Nutrition and Food Guide Servings - 1201 Words

HNSC 1210 Nutrition for Health and Changing Lifestyles Assignment 1 (Section A and B) Late assignments can be submitted to the Human Ecology General Office (Room 209, Human Ecology Building). Assignments are considered late if they are not submitted in class on the due date. Policy for Late Assignments: 10% of the total marks will be subtracted for each day that the assignment is late (i.e. 10% for assignments submitted after 10:20 on October 10, 20% for assignments submitted Oct 11, 30% for Oct 12, etc.). If you are unable to complete the assignment due to medical reasons (medical certificate required) or compassionate reasons, please contact the instructor (send an email), preferably before the due date.†¦show more content†¦(Specify brand names, preparation/cooking methods, etc. (For beverages, include water consumption for assessment of your fluid intake. ( Eating Well with Canada’s Food Guide is in your course notes, in your textbook [Fig 2.4] and on the Health Canada website [www.hc-sc.gc.ca] the website includes additional information about classifying foods. (For Canada’s Food Guide servings, indicate partial servings as appropriate. E.g.  ¼ cup milk equals 0.25 Milk and Alternatives servings. (For mixed/combination dishes, you will need to enter the amount of each ingredient consumed based on a recipe or your best estimate to make the conversions to Canada Food Guide Servings. (For â€Å"Other† foods, Canada Food Guide does not specify serving sizes. For the purposes of this assignment, record â€Å"Other† in the final column of the table for every time that an â€Å"Other† food or beverage was consumed. 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Alexander Was A Great King - 978 Words

Alexander was a great king. Not only was he known as Alexander the Great, but he was also known as a classical leader,and many other things. Since he was young he was taught by a very intelligent philosopher, Aristotle. He learned so many things that later in life helped him to become a strong leader. Alexander will always be remembered for the great leader he was. Alexander was born on July 20 or 21, 356 BC, In Pella, Macedon. He was the son of Philip II of Macedon and Olympias of Epirus. Alexander’s father was the king of Ancient Greek kingdom of Macedon. He gained his personality traits from the way his parents would influence him. His mother would encourage him and would always make him believe that his destiny was to conquer the†¦show more content†¦He is one of the most successful military commanders and was undefeated in battle.Alexander married three times to; Roxana,of Bactria; Stateira II, of Persia; and Parysatis II, of Persia. He had two sons, one of them with Roxana, his name was Alexander IV of Macedon. The other son he had with Stateira, his name was Heracles of Macedon, but it is not known if he was really Alexander’s son.He practiced the Greek polytheism religion. He was part of the Argead dynasty, which was an Ancient Greek Royal house. This dynasty ruled Macedon from 700 BC, to 310 BC. Alexander’s biggest achievement was to spread Greek culture. By the age of twenty Alexander’s father had been murdered. He took over the throne and was already military trained. Besides taking over the the throne he also gained a strong kingdom, and a well experienced army. By 334 BC, Alexander had enough ships to cross the Dardanelles, a strait separating Europe from Asia minor. He invaded the Achaemenid Empire, and ruled Asia minor. He eventually broke Persia’s power in battles. In 326 BC, Alexander conquered India, but was forced to turn back around by his troops. Alexander founded twenty or more cities named after him. The most notable city named after him though was Alexandria, which is located in Egypt, and became one of the leading cities in the Mediterranean. After capturing Babylon, Alexander went to a city named Susa, and he captured the city’s treasury. After entering the city of Persepolis. He

Organization Behavior MeatPack Case Study

Questions: 1.Should Bison be taking a more hands-off or a more hands-on approach to the business? Justify your response.2.How far has the senior leadership change been effective? What else might senior leadership do to influence change more positively in the near future?3.How far has the senior leadership change been effective? What else might senior leadership do to influence change more positively in the near future? Answers: Introduction The following essay is a case study report on leadership, cultural and performance change issues at the company at MeatPack. This is a family owned food processing business with its headquarters in Sidney, Australia. The company has over 27 years experience in the meat production industry that include other areas like fresh soups and prepared meals. The company also owns processing plants in Queensland and New South Wales. For years, the company has been led by its founder and CEO Mr. Derek Bison who is the fourth generation from the family to work in the meat business. The company has for years performed well under his leadership with a record sales of AUD$300 million in 2013. One of the companys strategic goals is to become a 1 billion dollar company by the year 2020. This calls for the company to make some cultural and leadership and performance changes as discussed in the next pages. 