Pergault could save hundreds of thousands of dollars by insisting that existing customers reorder their supplies
through the website. The savings, she says, will stem primarily from eliminating steps in the
ordering process.
Currently, the ordering process starts as the G. W. Pergault sales rep personally meets with a
purchasing agent from the customer firm. The sales rep writes up the order by hand as the purchasing agent makes his requests. After the meeting, the rep submits the order to G. W.
Pergault?usually by fax. A member of G. W. Pergault?s data-entry clerical staff receives the form,
and enters the information into the system for delivery. The order is packaged and shipped, usually within three business days from when it was made. The new company website, of course, provides an interface that allows customers to complete their own order, which then is directly
entered into the system as soon as the customer clicks on the Submit button. This allows for quick order processing, saving at least one day in delivery time. In addition, it significantly reduces the chance of order-entry error by either the salesperson or the data-entry clerk. As Fiorni says, ?It?s a no-brainer. By ordering through the website, customers will not only get their supplies sooner, they can be much more assured that they will get exactly what they asked for.?

Management of a Sales
Force, 11th Edition
I. Introduction to Sales
Force Management
1. The Field of Sales Force
? The McGraw−Hill
Companies, 2004
30 PART 1 Introduction to Sales Force Management
Ken Sutton could see the logic in his new president?s thinking. A recent customer satisfaction
survey revealed that mistakes are made in about 1 out of every 20 orders that come in through salespeople. He feels that this error rate is much too high. Further, he believes that his sales reps are not even close to reaching the full potential for his market in and around Milwaukee. ?The reps spend too much time taking orders, and not enough time explaining to customers how our other products can meet their needs,? he says. At the same time, his reps have expressed
strong opposition to the plan. In fact, his top rep for the past two years had just called him yesterday. In a somewhat angry tone, the rep told him what he thought of the new president: ?Fiorni doesn?t understand that selling is about building personal relationships, and you can?t have a relationship with a website. Customers buy from G. W. Pergault not just because they like our products but also because they like me. I?m sorry, but I refuse to tell my best customers, ?I?m too busy to take your order. Go surf the Internet.? ? Other reps have told Sutton that customers
who had tried the new website did not like it. Some of the complaints were that it was too glitzy with too many distracting graphics. ?We don?t care about the bells and whistles; we just want to buy supplies in a convenient and quick way,? said one purchasing agent. ?It?s so much easier to just meet with our rep and tell her what we want. Frankly, the website is too complicated and confusing.? Sutton thinks that customers might be less confused if their sales reps would do a better job of showing them how to use the website. After all, G. W. Pergault offers more than 500,000 different products, which can be overwhelming to sort through. Sutton believes that some of his reps may have trouble finding specific products on the website. He also acknowledges that G. W. Pergault has not made much of an effort to train its own sales
force on the ins and outs of ordering online through the company website. There are two other key issues that help explain why the sales force is so strongly opposed to the president?s new vision. Ken Sutton believes these are the most critical reasons for the objections. First, over half of the typical salesperson?s compensation is earned through commission. When customers buy through the website, reps don?t earn any commission. Why would a sales rep convince a customer to do something that reduces the rep?s pay? Second, many of the reps feel that the website is a threat to their future with the company?even though Fiorni is on record saying that she does not want to eliminate the sales force. In a recent company address, she said, ?G. W. Pergault needs more?not fewer?people selling. We simply need a shift of focus toward selling new products to our best customers. We also need sales to focus on opening new accounts.? Nevertheless, some reps feel that this initiative is the first step to a pink slip. Next week, Fiorni is scheduled to come to Milwaukee and talk to Sutton and his reps. She understands that her plan has not been well received by sales. G.W. Pergault reps from all around the country feel the same way that Sutton?s reps do. In fact, Fiorni will be visiting various sales groups from
around the country to try to get a better idea of why there is such resistance. Sutton believes his new boss is a reasonable person, and he is looking forward to her visit.
Through telephone conversations, he gets the sense that she will listen to his advice on the matter?but he is not sure exactly where he stands. All he knows is that Fiorni?s e-commerce goal will not be achieved without salesperson buy-in, and that the salespeople are not buying the plan in its current form.

1. What advice should sales manager Ken Sutton give to his company president, Celia Fiorni, in
order to improve her e-commerce plan and make it successful?

