Believing that tighter coordination among the divisions of her company was necessary, she created the post of general manager a year ago and hired Don Henson, an experienced accountant, to fill it. Things have not worked out well, however, and she is now seeking your advice. After studying the situation, you have come up with the following information. Write her a report -- accompanied by a letter of transmittal -- advising her about what to do now. -------- When Don Henson came to Mountainside Industries a year ago, he understood that his assignment was to bring about tighter coordination among its four divisions.
In groups of three or four, make a list of possible reasons that the actual ending inventory might not agree with the ending inventory according to a computer system. Jason Tierro, an inventory Jason Tierro, an inventory clerk at Lexmar Company, is responsible for taking a physical count of the goods on hand at the end of the year. He has been performing this duty for several years. This year, Jason was very busy due to a shortage of personnel at the company, so he decided to just estimate the amount of ending inventory instead of doing an accurate count. He reasoned that he could come very close to the true amount because of his past experience working with inventory.
A recent economic downturn has seriously affected the auto industry and your company, as well. Your company has merged with two other brake component companies in an effort to gain production efficiencies and lower unit costs. You are the lead HR person for the new entity. Based on your analysis of the three previous executive compensation approaches, you have decided with board approval to redesign the executive compensation for the new combined organization. Describe the components of an executive compensation plan.
In the early 2000’s, the MSCC, became the most powerful advocacy organization for the business community under the new leadership of President Jack Wallingford. As the growing demands of members and employees were increasing, the MidSouth Chamber of Commerce (MSCC) has decided to update its computing systems. The management then decided to consolidate their systems to AS/400 based system called UNITRAK. Ted Vassici has supported the systems for a significant period before Simon Kovecki was hired by MidSouth Chamber of Commerce (MSCC). Simon Kovecki was in charge of implementing this new system, but he ended up with failure that left MidSouth Chamber of Commerce (MSCC) with lost data on the old systems, and an inoperable UNITRAK system.
He has re-clarified GE’s corporate values, redesigned GE’s strategy, and also dissolved some of GE’s businesses, all while creating new jobs in manufacturing at the same time (Heifetz & Laurie, 2002). Throughout his tenure as CEO, Immelt has promoted change within GE as a transformation leader by successfully navigating through the first seven stages of change as outlined in the HBR article: Leading Change. Step 1: Establish a Sense of Urgency When Immelt was appointed as CEO in 2001, he immediately established a sense of urgency among his employees to foster growth from within and across all businesses. As a strategic, innovative, and entrepreneurial leader, Immelt pushed his employees from day 1 launching an “…all-out effort to make GE as renowned for innovation and organic growth as it was for operational excellence – the hallmark of his predecessor, Jack Welch” (Prokesch, 2009). He also “…ushered in a strategy fueled by technology, innovation, global markets, and strong customer ties” (Comstock, Gulati, & Liguori, 2010).
(CCS 1) In the face of a changing business landscape in the metal can industry, William J. Avery, Crown’s new CEO, had planned on revising his forerunner, John Connelly’s business strategy. Suppliers and customers of can makers were beginning to integrate into can makers themselves, which was redefining the metal industry. Under Connelly, Crown attained success over three decades due to Connelly’s strict strategies, which emphasized cost efficiency, quality and customer service. Avery was trying to determine whether or not to break with tradition or expand Crown’s product line due to the changing nature of the metal can industry landscape and/or participate in the supplier and customer consolidation that had become traditional in the metal can business. In order to understand how the industry is changing, the company first look at the forces involved and trends that are emerging.
Check-in service times were exceeding the company standard of three minutes or less, so a team was assembled to determine the best solution. Again, the Six Sigma DMAIC model was employed. Top-Down Commitment: The Six Sigma initiative is supported from the top of the organization down. Implementation of such a program is not inexpensive, with well-paid managers deployed throughout all regions of North America, and internal training programs to grow “Green Belts” (departmental managers seeking to build their own skill sets) into Black Belts. There also is a commitment throughout all brands (Sheraton, Westin, W, Four Points, etc.
Over the past three decades, interest in these behaviors has increased substantially. Organizational behavior has been linked to overall organizational effectiveness, thus these types of employee behaviors have important consequences in the workplace. OCB is a relatively new concept in performance analysis but it represents a very old human conduct of voluntary action and mutual aid with no request for pay or formal rewards in return. The concept was first introduced in the mid-1980s by Dennis Organ (generally considered as the father of OCB) and theory on in this area has expanded rapidly in the following years. This paper focuses on clearly defining the relationship between organizational effectiveness and OCB.
Structure: Deutsche bank, being a very old bank that has evolved has seen a change in their structure many times throughout their history. In order to evolve and globalize their change in structure has made them current with modern day society and a stronger force amongst their competitors. Deutsche bank diversifies its activities into three group divisions: Corporate & Investment Bank (CIB); Private Clients and Asset Management (PCAM), and Corporate Investments (CI). Group divisions: Deutsche bank has compartmentalized their banks to be able to monitor business and performance more closely, when globalizing, Deutsche Bank headquarters realized that it would be nearly impossible to monitor all these new deutsche bank locations; they sought out to create a structure that can be implemented in each deutsche bank location. Deutsche bank is diversified into three group divisions, which are Corporate and investment banking, Private clients and Asset Management, and Corporate investments.
To ensure that these principles were being properly executed, Mattel hired S. Prakash Sethi. His role was to carry out independent audits to assure compliance with these standards. These audits were conducted at least once every three years. Over the years, these audits have contributed to the dismissal of several dozen suppliers for noncompliance and numerous changes in its plants. When Mattel, in July 2007, learned of the problems of lead paint in their product and magnets that could be swallowed by children causing serious health issues, they acted quickly by issuing voluntary recalls one after another starting on August 1, 2007.