• Willingness to travel and work in a global team of professionals. • Proven ability to meet corporate goals and sales quotas. • Customer focused and results oriented. After careful and strategic planning of our new sales endeavor and implementing our new vision for our sales representatives; the executive management team has collectively decided to utilize our current merged pool of talent to commence our new sales team. After much discussion and careful consideration; the newly formed sales team will be led by Jim Martin, Vice President of Sales.
We understand and are open to differences and will deal with disagreements peacefully and productively. We are considerate and courteous in all the actions that we do for company x. 3. Responsibility- We have a responsibility to be accountable for our actions and expect the same in return. We understand that actions create certain consequences and are consistent with good judgment and accountability.
Global Electronics Case Analysis Background Global Electronics, Inc. (GEI) is a large manufacturer offering both semiconductors and various circuits for signal processing and power-control applications. Its products are widely used in automotive, computer, and electronics industries. With 4000 employees, GEI has several factories located in different cities in USA. GEI has two primary phases in manufacturing process. The fabrication phases and the assembly and test phase consist of their own procedures.
Eventually, he got frustrated with Jobs’s management with the Macintosh division because of the sluggish sales. Scully and Apple’s board stripped Jobs of all power in May of 1985. In September of that year, Jobs resigned (Isaacson 41). While he was gone, Jobs founded a new computer company, NeXT, and it was very Jobs-like. It was a sleek black cube packed with innovations.
Concord Bookshop Paper Monica Wilson HCS/587 January 14, 2013 Dr. Sonnia Oliva Concord Bookshop Paper I would like to present the caase of a Concord area bookshop where organizational change goes wrong on many levels for a number of the stakeholders; i.e., store employees and some members of management. Spector (2010) points out that the board of the 64 year old institution decided to hire a new general manager, in effect causing de facto demotions. The workers wanted to meet with the owners to discuss the issues but the owners declined. They opted instead to move forward with their planned change, minus any employee input. The proposed change caused a number of employees to resign and many in the community to voice their outrage.
Abstract In 1990 Siemens AG merged with Nixdorf Computer to form Siemens Nixdorf Informationssysteme (SNI). SNI faced major challenges in becoming profitable after the merger. Decision making mainly trickled down from executives. The company was also not exploiting growing markets. These factors resulted in a failure to be profitable all four years since the merger.
Especially three main customers announced bankruptcy during this period. Moreover, the main supplier’s foam gave off bad smell after being incorporated in Simmons product. Finally, he employees lack team spirit, people skills and communication skills (both at a horizontal as well as vertical level). Since Charlie Eitel was hired as CEO, his goal is to make the company a place where people like to work and with whom customers like to deal with. He made effort on product innovation, reorganized the management, and focused on customers’ needs.
Faslane change was very successful and the evidence for this s is that they would become the home base ,not just for nuclear submarines but for the entire UK submarines fleet. They did many things and made many changes that helped them to succeed. The most important ones are: -they changed the mindset of employees to see their job as to deliver with the minimum possible spend , - they focussed on delivering services to the customer,- reduced bureaucracy , -cut the management layers from 7 to 4, - implemented all the low changes upfront because they are easy, -changed the structure, -understood who they need to have as allies, - they did a lot of work upfront with two local councils because the base represents 9.5%of employment in the area, - encouraged team work, -implemented no personal profit strategy, aligned workforce around common objectives, encourage open discussions with workforce to find out their views (e.g. the event in the tent)... 2.From this case study we can learn how to implement changes effectively , how to run the company successfully and what the primary objectives of every company and every employees should be. 3.their strategic leadership approach compared with Lynch’s model : they developed and communicated the organisation’s purpose by encouraging open discussions, for example they held ‘the event in the tent’ session, they changed the mindset of employees , they clearly explained them what are the company’s objectives .
Closing Case - Jumpin’ Jack Flash What management skills did Jack demonstrate as a marketing manager at the travel products company? What management skills did he demonstrate as a VP at the consumer products firm? As a marketing manager at the travel products company, Jack was able to demonstrate a couple management skills that aided in his success at the company. By devoting energy and creativity to come up with a new product, he was able to show his ability to plan, determine courses of action, organize, and lead. His technical, conceptual, diagnostic, and decision making skills also helped him in coming up with the new product.
His strategy was to "fix, sell or close", for example, when Welch took charge of the company his objective was to fix the problems delaying GE from operating to its fullest potential, sell the company if it is more of a liability than an asset, or close the organization and start from scratch. Mr. Welch entered the organization insisting that GE needed to become more “lean and agile” resulting in a 50% reduction in the staff which consisted of the deadweight or low-performers that were unproductive or unprofitable. Unfortunately, Welch came into the realization that his current management staff was unable to lead the corporation to success, therefore he proceeded with organizational downsizing. In essence, Welch's methods were extremely effective and his decision to downsize has given GE increased levels of profitability and an increase in sales revenue. He also redefined the budgeting process of the company by evaluating external competitive criteria like looking at sales in market share or if they had