Financial Outcome: Expansions will have negative financial affect Target’s revenues have increased steadily over the past five years, rising to $65.4 billion in 2009. Despite positive indicators of growth, other retail chains still pose a serious threat, and Target struggles to maintain competitive advantage. From a positive standpoint, Target is intensifying the vision to provide users with superior products by expanding existing stores and continuously incorporating new merchandise. Target’s expansion will likely prove positive for the corporation, but the possibility exists that the expansion will hurt Target due to the large price paid for the expansions (approximately $1 billion) combined with the current unstable economic conditions. The retail industry is dependent on consumer spending. Target’s history of having a higher and less stable debt to equity ratio indicates that it may suffer during troubling economic conditions.
Financial Outcome: Website will bring global expansion for growth in sales
All of Target’s stores are located within the United States. This limits sales opportunities for the corporation, and this is why Target has plans to expand mobile and online capabilities for shoppers as well as examining possibilities for international store expansion. Target already proved successful at this by opening stores in Hawaii and Alaska, outside the contiguous states. Target has always been a leader when it comes to innovative products. Target’s website is one area where creativity and innovation could be utilized. Target’s website as of now appears cluttered and navigation can be troublesome. Further development of the website would allow for greater control over the company image. Also, website statistics could be manipulated into usable information for the company. This would certainly deliver profitable market share growth in the upcoming years.
Financial Outcome: No increase or decrease in sales
Target’s main marketing strategy is differentiation. Target offers more upscale products than many of its competitors yet still offers reasonable prices. Target’s advertising slogan, “expect more, pay less” entices customers to shop for quality and stylish items while still paying reasonable prices. Target offers a more pleasant shopping experience than many of its competitors with shorter checkout lines and nicer restrooms. The company is reaching more upscale clientele with product launches from fashion designers such as Jean Paul Gaultier. Since March 2009, when the market rebound began, Target’s stock has risen 138% in 13 months.
These investments, if successful, can result to significant improvement in the company’s financial results over time. On the other hand, if they fail, then the impact on the financial statements would be more immediate. This means that the equipment and other expenditures capitalized without alternative uses and value to the organization have to be written off as failures. I believe that Target’s success will continue as long as the market is able to maintain stability. When people lose confidence in the market again, they will likely choose the retail stores with the lowest prices.
Wear And Appearance Of Military Uniform
The United States Army places great importance on maintaining a neat and orderly appearance, which includes ensuring that no objects protrude from pockets. This is done to ensure uniformity among soldiers and to avoid drawing attention. It is crucial for soldiers to present themselves as a cohesive group rather than standing out due to personal differences. The idea of unity and collaboration can also be seen in various sports teams like basketball, football, soccer, lacrosse, softball, baseball, wrestling, and even chess teams.
Unity and togetherness are crucial in the armed forces due to their duties. When soldiers from various branches, such as the army, marines, navy, and air force, are deployed to the battlefield, it is essential for them to display unity. One method they use to accomplish this is by wearing identical uniforms. Without this cohesion, it would be impractical to expect them to effectively fight and win battles for their country. Consequently, the United States Army has implemented dress and appearance regulations for soldiers outlined in army regulation 600-1 that apply to all situations.
As a female serving in the United States Army, I have recently been introduced to Army Regulation 600-1 at the recommendation of my sergeants. This regulation outlines the permissible grooming practices for women in the U.S. Army, as well as what is considered improper or commonly viewed as such. My aim is for this information to ensure that I am in compliance as a private in the U.S. Army. Both male and female soldiers are prohibited from having trendy shaved heads with patterns. Additionally, females are not allowed to have excessive volume in their hair, even if it is their natural fullness.
Having some of the bulk removed is necessary for her to maintain a tidy and professional appearance, which is crucial in the Army where high standards are expected and enforced. Flyaways are an example of an unkempt appearance that should be avoided. It is important for female soldiers to keep their hair neatly groomed and prevent it from matting, which includes hairstyles such as dreadlocks and twists obtained at salons. Additionally, female soldiers must ensure that their hair does not exceed the edge of their collars when wearing the Army Combat Uniform. It is also not acceptable for a female soldier to have uneven or trendy haircuts.
Regardless of whether in uniform or civilian clothes, a female soldier in the United States Army must maintain a neat and balanced appearance. This includes adhering to the guidelines outlined in Army Regulation 600-1 for permissible hair styles. Females are permitted to wear braids in a traditional, conventional, or moderate fashion, with the caveat that the braids should be tidy and not extend beyond the collar’s lower edge. Additionally, hair ties used to secure buns should not be brightly colored, excessive, or attention-grabbing so as to divert focus from the uniform.
Females are permitted to tie their hair in a bun only if it extends below the collar. This rule applies even if a female is using a wig, extension, or braids. These hair additions should adhere to the rules and resemble the individual’s natural hair. The hairstyles of females should not disrupt the correct usage of military equipment. If a female cannot put on her ACH due to an excessively bulky hairstyle, it could pose a significant risk to her health. Hair ties are only permitted for holding hair in place.
Hair ties should only be used to mimic the color and appearance of a person’s hair, and should not be used as a fashion accessory. Acceptable hair ties should be monotone in color or clear, with no other authorized colors. Examples of hair ties that do not meet regulations include large or lacy scrunchies, beads, bows, claw clips, pins, barrettes with butterflies, flowers, sparkles, gems, or scalloped edges, as well as bows. These are the approved standards for female hair styling in the United States Army.
Conflict At Walt Disney – Case Study
Within every organization there is some type of conflict, whether the conflict is personal, organizational or emotional. But the key is to manage the conflict so as to not hinder the profitability, functionality or public image of the company so that it is viable competitively. In the case of the Walt Disney Company, although the company had conflict within the organization, this did not hinder its competitiveness.
