Assignment 4: Southern Company Case Dicie Thompson Dr. Tonya Moore HRM 522 Sunday, June 2, 2013 Southern Company is an electric utility serving 4.4 million customers in the southeastern United States. Southern Company enhanced its succession planning and leadership development processes to ensure a full leadership pipeline to sustain business success. Another point is that Southern Company is historically hired at the entry level and relied on internal promotions rather than external hiring to fill leadership positions. 1. Evaluate the effectiveness of the roles that the strategic leaders played in the formation of the performance management strategy.
At this time the company acknowledged that Fortin was an excellent work with a successful track record for the eight years she had been with the company. On June 1st, 1994 Fortin testified on the union’s behalf at a hearing. She was also was quoted in the paper making a pro union statement. When returning to work she received her very first warning in eight years on the job. She was issued a total of four warnings in the month of June.
We thought that Product Innovation was the most important key success factor along with quality, and global strategy. We didn’t think that cost competitiveness was that important because Nike, Under Armour, and Adidas aren’t a best cost provider in fact they seem to be a differentiated provider. We believed that Under Armour was better than the other companies in product innovation because of all their advanced moisture-wicking fabric. Global strategy was also really important to us because that company has to focus on other countries besides the one that it is in. And with Under Armour struggling with their sales revenue in foreign countries we gave them a nine compared to Nike that we felt was a ten because a lot of their revenue comes from other countries.
I think refining is the most appropriate response in this scenario. The vision and mission have already been established for Listo sytsem. However, the lack of employee training due to the rapid growth of the company and high turnover rate has resulted in low production and poor quality. Refining the company by using the ACHIEVE model to motivate employees is one of the theories that can be used to help the Vision to Performance. Managers need to know what motivates people in their organization.
LDR 600 Full Course-GC Click Link Below To Buy: http://hwcampus.com/shop/ldr-600-full-course-gc/ Or Visit www.hwcampus.com LDR 600 Full Course-GC LDR 600 Leadership Styles and Development LDR 600 GC Week 1 Discussion 1 Identify and discuss the six trait characteristics in the trait approach to leadership. If one does not have these traits, can he or she still be a leader? Explain your position. LDR 600 GC Week 1 Discussion 2 Think of a recent boss you have had. Were they more of a manager or a leader?
Daniel Baker (July 8, 2013). Janice Bryant Howroyd Selected as a Regional Ernst & Young Entrepreneur Of The Year Award recognizes outstanding entrepreneurs who demonstrate excellence. http://www.blackenterprise.com/small-business/janice-bryant-howroyd-award/ 3) Carolyn M. Brown (May 17, 2012). Entrepreneurs Conference: How Janice Bryant Howroyd Built A Billion-Dollar Business: The founder and CEO of the largest minority woman-owned employment agency to share her 7 keys to business success. http://www.blackenterprise.com/small-business/entrepreneurs-conference-how-janice-bryant-howroyd-built-a-billion-dollar-business/ 4) Janice Bryant Howroyd, Chairman and CEO of the ACT-1 Group, to be Honored Along With Six Others as One of LA's Most Influential Business Leaders By the National Association of Women Business Owners - Los Angeles NAWBO-LA.
TABLE OF CONTENTS EXECUTIVE SUMMARY ........................................................................................... 1 INTRODUCTION ........................................................................................................ 3 INVESTIGATION: WHAT WENT WRONG? WHAT COULD HAVE BEEN DONE? . 4 CONCLUSION AND RECOMMENDATION ............................................................ 20 BIBLIOGRAPHY ...................................................................................................... 22 EXECUTIVE SUMMARY The following report is based on a case study of Packard Electrical’s electrical harness manufacturing plant, Rio Bravo IV. Packard Electrical had previously experienced excellent results in the United States based on their traditional operational processes but had failed to impress in the overseas market, serving a different type of customer.
On the other hand, B&D’s major competitors, Milwaukee Electric and Makita (market leader) have better performance in this segment: 10% market share for Milwaukee and 50% market share for Makita. The reason for low market share in this segment is that only consumer segment perceived B&D as a leading brand, but not in Professional-Tradesmen segment which perceived B&D as having poor quality products. Firstly, it is not due to product quality because it has been tested out on its performance, durability and reliability. Secondly, it is not due to awareness because telephone survey had measured that 98% of Professional-Tradesmen segment users know about the brand (Table B). However, only 44% among it thought that B&D is one of the best (Table C) and less than 50% believed that B&D provides high
However, it is widely fulfilled in real world due to its importance and managing change is constantly considered by management theorists, practitioners and business firms.According to Palmer, Dunford& Akin (2009),there are two key images of managing which are management as controlling and management as shaping added to that there are three core images in terms of change outcomes which are intended, partially intended and unintended. Besides,Images of managing change can be divided into six imagesin terms of each image’s activities and capabilities namely director, navigator, caretaker, coach, interpreter and nurturer. This essay will compare and discuss about change manager as director and coach in terms of change management theories. In addition to that this essay will suggest which images will suits the process of managing change in organizations with appropriate ideas. There are five images of managing except director which are coach, navigator, interpreter, caretaker and nurturer.Firstly, coach image is more focus on shaping rather than controlling.
In their study, Cassell et al. (2001) found that few of the owners/managers of SMEs do not believe in the appropriateness and potential of benchmarking because the expected outcomes are not immediate and considerable time and resources are needed for completion of the activity. The survey conducted by Adebanjo et al. (2010) in both LEs and SMEs context reported that the organizations do not use benchmarking due to lack of resources, unavailability of suitable benchmarking partners, lack of understanding and technical knowledge of benchmarking activity, high cost and time duration, inability to assess the benefits of benchmarking, lack of top management interest and support. Panwar et al.