1. According to Armson Whiteley (2010), it is very important for a leader to create a culture where it is clear to each employee that the most important thing is meeting are the organisations values. This will ensure that employees do not need to be followed in everything they do, and do not need to be reminded all the time of what they need to do and what they do not need to do. Armstrong (2012), adds that if an employee knows the foundation and the mission and vision for the company, they are able to realize what the company values and the kind of goals that are important for the company. In this regard, the employee will also know what to do in in any management situation. In this regard, it will take different types of management style to realize strategic goals for the company. According to Dowling, et al. (2013), a hands on manager is not recommended when it comes to meeting organisations strategic goals. This is because they are usually characterized by exercising a lot of co ntrol, criticism, judges and threatens employees all the time. This is the opposite of hands-off manager, who coaches and encourages employees to work with minimum supervision (Giannakis, et al., 2015; H.Zhao Seibert, 2006; Compton, et al., 2014). However, at MeatPack, Bison will need to assess how much his employees will need to be managed and directed. For example, some employees may be self-starters in need of little supervision. Such employees are well aligned with the goals of the organisations, the engage in their work and are self-motivated in their work stations(Heller Darling, 2012). There are however, employee who may not be able to think for they in complex situations, such employees will need to managed at all degree. Kenton Yarnall (2009), adds, that employees though may be in need to be managed, what they do not want is to be micromanaged. If employees have the kind of manager that is all over the place all the time, the feel intimidated as the manager will keep on providing large doses of critical feedback. In the end, they will not be able to work freely and be open to express ideas on how the company is able to meet its mission and vision (Mathis, et al., 2013). To implement proper cultural and performance changes, the company will need to consider having a new kind of management. According to Compton, et al. (2014), real power in organisations leadership comes from forming partnership and not criticizing. In this regard, the new leadership changes would be best using hands off approach. This kind of leader is able to motivate the spirit of employees toward organisations goals as the leader maintains hands off allowing the employee success to happen. For Bison, exercising hands off will mean being able to manage his team without having to bypass the line of authority. He should not be seen to interfere in the daily running of the business during times of strategic change(Keasey, et al., 2005). As this is done, change will be realized gradually as the business continues to maintain its course. Productivity in the organisations will also be constant and both the managerial and the customer service level as would be expected in the strategic ch ange. Some of the area that he would need to exercise hands on approach would include direct reports which identify departments of employees who do not meet targets or complete assigned tasks. It is a great challenge for Bison as exercising hands off approach might be difficult for employees who develop slowly. This might happen since a hands-off manager may not be able to pitch their support or coaching at the right degree for these employees to ensure employees are able to develop the mandatory skills. During the change management strategy, it will be important for Bison to consider time bound actions, since the hands off approach might lead to slow processes from employees, even when they may achieve great results (Lincoln, et al., 2014; Mathis, et al., 2013; Adrian, 2009). This is because the hands off manager will remain at a distant and may not be actively involved with their change programs and which runs a risk of not meeting the full potential of the business. However, at the end of the day, the employee will be able to realize the goals and even become more creative to express own though regarding the program. In this regard, it would be recommended that Bison exercise both leadership styles depending on the situation(Keasey, et al., 2005). However, hands off style should be highly exercised as no employee loves to be followed around every time when they are working as it makes then more nervous and less creative in handling the business. 