ABC ABM Softwares

There are various ABC/ABM softwares used in the wholesale industry. The most popular software seems to be produced by SAP. SAP makes softwares for many industries, but publishes a software product designed specifically for companies engaged in wholesale distribution. The software includes modules to help managers with some of the most important functions of wholesaling business: planning, procurement, warehouse management, sales order management, and business analytics.1XX
According to a white paper by Roger K. Harvey, D.B.A, SAP’s main competitors are Acorn Systems, Inc., ICMS, Inc., and ABC Technologies, Inc., who produce QuickABC, CMS-PC 4.0, and EasyABC Plus softwares, respectively.2XX These companies have manufactured softwares specifically for the wholesale distribution industry. Features of these programs are similar to that of SAP’s program, because the basic operating functions of wholesale companies are the same across the industry. Naturally, the interfaces of these programs vary, but some underlying operating technologies do as well. QuickABC, by Acorn Systems, Inc., is a piece of software built using Microsoft’s SQL database language.3XX It’s efficient functioning has allowed SYSCO, one of Acorn Systems’ clients, and one of the largest wholesale distributors in the United States, to realize true bottom-line improvement.4XX This example epitomizes the goal of ABC software implementation in the wholesale industry: profit improvement.









1XX citation: "SAP United States - SAP for Wholesale Distribution: Solutions for The Challenges You Face Every Business Day." SAP United States - Business Management Software Solutions Applications and Services. Web. 19 Nov. 2009. .

2XX citation: Harvey, Roger K. "New Technologies for Activity-Based Costing and Customer/Product-Line Profitability Analysis." Business Intelligence Services for Wholesale Distributors. Value Associates, Ltd. Web. 19 Nov. 2009. .

3XX citation: Acorn Uses Microsoft Technologies to Drive Profit Improvement. Rep. no. 098-108038. Microsoft Corporation. Web. 18 Nov. 2009. .

4XX citation: Ibid.

Company Assessment Outline

1. Intro - < ¼ pg.
o Define performance management

2. Outline Performance Management System - 2-3 pgs.
o Goal setting
• who sets goals/promotes goals
• are goals ‘performance outcome’ or ‘learning’
• are goals SMART
• how goals are promoted
o Feedback
• who provides feedback
• is feedback ‘instructional’ or ‘motivational;’ or both
• is feedback ‘objective’
• is 360-degree feedback present
• how do USITC employees typically respond to feedback
o Organization Reward System
• types of rewards
• extrinsic or intrinsic; or both
• reward distribution criteria
• desired outcome of the reward system
• do managers lead for: ‘meaningfulness’ vs. ‘choice’ vs. ‘competence’ vs. ‘progress;’ or a combination of these
• actual outcome of the reward system
• does it motivate employees
• does it attract talent

Management Issue, Motivation 2

It seems that Mary Jo’s problem is one of laziness and a lack of motivation. Therefore, Adam’s Equity Theory of Motivation should not come into play, as negative and positive inequities are not an issue. As her manager, Roberta is partially responsible for motivating Mary Jo to perform well and holding her to the same standards as all other employees. I would suggest four courses of action for Roberta in this case, as summarized below, and per the motivation theories outlined in the course text:
1) Roberta must set clear, quantitative, and measurable goals for Mary Jo to strive to attain. Making clear what Mary Jo is to accomplish may help her feel more objective about her work.
2) Roberta could adjust Mary Jo’s job design, altering the content or process of her job in a way that would hopefully lead to increased job satisfaction and greater performance.
3) Roberta has the option of employing job enrichment, in an attempt to give Mary Jo more responsibility and more stimulating work, and, as appropriate, recognition and job advancement.
4) Lastly, Roberta could remind Mary Jo of the financial benefits that her job provides her, and how it helps support her baby daughter. This appeal to intrinsic motivation could lead Mary Jo to better performance. Positive feelings generated by better performance and remembering what she’s working for, could make Mary Jo a consistently more motivated employee.

Roberta Encounters a Perceived Inequity

The type of conflict present here is relationship conflict. There is a strongly negative environment here created by a high level of discontent between Kent and his coworkers, and Mary Jo. Coworkers expect Mary Jo to only take personal sick days off when she herself is actually sick. Because Mary Jo takes advantage of Roberta by skirting this rule, the disconnect between what Mary Jo’s coworkers expect of her and how she actually behaves is creating a pinch. There is also a bit of value conflict here. Mary Jo clearly values the health of her daughter more than her job, and it is angering her coworkers.

I believe that Roberta has handled this situation appropriately. She attempted to calm down her angry worker, and told him how much his hard work around the office is noticed and appreciated. Roberta’s next step, now that this issue has been brought to her attention, is to investigate the accusations that Kent has made. This investigation could be accomplished by interviewing other employees, and by talking to Mary Jo directly. Once the informational inquiry has been completed, Roberta can take any necessary action to reprimand or terminate Mary Jo.

Management Issue, Motivation

It seems that Mary Jo’s problem is one of laziness and a lack of motivation. Therefore, Adam’s Equity Theory of Motivation should not come into play, as negative and positive inequities are not an issue. As her manager, Roberta is partially responsible for motivating Mary Jo to perform well and holding her to the same standards as all other employees. I would suggest four courses of action for Roberta in this case, as summarized below, and per the motivation theories outlined in the course text:
1) Roberta must set clear, quantitative, and measurable goals for Mary Jo to strive to attain. Making clear what Mary Jo is to accomplish may help her feel more objective about her work.
2) Roberta could adjust Mary Jo’s job design, altering the content or process of her job in a way that would hopefully lead to increased job satisfaction and greater performance.
3) Roberta has the option of employing job enrichment, in an attempt to give Mary Jo more responsibility and more stimulating work, and, as appropriate, recognition and job advancement.
4) Lastly, Roberta could remind Mary Jo of the financial benefits that her job provides her, and how it helps support her baby daughter. This appeal to intrinsic motivation could lead Mary Jo to better performance. Positive feelings generated by better performance and remembering what she’s working for, could make Mary Jo a consistently more motivated employee.