They are not adding additional staff, equipment, or software so spreading the resources out could cause the quality of the existing products to suffer. The current crop of products and services are what made the company successful in the first place, there is no guarantee that the new products will be
Situational Analysis Theresa finds herself in the middle of a difficult decision. She must weigh the options she has by taking into account her internal strengths and weaknesses along with the external opportunities, and threats. This can be done by performing a SWOT analysis. SWOT Analysis Strengths •Previous work experience •Familiarity with product she’s selling •Already knows her target market Weaknesses •No real marketing experience •No market penetration - no plan to acquire new customers •Limited Product Development Opportunities •Add new product line •Market Development •Take position at MetalCoat •Diversification Threats •Competitors taking away customers •Fall behind the competition if she’s not willing to launch the new product line Now that Theresa can compare all of these factors, she can make the decision that will utilize her strengths in the most efficient way while keeping activities involving threats or weaknesses at a minimum. Theresa’s biggest weakness is that she has no market penetration.
2. Problem: CanGo’s performance evaluation process appears to be ineffective with no clear criteria that would help the company, managers and the employee’s progress towards the future. Recommendation: CanGo’s current evaluation system, as presented by Warren, is a great start to developing a fair and productive work environment. The system has to be clear and concise so it benefits the employee, manager and ultimately the company. Although CanGo may have a large number of high performing employees, they need to
The custom made product captivated the attention of the serious runner however her previous supplier went out of business leaving her a more financially risky alternative. Understandably the owner of Runner Supply is concerned with alienating her loyal customers by changing directions too drastically but remaining stagnant with competition moving in could eventually mean closing her doors. Possible Solutions With the serious runner contributing to over half her business, it is imperative that Julie continue to meet this market’s needs. While her sales may have leveled off this is more likely due to the fact that Julie has admittedly stayed the course with little change in
and Akon, O. (2008), “at the refreezing stage, there is a critical focus on reinforcing…the new values, behaviors, and attitudes required for long term operational success.” At the bookshop in Concord, this phase could not be achieved successfully because the employees had no incentive to participate by this stage. Spector (2010) tells us that “ motivation, in this case, refers to the degree to which employees are committed to the achievement of outstanding performance both for themselves and for their company… high motivation creates in employees the capability and willingness to work together to solve problems.” This phase where the new changes are assessed and revised never comes to fruition at Concord. In conclusion, it is imperative that the change agents understand that employee participation builds support for change. Spector (2010) says that “participation in the process of defining problems and designing solutions will help build commitment to the new directions that result from that process.” The bookshop at Concord could have had a different outcome if the board was willing to follow the process of organizational
In the introduction to the book The Diversity Code, author Michelle Johnson (a self-proclaimed “Diversity Diva,” or ‘expert’) explains that, “You can legally comply with the law but still be really, really lousy at promoting diversity in your workplace, whether you are a manager or a regular employee.” (Johnson, 2011) This means that if modern society and the Western culture at large has any hope of conquering the diversity problems in the world today, the effort must come from the people’s own motivation and not be thrust upon them by laws, regulations and
These two were hired due to Simpson’s observation that none of the present supervisors have the training and insight to take on company problems. With the hiring of the two the company they started to suggest ideas that would improve on the company’s performance but after a certain period they began to take things fast which did not sit well on the knowledge of the senior supervisors. The ideas would be better if Rider and Green consulted with the supervisors, they were with the company for a longer time and their knowledge and experience should be involved along with the new ideas Rider and Green
The management lacks policies and visible support for quality standards. Although they have recently hired Hank Kolb to oversee their quality program, which is a good decision, the lack of support from senior management for quality is very apparent. It was evident in launching the Greasex line to gain market share without testing the processes involved in making the product as well as ensuring safety requirements are achieved. They saw quality as only a secondary added value. The personnel department is the first department to be interviewed.
Karen Leary Case Barnarders Woods 10/05/2010 Problem Statement: Karen Leary did not know how to communicate in detail by line item her goals and expectations for the new Taiwanese financial consultant in going into and developing the Taiwanese market. She also failed to obtain the proper education and knowledge of the Taiwanese customs and traditions as it pertains to business so that she could be successful in that market. Analysis: We wanted to start the analysis out by saying that we believe Karen Leary to be a passionate person who is excited about what she does and has proven her self to be a high performer. (On the Social Psychology of Intergroup Leadership) , Karen failed to understand that it is not enough for those seeking leadership to hold great visions of future directions, and it is not enough for them to be able to communicate and manage these visions if no one follows these visions. “For it is only when group members are able to elicit the followership of others that leadership emerges.” Her problem is that she seemed to be driven according to (One More Time), by Intrinsic Motivators and like in Frederick Herzberg’s experiment Karen placed a high value on achievement.
The overall team effort was met with resistance. Nonetheless, they implemented various methods and strategies, inclusive of a campaign, to overcome the obstacles and nay sayers. Justification: This book is an excellent example, by analogy, of how modern day organizations must be ever prepared to adapt to changing market conditions. Just because a business formula was successful in years prior does not guarantee sustaining success into the future. More particularly, as it relates to Human Resources, the book articulates a road map to effectively implement necessary change.