2. What should Ken Sutton do to make his salespeople more accepting of the new initiative?

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Customer relationship management. TechTarget. Retrieved May 17, 2005 from Web site:,sid11_gci213567,00.html

Meister, F., Chambers, B., and Fenner, J. (2001, May 31). CRM in insurance: capitalizing on the customer service opportunity. Retrieved May 17, 2005 from Web site:

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Title: Case Study 1 and 2

  • Total Pages: 2
  • Words: 570
  • Sources:1
  • Citation Style: APA
  • Document Type: Essay
Essay Instructions: Please respond with 3-4 sentences regarding these case studies using the text Human Resource Managment, by Noe, Hollenbeck, Gerhart, and Wright

Case Study 2
Acme, Inc., has announced that there will be a reduction in the company workforce. You are a supervisor in the plant and have been asked to handle some of the layoffs. Your assignment is to prepare for this layoff and complete it without getting sued. You need to develop an outline and timeline for this process. What things need to be done? Who will be chosen for layoffs, and how? What legal issues must be taken into consideration? What is HR’s role in this?
I thought I would share how Agilent Technologies handled this a few years ago. Agilent HR had a challenge. There really were not enough underperformers who would acount for the amount the company needed to layoff. The criteria was based on location. Many smaller offices were closed and those individuals were put on the Work Force Management (wfm) list. The wfm list or layoff list was compilled simply based on location. This helped the company sidestep any legal issues such as age discrimination or any other discrimination since the list was made up solely by location. Agilent treated each wfm person with dignity and respect by either doing the layoff in person or by phone but with a local manager in person to help answer any questions. The layoff process followed a strict script process where each manager conducting the layoff followed the exact same script. Making legal challenges very difficult. Depending on the job being eliminated most wfm recipients were given 30days. They were also given an additonal 2 weeks of vacation, 2 weeks of pay if they agreed not to sue. They were also given all of their paid time off. Each also received additon paid time off based on their years of service. Lastly, they were given free job coaching an resume help as well as discounted cobra insurance. The timeline for the layoffs was to be completed within 6 mos. -Sean

Case Study 1
I am a manager at Acme, Inc and have an employee that is consistently late and has recently screamed at a fellow employee. The problems need to be discussed with the employee in the form of a disciplinary meeting. Before I contacted HR I would make sure I have all of my information together. It is important to know what behavioral issues need to be discussed, and the dates the incidents occurred. This is necessary because the employee might deny being late so as a manager it is important to have all your facts lined up. After that I would pull aside the employee who was involved in the altercation and get their side of the story. After I had all of my information together I would contact HR and go over everything that needed to be discussed. I would then meet with an HR representative and the employee to give the disciplinary meeting. I would ask them why they were regularly being late and would ask for their side of the story regarding the altercation with another employee. After asking for their side of the story I would reprimand the other employee if needed. I would discuss the performance issues including ways to improve, write the employee up for being late, and suspend them for three days for the altercation. I would continue to document any other problems we had with the employee so we had it available if a termination was needed.
The biggest pitfall in these situations is always consistency. I would need to document and write up any other employee with the same behaviors. If not consistent employees could complain about discrimination or favoritism. Legally Colorado is an “at will” state and can terminate without reason but the employee can come back for unemployment. That is why absolutely necessary to document everything in case the employee comes back and tries to take the company to court. HR is responsible for the legal role in this situation. They are in charge of the documentation and formal side of a disciplinary meeting. Kristen

Case Study 1
My plan for a disciplinary meeting for an employee that is regularly late has poor performance and verbally abused a co-worker would include the following:
The meeting would include me, the manager, the employee and a rep for the HR department. I would start the meeting asking why the employee is late and if there were any reasons (like poor training) for the poor performance, provided the employee had the proper training I would then give the employee a verbal warning about the tardiness and poor work quality.
Next I would ask about the incident where the employee screamed obscenities at a co-worker giving the employee to “give his/her side of the story, but then I would give a couple of days suspension during which time the employee must attend an anger control class or workshop on work place violence. This may seem harsh, but other employees have the right to come to work without the fear of being verbally abused by a fellow employee.
I think this would cover any legal issues since it does give the employee a chance to improve tardiness and quality issues. It also takes steps to protect other employees from a hostile work environment. Since this is a disciplinary action I would expect HR to have an active role in this meeting and maybe the HR rep would talk about the suspension and anger management requirement. Aneka
The first step would be to call HR. It would need to be discussed what to do about the current and past behavior and the fact that nothing has been done to discipline him thus far. A formal write up by myself on the behavior of the employee will need to be done and sent to the HR department to make sure it is accurate and legal.
The HR department would then need to meet with the employee to make sure these actions are accurately described and that there is no unfair treatment being done by me. This is a major pitfall because if I had shown any reason to not like him favor someone else (especially someone that complained to me) then there could be problems. If the HR department does find that the employee does not agree with my theory of events and claims that there is unfair treatment by me then the whole thing could turn very ugly for myself. The investigation could expand to other employees as witnesses and it could drag out for some time. Another pitfall could be that the employee is angry with me and could be harmful to myself of the other employees.

