A.G. Lafley had very little time to determine how he would turn around Proctor & Gamble after Durk Jager’s departure. Prior to Jager’s resignation, he introduced an aggressive restructuring program, which was designed to generate bolder innovations and accelerate their global rollout in order to double the company’s sales, and annual earnings growth. Three interdependent global organizations were structured by product category, geography, and business process. The initial reactions to this reorganization were extremely bad. Because of poor results, and sagging employee confidence, Lafley was faced with the decision of returning to the previous organizational structure, or continue using Jager’s new plan.
After graduating in 1960 Welch joined General Electric as a Chemical engineer and worked his way through the ranks to become the Chairman and CEO of GE, making him the eighth and youngest leader. During his 20 year reign of General Electric, one of Americas largest and most well known companies Jack Welch's management skills became almost legendary. His no nonsense leadership style gave him a reputation of being hard, even ruthless, but also fair when making business decisions. Welch had little time for bureaucracy and archaic business ways. If managers didn't change they were replaced
At the time of his appointment, the U.S. economy was in a recession with unemployment at an all-time high. In addition, interest rates were high and the dollar was strong. Despite all these obstacles, Welch stepped into the role of CEO and immediately began implementing changes that he felt would elevate GE to the next level. One of the first tasks was to access the environment of the company and look at ways to improve it. He set his vision for GE by setting the standard that each business unit set the goal of becoming #1, #2 or disengage (fix, sell or close).
As we all know, education industry is like the lifeline and future in a country. If GE could consider this issue, they can do better than ever they did. According to chapter 5 in the text, corporate social responsibility is the corporate duty to create wealth by using means that to avoid harm to, protect, or enhance societal assets and even though Welch made GE the most valuable company in the world, as the CEO, Welch failed to fulfill the duty of social responsibility in some ways. He failed to fulfill that duty because of the following: pollution in the Hudson River, job cuts in the United States, subcontracting with other
For instance, if a manager of a large company worked their way up the corporate ladder through sacrifice and hard work, they would be defined a success compared to those who had an insider to piggy-back them to the top, which is what I consider unsuccessful or a “hollow Success”. Although some may consider success as a goal being reached, or accomplishing the task at hand, however I feel if someone only achieves one successful feature, it doesn’t make them a successful individual. You cannot cut corners on your own aspirations. In addition, satisfaction holds a significant part in the game of success; the key point is
Keith Martin is the CEO of Outsource Inc., a rapidly expanding information services company. He is concerned with the company’s current stock performance compared with the competition. They match up well with the others based on traditional measures like return on equity and earnings per share. However, OSI stock has not increased nearly as much as the other firms. As CEO, Keith is determined to figure out why OSI stock is not performing as expected.
I think that a business leader needs to act and conduct themselves in the best interests of their employees, and clients. This paying of multi million dollars spent on bonus for the executives is a huge ethical dilemma. The tax payers didn’t even get their money back prior the disbursement of the bonuses. This is the type of leadership that is stewardship but with bad unethical decisons As a leader, you can put the needs interests, and goals of others above your own and use your personal gifts to help others achieve their potential. The questionnaire in Leader’s Self: Insight 6.2 enables you to evaluate your leadership approach along the dimensions of authoritarian leadership, participative leadership, stewardship, and servant leadership.
High operating expenses and ineffective management of A/R have led the company to insolvency by demonstrating a quick ratio of 0.38. DECISION CRITERIA * Reduce operating expenses by 6% or more within next year Option 1: Reduce Salaries By 8% Reducing the salaries by 8% might affect the motivation and productivity. But how much of productivity and motivation is linked to financial rewards? Several psychological and economic studies suggest that money does motivate people to work but they also want to “feel autonomous, competent, and related to others.” (Piekema, 2012)Since many of the supervisors have been with the company since it started, it is unlikely they would be willing to leave the company. By the end of 2006, this option will reduce the selling and admin expense from $160m to $148m.
An example of this could be social security benefits. These motivations help the company recruit top level employees and increase their overall productivity. But this can be a trade-off as these benefits and rewards can be costly. Takeaway 2 - Corporate Culture, Human Resources, and Ethics Zappos is a great example of a company that has created a lively atmosphere for their workers through their casual working environment. But another takeaway is that this type of culture is not compatible with many companies.
Summary of Bigger than Enron In 2001, the nation was rocked by the collapse of Enron, a multibillion-dollar corporation that employed thousands of people and had affiliations right up to and including The White House itself. With all of the fraud and mismanagement that took place under the gilded roof of Enron, the question arises as to the involvement of others in the scandal, not the least of who is the firm of Arthur Andersen. In the 1990s, more than 700 U.S. companies were forced to correct misleading financial statements as a result of accounting failures, lapses, or outright fraud. Together with Enron -- the largest corporate bankruptcy in U.S. history -- these failures have cost investors an estimated $200 billion. What went wrong?!