2. According to the case study, it is reported by Bison team members in senior leadership position as having gained many insights from the trainings and coaching provided and organized by Bison. Even after stopping the coaching exercises, the senior leadership employees have continued to work on their leadership strategies. With the introduction of Human Synergistic circumflex to the organisations, employees are able to rate their performance. Behaviors are also classified in three colors. Red stands for defensive or aggressive, green stands for defensive or passive and blue for constructive. In this regard, organisations culture in the company was realized as being red. At this Bison found that, most people in the organisations were ether aggressive or very defensive in the way they related with one another or the way they related with customers. In this regard, most of the change leadership campaign was to ensure that they changed to blue for his plans to be realized(Hoegle Muethe l, 2016). In this regard, there will be need for the change of organisations structure to much more horizontal organisations with the front line workers and senior leaders being responsible for performance of their fellow employees. According to Compton, et al. (2014), only 30% of employees in a company are always fully committed to their job at one point. It is also a common occurrence that most executives usually realize that one of the major challenges will be closing the gap between realized talent and potential and the energy of the employees under their leadership. With reference to Bisons company, it can be said that they have various departments and employees who are willing to perform to their best from top to below management(Kenton Yarnall, 2009). If he will be able to transform these employees and ensure that they become blue type of leaders then they company will be headed to the right direction in leadership development. As much as it is not the intention of any, employ to be de fensive or aggressive. The challenge is that most of them lack the clear understanding of the type of changes that would take to realize where they are good at when it comes to leadership(AustraliaLaw, 2010). Some of the employees may not have come to realize the kind of changes that was needed to bring out the best in each senior leader to achieve the impact. According to , leaders are also able to obtain the understanding through an approach known as Blue kind of leadership as the one implemented by Bison. Blue leadership would be good when it comes to creating new markets for MeatPack and converting people in to new customers. The concept is important in helping senior leaders in the organisations realize their talents and energy in their organisations and be able to save the cost of coaching. In this regard, leadership is thought as being a service that employees in the organisations will embrace or not. Each leader in the organisations must be able to work towards gaining new customers and bosses must be able to deliver performance. In addition, employees in the department should also be able to access support from their managers. According to Keasey, et al. (2005), when employees value the leadership practice, they will in turn buy that kind of leadership. In this regard, Bison will realize his employees acting with commitment instead of disengaging and becoming noncustomers of his leadership, as was the case before coaching(Armstrong, 2012). Once Bison began to think in this lines about leadership, he realized that his concepts and leadership coaching was developing among his senior employees, in this regard employees were able to work toward converting noncustomers in to customers thus increasing the market share for the organisations. The blue leadership was also important in converting disengaged employees to engaged ones. According to Armson Whiteley (2010), the blue leadership strategy have also enable employees understand the companys mission and vision and it does not only have to be about getting salary and keeping their job, but about driving their efforts towards the organisations strategic goals. Adrian (2009) adds that blue leadership style will also bring about change in the companys leadership strength. As is realized in the case study, the senior employees were able to adapt Bisons model which was different from the traditional leadership model and development approaches in different ways. It can be said that is for senior leadership, what they can do to influence change would be to focus on acts and activities in the organisations. According to different studies on leadership, the values, qualities and characters that make for good leaders include proper coaching. In this regard, changes in qualities, values and character will eventually translated in to high performance. This means that when the senior leaders look back in to Bisons coaching program, they should be able to act on the evidence of notable change. They need to put more dedication on ways they can transform organisations behavior. As much as it can be difficult to assess and measure if leaders in the organisations are internalizing and embracing the new kind of leadership, it can be done if they focus on what acts and actions they need to undertake to motivate other employees towards the strategic goal of the organisations. At the end of the day, they will be able to asses and measure the difference. According to Chernev (2011), it is usually easier to change people behavior and activities in the organisations. However, it is usually difficult to change their values, qualities and other traits. It thus calls for the senior managers to alter their values and qualities so that other employees in the organisations will be able to follow course through their guidance. 