Assuming the HR department agrees with the validity of my document then it would then be the basis for an official meeting with the employee. An HR representative would then need to meet with myself and the employee. This does not happen at every business but at mine it would. At this point the issues will be addressed and a disciplinary action plan will be created. The first meeting is basically a warning to the employee. If he follows the plan by not repeating those actions described then he will be fine. Once the timeline of the plan is over the employee will have a fresh start. Some boss’ won’t let an employee have a fresh start though. The tensions and personal feelings between the boss and the employee could then be so volatile that the HR department may decide to put the employee under another manager either during their disciplinary period or after. It is up to the HR department to check in on the employee and the boss to make sure everything is running smoothly and there are not potential problems arising from the disciplinary action plan. Regina

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Title: Risk Assessment

  • Total Pages: 13
  • Words: 3366
  • References:5
  • Citation Style: Turabian
  • Document Type: Research Paper
Essay Instructions: I need a brief outline of the paper on 13 APR 2012.

These are the instruction for this project. You can perform the risk analysis on any type of building. Examples churches, grocery stores, hotels etc. Anything. Pictures and floor plans are welcome if you can get them, if not its ok. I will provide you with guide you can use for your assessment. You don't have to use every section of the guide, use whatever you need to to complete your risk assessment. Also provide a five page slide show about the project. You must follow and include everything in the instructions below 1-12. You must provide an Exec. Summary of the paper

A 12-15 page research paper will be required for this course. The paper will be an organizational analysis of an approved security organization. An example of an organizational analysis would be imagining that you are the security director of an organization. It would include a through description of the organization. This would be followed by a discussion of the good, the bad, and the ugly of that setup and a description of what would make the organization better. As the person in charge and with sufficient funding available, describe changes you would make to ensure that the people and other assets of the organization were afforded adequate protection.
Note. Student(s) should provide an outline of the Course Research Paper by Week 5 to ensure appropriateness of topic and clarity of understanding of that assignment. Examples will be circulated. This paper in hard copy is to be submitted to the instructor as early as Week 6 but no later than Week 8. The 12-15 pages are exclusive of the title, index, executive summary, and bibliography. The student could consider this paper as potentially an element in a larger security “publication” which he/she may be preparing.
Elements of the Course Paper:
1. Include an Executive Summary of approximately 1 page in length.
2. Describe a security operation/organization. This may be the security directorate of a major corporation, military activity, guard force management business, or similar program.
3. Describe the security mission, roles, and responsibilities. Include a description of the corporate leadership, Board of Directors, etc.
4. Provide a budget to clearly indicate where the company’s money should be spent and why. Be prepared to justify the budget to whoever holds the purse strings. Describe how the security program enhances corporate revenue. Include manpower requirements and associated costs.
5. Describe how close the organization is to the Era of Total Asset Protection. What needs to be done to move the organization toward the Era? Is it a realistic goal for the organization?
6. Discuss how the organization focuses on Business Risk Analysis, Human Resources Support and the Global Operations Support.
7. Describe how the organization has fallen victim to, or avoided, the panic du jour.
8. Describe the use of proprietary vs. outsourced efforts.
9. What threats and vulnerabilities are applicable to the organization?
10. Describe sensors, alarms, and entry control required for facility.
11. Indicate what it is about your program management that enhances the overall corporation business environment. Another way to view this item is to explain, why and to what extent your operation is an asset rather than a liability to the corporation.
12. Conclude with a discussion of which management theories discussed in the text from which the organization would benefit, if they were implemented.

The paper must cite at least five relevant sources, with footnotes. Papers should be completed in accordance with the style prescribed in A Manual for Writers of Term papers, Theses and Dissertations, 8th edition, by Kate L. Turabian. Each student will deliver a 15 minute oral presentation of the research paper to the class during weeks 7-8. A quality presentation would include Power Point and handouts, or at least a copy of Exec. Summary.
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Dalton, D.R. (2003). Rethinking Corporate Security in the Post 9/11 Era, New York: Butterworth-Heinemann

Deal, T.E. & Kennedy, a.A. (1982). Corporate Cultures: The Rites, and Rituals of Corporate Life, London: Penguin.

Gartenberg, M. (2005). How to develop an enterprise security policy.

Johnston, L. & Shearing, C. (2003). Governing Security: Explorations in Policing and Justice. London: Routledge.

Matz, S. (2010). Soren Matz's Blog.

Schein, E.H. (2004). Organizational Culture and Leadership: A Dynamic View, Third Edition, Jossey-Bass.

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