The company still was able to compete, even with the public knowledge of its conflict with the company’s owner Michael Eisner. What is important to understand about conflict is that there are several types of conflict, there are different stages of conflict and conflict can be managed or resolved. Types of Conflict “Conflict can be functional or dysfunctional in terms of how it affects a company”, according to the authors of Organizational Behavior and Management (Ivancevich, Kinopaske, & Matteson, 2011).
The authors also define functional conflict as a confrontation between groups that enhances and benefits the organizations performance, while dysfunctional conflict is a confrontation or interaction between groups that harms the organization or hinders the achievement or organizational goals (Ivancevich, 2011). The specific conflict at the Walt Disney Company between Michal Eisner and Weinstein brothers as well as Steve Jobs fall within both these categories.
For example, according to an article written in Fortune , “The feuding with the Wienstein brothers and Eisner cost the Disney franchise $100 million dollars, the Miramax franachise owned by the brothers is estimated to be worth $2 billion dollars; This is a good deal for Disney” (Sellers, 2005). Although, the conflict was public in its nature and cost the company money; which defines dysfunctional conflict, the conflict between the brothers and Eisner over finances, still was able to enhance the portfolio of the Disney company; making this a functional conflict concept as well.
In fact “Functional conflict can lead to increased awareness of problems that need to be addressed, result in broader and more productive searches for solutions, and generelly facillitate positve change”(Ivancevich, 2011). For example, with Miramax added to Disney’s long list of acquistions, this enabled them to move into the Independent Film Industry, which was a change of pace from what the Disney Company is known for. In the long run, this public fued, along with the one involving Steve Jobs, gave the Disney Company a chance the address the concerns of its CEO’s abrasiveness with others. Conflict with Steve Jobs.
The feud with Michael Eisner and Steve Jobs was also a public one. It also falls within both functional and and dysfunctional conflict. Even though the conflict was a of very public nature and almost cost Disney its business relationship with Steve Jobs, which by definition makes this conflict a dysfunctional one; this conflict can also be considered a functional one as well. The Disney Company’s acquisition of Pixar from Steve Jobs was beneficial financially to Disney. According to Sellers, “Pixar, by feeding Disney an uninterrupted string of animated hits, provides 15% to 30% of the studio’s operating income annually” (Sellers, 2005).
Stages of Conflict Normally there are several stages of conflict individuals pass through when dealing with intergrop conflict; percieved conflict, felt conflict and manifest conflict. In the feud between Michael Eisner and Steve Jobs the stage that best describes their conflict level would be felt conflict. Felt conflict involves emotion, and usually manifested by anxiety, tension, or hostility. Steve perceived that Michael insulted him and his Apple company by making accusations of piracy.
Steve moved into the felt stage of conflict when he felt insulted and did not forgive Michael for his public comments, so much so that he threatened to not renew the partnership between the two of them with Disney-Pixar. But the good news is that in order to move to a resolution conflict, according to Ivancevich, “All parties to a conflict need to experience both perceived and felt conflict to be sufficiently motivated to attempt resolution” (Ivancevich, 2011). Conflict Resolution Managing conflict for organizations is very important in maintaining business relationships, especially ones that are profitable like that of Disney-Pixar.
At the helm of the Walt Disney Company during the begging and end of these feuds was Michael Eisner and Bob Iger. Even though Michael Eisner is the one responsible for the conflict with Disney and Pixar, he should be equally responsible for trying to fix the damaged relationship. When trying to manage conflict there are several approaches that can be taken to resolve the conflict at hand: dominating, accommodating, problem solving, avoiding and compromising. Eisner’s Style. Michael’s style of conflict resolution can be described as dominating.
The dominating approach to conflict resolution involves using its power over the individual to force them into a resolution that is only beneficial to their interests. Being that Eisner has held some sort of power over the parties involved, such as controlling budgets of the involved parties or having a hierarchical position within the company, such as the CEO, he uses this type of approach to solve resolutions. Iger’s Style. Bog Iger’s conflict resolutions style can be described as problem-solving. Problem solving involves resolving conflict by placing focus on both parties concerns.
For example,When he took over as CEO of Disney, he reached out to repair the relationship between the Weinstein brothers. He recognized that the this particular relationship would be only helpful to the company in the long run, so he decided to find a solution to the problem for the financial benefit of the company. He was also a problem solver when he repaired the relationship with Steve Jobs. This enabled the Walt Disney Company to be able to buy Pixar while adding Steve to the Board of Directors for the Walt Disney company. Iger’s approach to conflict resolution only enhanced the business relationship with that others.
Competitively, Iger has positioned the company to reap benefits that other companies can’t attain in this economic downturn of today. Conclusion Throughout the conflicts between Walt Disney Company and the Weinman Brothers and Steve Jobs, the company has had two CEO’s: Michael Eisner and Bob Iger. While Eisner’s management style was a bit more abrasive than that of Iger, both Executives were able to move the Disney corporation into ventures that were profitable while still maintaining a competitive edge in the business. Being able to manage conflict is important for a business to be successful and competitive in today’s market.
Understanding the types of conflict, stages of conflict and approaches used in conflict management is a useful tool to have upper and middle management utilize in getting a company back on track to the everyday functions of the company.
Ivancevich, J. M. , Kinopaske, R. , & Matteson, M. T. (2011). Organizational Behavior and Managerment. New York: McGraw-Hill. Sellers, P. (2005, March 21). Fortune. Retrieved February 12, 2011, from CNN. Money: http://money. cnn. com/magazines/fortune/fortune_archive/2005/03/21/8254816/index. htm