3. For MeatPack to become one of the market leaders, it had to have an innovation-friendly organisations structure. In this regard, they also needed to establish and inspire a proper organist ion culture through their structure. According to Giannakis, et al.(2015), flat structure in organisations enable them to meet many goals. The word flat is actually a misnomer since it does not necessarily mean that the organisations are flat but they are not tall. In this regard, employees do not shift responsibility to a higher level department in the management ladder, meaning that they are able to take charge of situation in their own level, it enables them make decisions and enjoy responsibility in the company. According to Mathis, et al. (2013), there are many leadership and management advantages of having a flat structure. For MeatPack one of the advantage is in the structure itself. As with most flat organisations, MeatPack does not have many layers of management. This is different from the tall structure which is common with many businesses. Flat structures also enjoy a short chain of command meaning that each level enjoys its own managerial control(Chernev, 2011). The span of control will also look at the number of senior managers who will directly report to Bison. At MeatPack, several senior managers for each department directly report to Bison. With regard to the reduced number of layers of management, MeatPack is able to get the most out of this structure. The other benefit for MeatPack in flatter structure is on communication. There is a great level of communication between the top management and other employees. This is because senior manager are more democratic and offer room for employees to be innovative. Communication is also faster in this company, it is more effective and reliable that in the tall structures. This is because any input by an employee will get more support from the decision makers since there is no chance for power struggle in the organisations(Hoegle Muethel, 2016). When it comes to decision making, it was realized that MeatPack come out as being more flexible and adaptive than would be the case in tall structures. The level of flexibility also depicts decision making as being one on a need basis. This makes it easier for the employees to serve the companys clients. When one looks at tall organisations, staff member are required to seek approval from the top management who will also need approval from the director and the director from the shareholder before a decision is made. This is not the case at MeatPack, since employees are given the power to makes some of the decisions independently. The reason is that the company has few layers of reporting in their organisations structure meaning that there is less bureaucracy. In this regard, decisions are made quicker giving the company mobility and agility(Armstrong, 2012). When it comes to organisations change performance, the flat structure at MeatPack is made of competent and qualified staff to do this. Employees are fully engaged, there are skilled working groups which leads to satisfaction among workers and lower employee turnover. If the employees are more responsible in operations, they will be able to lead the company towards strategic goals. In addition, the company is able to save cost on employee upper management which decreases employee expenses and increase companys profits to a huge margin(Armstrong, 2012). Lastly, the flat structure has worked well for MeatPack since there are very few variations about office structure and operations. For example, it will be a common thing for a customer to be given a discount in purchasing bulk unprocessed meat but denied one in the ready to eat meat since they are different departments. However, the end strategic development will move to the same organisations. References Adrian, H., 2009. Corporate truth: the limits to transparency. Sterling: VA: Earthscan.. Armson, G. Whiteley, A., 2010. Employees' and managers' accounts of interactive workplace learning: A grounded theory of complex integrative learning. Journal of Workplace Learning, 22(7), pp. 409-427. Armstrong, M., 2012. Armstrong's handbook of management and leadership: developing effective people skills for better leadership and management. s.l.:Kogan Page. AustraliaLaw, 2010. Australia: employment law. Commonwealth Law Bulletin, 36(1), pp. 137-163. Chernev, A., 2011. The Marketing Plan Handbook . In: s.l.:Cerebellum Press; 3 edition, pp. 97-104. Compton, R., Morrissey, W. Nankervis, A., 2014. Effective recruitment and selection practices. 