Week 9 Case Analysis Utiliscan’s By: Tenika Carroll Wednesday March 3, 2010 Dr. Kimberly Scanlan Utiliscan has experienced a growth rate in company business. The HR director and the company CEO’s have been having a very hard time trying to find experienced employees and also address the current issues within the Utiliscan. So Paul the current Director of HR has just learned of a new opportunity and has decided to leave the company, but before he left he conducted a survey on some of the employee concerns. Once the survey was completed, Paul was asked to complete a conceptual plan that would address the employees concerns and stay within the companies’ budget. Throughout the case analysis Paul will address each of the employees
1. I believe that Charles Tollison was not qualified for the partnership position even with his knowledge and ethics. Tollison had many things going for him, in the case it states that people would turn to him if they were threatened with a difficult situation. Along with being the “go-to” person, Tollison has put in the hours for the firm while making sacrifices in his personal life. The main reason that he probably got passed over for the promotion because at the end of the day his client list could not compare to those of his colleagues.
As it continued to expand, it was vital that the company was running smoothly and they were advertising it properly. Because the company was structured, it meant that the employees knew what was expected of them and the work was divided between them. When the business was in its early stages, the employees would have had to report back to the owners telling them about customer needs and preferences then the owners would have acted upon it after doing their own research. At the time there wouldn't have been specific managers. The expansion and success is apparent, Tesco have thousands of employees who are working for them; they even have a team of employees to simply market the company.
That's why it's so important to have in place strong leadership which identifies for the organization. Every major endeavor in an organization requires a champion in the upper ranks of an organization in order to be successful. It is very difficult to gain a champion if you cannot show an immediate improvement to the bottom line. For example, suppose the manager of a nationwide network of distributors devises an entirely new distributor campaign that adds a little fun, energy, and excitement to the distribution channel (which had become tedious, boring, and humdrum). Even if distributor feedback shows an overwhelming positive response from both internal employees and distributors, and even if the budget covers all expenses, it might never get off the ground because, when it gets to the President’s desk, he might very well decide that that money could be better spent elsewhere in the company.
STRATEGIC RECRUITMENT Ryan Kerstetter GB540-03N December 2, 2014 Strategic Recruitment Introduction: A Competition for Talent Top-level talent acquisition is vital to the success and sustainability of all businesses today. Employee recruitment is no longer to the boundaries of the town, city or community, in which, a firm operates or has an office. Every facet of business has become globalized, and because of this, companies are able and many often chose to recruit both domestically and internationally. Describing the talent acquisition market as competitive does not do it justice. Finding the right person to fill a position, and ensuring that their personality, experience, and attitude align with a firm’s vision, mission and goals is often akin to war.
[pic] MEMORANDUM To: TMCI Partners, Employees, and Associates From: 122000167 Date: December 14, 2011 Team, I’m sure that the tough economic times and even tougher realities of our business sector are no secret to anyone in the TMC family. After implementing several measures designed to make TMC more financially viable, it became apparent that we would have to streamline our workforce if we were going to remain competitive. No one from this leadership team was excited about reducing faces from the TMC family. However, in an effort to keep the company healthy and maintain jobs for as many employees as possible, we made the decision to reduce positions in every division. Because force reductions like we had this week are
An idea developed from an employee, and allowed by management to make the idea a reality. This culture proved to generate cutting edge ideas ahead of their competition. It wasn't until recently that management noticed signs of slowing growth. It appeared that this entrepreneurial spirit was causing the company to be slow to market with some of their products. The board of MediSys felt pressure from competitors who had moved into the industry; they decided to make some changes.
Proctor and Gamble is a consumer products company that relies on continues demand for its brands and products. To achieve business goal P&G develop and sell products that appeal to consumers and retail trade customers. P&G’s continued success is dependent on leading-edge innovation with respect to both products and operations and on the continued positive reputation of its brands. P&G operates in an increasingly volatile economic environment with high levels of competition activity. To address these challenges P&G respond to competitive factors, including pricing, promotion and innovations.
Organization – This is a very strong company who could stand alone in most communities. Its longevity proves that it has the capability to maintain its value, make strides that will widened its rarity and prevent competitors from gaining a lead in the steel business. Their tangible and intangible resources are very strong, yet there are areas in which they could benefit and provide a stronger service/product. Financially Nucor has lost ground over the past decade, financial advisors are in place to work on the strategic planning to forecast growth by cutting cost and enhancing the Patricia Webster Clark Week 2: VRIO Analysis marketing/sales. Their trend is to go global.
However, the CEO also felt that the company had lost its way and had no clear idea of what it stood for (c.f. “who it was”) and what products it should offer. It was further clear to him, and to everyone, that changes were needed. In early 2004, they had formulated a new strategy (and presumably this was far from being tested and proven as a means to “turn the ship around”. That plan dealt with: (i) the financial situation (improving cash flow and eliminating debt etc) by selling off non-core assets, reducing operational complexity and outsourcing some manufacturing elements; (ii) Increasing profit margins, by revitalizing product lines, made harder by the need to cut costs.