ACER GROUP, CHINA MANUFACTURING AND FDI
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This 3-page paper attempts to answer the question as to whether Acer Group, manufacturer of PCs, should attempt FDI in China. Bibliography lists 3 sources.
Filename: MTacerchin.rtf

Acer's Contemplation of Manufacturing in Canada
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A 7 page paper discussing whether Acer Computer should expand manufacturing operations to include a site in Canada. The company already maintains shipping and repairing facilities, and the proposal is that Acer Canada institute a build-to-order scheme patterned after that of Dell Computer. The year is 1996 and long-term projections already call for the PC industry to suffer certain decline. Superficially, it is not the time to begin manufacturing PCs and expect to be profitable, but the SWOT analysis of the situation indicates that adding manufacturing to current existing operations is a sound and relatively inexpensive move. The paper recommends that Acer add manufacturing to existing Canadian operations. Bibliography lists 1 source.
Filename: KSAcerCan.wps

Achieving “Customer Delight” at Roche Diagnostics
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A 5 page paper discussing a 1999 article outlining the processes that Roche Diagnostics used to increase its share of “very satisfied” customers in an effort to move beyond that classification into “delighted” customers. Roche’s ultimate goal was to increase market share and revenues. The rationale was that not only were “delighted” customers far more likely to be long-term repeat customers, they also were far more likely to recommend Roche to their friends and colleagues, not only increasing Roche’s revenues but also saving the company the expense of developing these customers itself. The initiative paid off: Roche became the fastest-growing division in its industry. Bibliography lists 3 sources.
Filename: KSmgmtCustDelite.rtf

Achieving Effectiveness Through Organizational Behavior and Human Resource Management
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A 10 page paper discussing the influence of these two factors in achieving success in international business. There is a lag time between establishing strategy for the future and arriving at that time that formerly was referred to as “the future.” During that lag time, HRM is obliged to have identified the organization’s workforce’s current position and future needs, and to train for those needs that will be needed in the future. The goal is to develop and maintain a workforce aligned in qualifications and expertise with the organization’s strategic goals. The larger organization needs to have defined precisely what the organization’s strategy will be both at the current time and in the future. HRM must have time to plan and have a direction that it needs to go. Astute organizational behavior combined with effective HRM should result in greater business effectiveness. Bibliography lists 11 sources.
Filename: KSintlOrgHRM.rtf

Achieving Total Quality
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A 5 page paper discussing quality management for both production and services. The current evolution of the principles of Total Quality Management (TQM), total quality is that concept by which the organization uses all resources available to it, builds long-term relationships with both employees and customers, and remains open to ways in which processes can be improved for more efficient operation. Employees are involved and are expected to be; training ensures that their skills remain relevant to the strategic goals of the organization. Teamwork is an integral part, but employees may be organized into work teams or not, depending on the needs of the organization. Bibliography lists 4 sources.
Filename: KSquality.wps