5th ed. Sydney.: CCH Australia. Dowling, P., Festing, M. Engle, A., 2013. International Human Resources Management. 6 ed. s.l.:Cengage Learning EMEA. Giannakis, D., Harker, M. T.Baum, 2015. Human resource management, services and relationship marketing: the potential for cross-fertilisation. Journal of Strategic Marketing, 23(6), pp. 526-17. H.Zhao Seibert, S., 2006. The big five personality dimensions and entrepreneurial personality dimensions and entrepreneurial. Journal of Applied Psychology, pp. 91(2), 259-271.. Hackman, J. Katz, N., 2010. Group behavior and performance. In S. T. Fiske, D.T. Gilbert, G. Lindzey (Eds.). Handbook of social psychology (5th ed.), Volume 2, pp. 1208-1251. Harzing, A. Pinnington, A., 2011. International Human Resource Management. London: Sage Pub. Heller, V. Darling, J., 2012. "Anatomy of crisis management: lessons from the infamous Toyota Case",. European Business Review, , 24(2), pp. 151-168. Heneman, H. Judge, T., 2006. Staffing organizations. 5th ed. Middleton, WI.: Mendota House. Hoegle, M. Muethel, M., 2016. Enabling shared leadership in virtual project teams: A practitioners guide.. Project Management Journal, 47(1), pp. 7-12. Hofstede, G., 2001. Cultures consequences:Comparing values, behaviors, institutions, and organizations across nations, (2nd ed.),. s.l.:Thousand Oaks, CA, Sage.. Jacobs, R. F. Chase, R. B., 2014. Operations and supply chain management. 14th ed. New York: McGraw-Hill/Irwin. Keasey, K., Thompson, S. Wright, M., 2005. Corporate Governance: Accountability,. Enterprise and International Comparisons ; The Wiley Finance Series, 2(3), pp. 234-245. Kenton, B. Yarnall, J., 2009. HR: The Business Partner. s.l.:Routledge; 2 edition. Lincoln, J., Ahmadjian, C. Mason, E., 2014. "Organizational Learning and Purchase-Supply Relations in Japan: Hitachi, Matsushita, and Toyota Compared",. California Management Review, 40(3), pp. 241-264. Mathis, R. L., Jackson, J. H. Valentine, S. R., 2013. Human Resource Management . In: s.l.:Cengage Learning; 14 edition, pp. 112-118.

Marketing Principles Business Competitors Techniques

Question: Describe about the Marketing Principles for Business Competitors Techniques. Answer: Techniques to Maintain Relationships with Customers Maintaining relationship with customers is a necessary component that can help the organizations in setting apart from the competitors. There are some common techniques that are applied in every industry to maintain relationship with customers. Honesty, transparency, communication and customer-centric approach help in maintaining a healthy relationship. These techniques are applied both by the small-scale and large-scale industries. In case of a healthcare institution, there are two main techniques through which quality relationships can be built with the customers (Mende, Bolton and Bitner 2013). Firstly, the physicians or nurses shall build emotional attachment with the patients. The quality of interaction can be improved and this strategy helps in building loyalty of the customers. Behavioural responses can be generated from the word of mouth endorsements. Loyalty grows when the patients are provided with personalized attention. In case of insurance companies, the agents need to b e in touch with the customers always. The insurance agent ensures to keep connected with the customers by giving suggestions and asking questions. The documents must be kept in handy where birthday and anniversary notes can be sent. Prompt responses must be sent to the customers as it would help in customer relationship management. In case of fashion industry, it is necessary to understand the needs of clients of varied backgrounds. In case of international clients, the discussions can be made through video-conferencing throughout the project. It is necessary to respond to the changing fashion trends (Medler-Liraz 2016). Elements of Marketing Activities and Change in Techniques Marketing mix is a concept that has four main elements- product, price, place and promotion. Customer is the focal point of any marketing activity. The marketing mix activities follow a systematic process that allows in relationship building. Firstly, the companies need to define the unique selling proposition. It is necessary to understand the consumer and the value of product. The competition needs to be understood so that a realistic price can be set. Multiple channels must be used that help in targeting a wider customer base. The promotion strategy is established ensuring the ones which would provide maximum appeal to the intended customers. Therefore, it is seen that the marketing mix elements are deployed in relationship building activities as consumers are the focal point (Kotler and Armstrong 2014). With the advancement in technology, digital and social media has changed the manner in which organizations interact with the customers. Digital media is an effective way to strengthen relationships with the customers. The different social networks have different focuses