Can you help me with all 3 questions.

  

1. Motivation is a complex issue that is not defined by everyone in the same way. One of the things we know about motivation is that what motivates one employee may not motivate another. Furthermore, people are not only motivated by different things, but different things motivate them at different times. Another way of expressing that is to say that people are motivated to fulfill unmet physical or psychological needs. Equity theory and goal setting theory are two ways that employee motivation may be explained. Describe what you might do in relation to goal setting theory. Describe how your actions might be different with regard to equity theory. Your assignment should be 1-2 pages in length.MAN 1733 Management
Today
Week Five Case Study
SAS
Cary. North Carolina
SAS (pronounced “sass”), which is short for
Statistical Analysis System, began when it set out to create statistical
software to help agricultural researchers who were studying the effects of
soil, seeds, and the weather on crop yields. In 1970, researchers had to write
new computer programs every time they analyzed data. SAS standardized that
process and made it faster. Because the statistics faculty who wrote SAS needed
to generate funds to cover the expiring grant money that paid their salaries,
they started leasing SAS to universities and pharmaceutical companies. By 1976,
they had 100 customers. However, it wasn’t until the first SAS Users Conference
later that year, when 300 people showed up, that they realized their business
opportunity. As you tell people now, that was pretty much the ‘aha” moment.”
From website traffic, to credit cards replacing
cash, to genome sequencing, to sentiment analysis (analyzing every tweet, blog,
and discussion group comment about your company and its products), the amount
of digital data that a company has to go through is increasing at exponential
rates. As a result, 79 percent of Fortune 500 companies use SAS. Shell Oil uses
it to analyze data to predict how long the pumps will run on its North Sea
oil-drilling platforms. Kohl’s department store maximizes profits by using SAS
to analyze which products to mark down for sale. Credit card companies use SAS
to reduce fraud by identifying unusual credit card purchases in real time.
Finally, telecomm companies offer great deals to customers who, via SAS,
they’ve determined are more likely to switch to competitors.
Although SAS has been profitable every year since
inception, there are threats to its highly successful business model. First,
says Gareth Doherty, an industry analyst, “Most organizations aren’t in a
position to be able to leverage some of the sophisticated applications that SAS
offers because the No. 1 constraint when you’re working with a tool this
sophisticated is the user. If you don’t have a rocket scientist sitting behind
the desk, it doesn’t matter what you have running on the desktop.” Second, SAS
products are expensive, starting at $1 million for industry specific products
(i.e., banking or retail), followed by subscription renewals that are 20
percent to 30 percent of the purchase price. Although SAS spends 22 percent of
its revenue on research and development each year, larger firms are buying
business intelligence companies to compete directly with SAS. SAP paid $6.8
billion for Business Objects, and Oracle paid $3.3 billion for Hyperion. The
largest threat may come, however, from IBM, which paid $4.9 billion for Cognos
and $1.2 billion for SPSS. IBM combined those firms into its business analytics
group, which will employ 200 scientists and 4,000 consultants and analysts.
Industry analyst Bill Hostmann says, “It will be a dogfight. SAS has never
faced a competitor like IBM. And I do think IBM sees SAS as a big, fatted cow.”
With competition intensifying, SAS is shortening its
product development cycle from 24 to 36 months to 12 to 18 months. Change like
that can’t be achieved without attracting and retaining a highly motivated
workforce. That’s increasingly difficult with tech job openings up 62 percent
and a 22 percent average turnover rate in the software industry. That’s why
Google gave all of its employees a 10 percent raise and a $1,000 bonus. So, the
first step in maintaining your competitiveness is figuring out what motivates
people to join a SAS. Second, getting people to join SAS is one thing, but how
do you get them to work hard and maximize their efforts? Should you be
egalitarian and pay everyone the same, or should you closely link pay and
performance? Finally, how do you get your most talented managers and software
engineers to stay? Does SAS need to “go public” like its competitors and issue
stock and stock options to its employees? Or are there other ways for SAS to
reward people and remain competitive in the talent market?
If
you were in charge at SAS, what would you do?
Sources:
Jessica Guynn “War heats up
for top Silicon Valley talent” Los
Angeles Times, 10 November 2010, http://articles.latimes.com/2010/nov/10/business/la-fi-silicon-pay-war-20101111 [accessed 23 May 2011]; D. Chow, “For SAS, Asia Presents Risks and Potential,” Wall Street Journal, 21 November 2010, http://online.wsj.com/article/SB10001424052748704170404575623952475539676.html [accessed 4 June, 2011]; M.
Hartley, “Business Software’s ‘Cadillac’; ‘Tough Times are Good Times for
Analytics,’ SAS CEO Jim Goodnight Says,” Financial
Post, 17 July 2010, 3; D. Kaplan, “THE Best Company TO Work For,” Fortune, 8 February 2010, 56-64; R.
Lane, “Pampering the Customers, Pampering the Employees,” Forbes, 14 October 1996, 74-80; S. Lohr, “SAS Tests Its Business
Intelligence; Top Software Company Confronts New Threat from Heavyweight
Rivals,” The International Herald Tribune,
23 November 2009, 16; A. Ricadeloa, “IBM vs. SAS: The Battle over Data Analysis
Software,” BusinessWeek Online, 30
November 2009, http://www.businessweek.com/technology/content/nov2009/tc20091129_192266.htm [accessed 4 June, 2011].2.There is no one best leadership style. Leadership theory helps us understand the different types of leaders and define their characteristics from diverse perspectives.For this assignment: Identify a well-known leader and briefly describe the characteristics that best differentiate him/her from others. Apply Fiedler’s contingency theory, path-goal theory, normative decision theory and visionary leadership to this leader’s style. Determine which theory best describes the leader you identified. Your assignment should be 1-2 pages in length.3.A career portfolio is a collection of work designed to highlight your abilities and qualifications. Now that you have majority of the essential elements of a powerful career portfolio completed review and implement the necessary changes from your instructor’s feedback on your individual work assignments Weeks One through Nine into one document and include the additional contents listed below.The final version of your career portfolio should include the following components:1) Statement of Originality and Confidentiality (Tip: Use the “Stmt of originality.doc” template) 2) Your Work Philosophy (Tip: Use the “Work philosophy and goals.doc” template ) 3) A Personal Assessment (Week 1 – Individual Work)4) A Resume (Week 4 – Individual Work)5) A Cover Letter (Week 3 – Individual Work)6) Reference Letters (Week 6 – Individual Work) Note: In an actual portfolio, you would use Letters of Recommendation written by others and not yourself.Optional:7) Your Awards and Accomplishments 8) Work Samples9) Any other items you feel will help you get the job you are applying for.Additional Notes: You need to include any changes recommended by your instructor based on the weekly feedback on your previously submitted work.The completed assignment should be at least six to nine pages.

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