thereby attracting a wide range of people and their lifestyle choices. The social media channels must be maximized as it gives a platform in directly interacting with the customers. The digital media such as emails can help in solving customized queries of the customers. In the digitalization era, the businesses must be adaptive to the changing landscape. These methods lead to extreme brand loyalty, repurchase intentions and immeasurable value for the company (Tsimonis and Dimitriadis 2014). Advantages of Relationship Building The relationship building activities help in providing consistent customer experience. The organizations share work together to ensure that the customer needs are specifically addressed. It is important especially at the times when certain challenges exist to improve customer satisfaction. The goal of customer relationship marketing can help in developing loyalty between a company and targeted customer base. Customer relationship marketing helps in identifying customers which are of greater value to the company (Samaha, Beck and Palmatier 2014). The customer relationship marketing helps in pinpointing the customers who are too expensive to maintain. Direct marketing is more expensive as there is high level of personalization. Not only expensive, but it is also a time-consuming process. The relationship building helps in keeping a track of the needs of customers. Relevant communication and motivation offers the customers with the appropriate offerings. With the increasing customer bas e, the business can be expanded. The loyal customers shall be willing to try new products as they would have increased faith. The loyal customers shall be more likely to provide feedback which would enable the companies to improve product and services. It takes a lot of time and effort to build relationships with customers. It is important to build relationships with the customers as it helps in increasing sales, dominance and market share (Egan and Harker 2013). Relationship marketing skills can help in creating business opportunities as a personal connection experience leaves a long-lasting impression. Businesses have to change their focus and concentrate on building relationships (Samaha, Beck and Palmatier 2014). Measuring the Success of Customer Relationship-building Activities It is not only important to implement relationship building strategies, but it is also important to measure the success of customer relationship building activities. The sales metrics need to be measured if the number of new customers has increased. The companies need to measure the number of retained customers. The number of campaign responses and purchases can be measured. The input metrics such as thoroughness, accuracy and quality must be measured. The behaviour or activity needs to be evaluated using different metrics. The business goals must be quantified in the manner how customer relationship marketing shall increase revenues or decrease cost (Williams et al. 2015). The strategies and tactics that would enable achieving goals shall be formulated. The response to the marketing campaign must be measured so that the return or response rate can be measured. A customer relationship management must also help in measuring the productivity that would help the labours work faster and smarter. The measurement of effectiveness shall provide the business with a better service. Companies can measure the attitudes of customers that would enable in increasing profitability. The customer relationships shall be directly by conducting personal interviews with the purchase decision-makers and influencers in businesses and public-sector organizations. The attributes with innovation, planning and collaboration must be measured. The importance of customers must be assessed by reviewing the profitability. A customer-centric company wanting to hear the voice of each customer must first develop a frame of reference to ensure that their listening can indeed lead to deeper relationships (Kang 2016). References Kang, D., 2016. Turning inside out: perceived internal branding in customer-firm relationship building. Journal of Services Marketing, 30(4), pp.462-475. Williams, P., Ashill, N., Naumann, E. and Jackson, E., 2015. Relationship quality and satisfaction: Customer-perceived success factors for on-time projects. International Journal of Project Management, 33(8), pp.1836-1850. Medler-Liraz, H., 2016. The role of service relationships in employees and customers emotional behavior, and customer-related outcomes.Journal of Services Marketing, 30(4), pp.437-448. Mende, M., Bolton, R. and Bitner, M., 2013. Decoding CustomerFirm Relationships: How Attachment Styles Help Explain Customers' Preferences for Closeness, Repurchase Intentions, and Changes in Relationship Breadth.Journal of Marketing Research, 50(1), pp.125-142. Kotler, P. and Armstrong, G., 2014.Principles of marketing. Upper Saddle River, N.J.: Pearson Prentice Hall. Tsimonis, G. and Dimitriadis, S., 2014. Brand strategies in social media.Marketing Intelligence Planning, 32(3), pp.328-344.