1. Personality, agenda’s, expectations, and working styles: a. Thomas Green i. Charismatic ii. Knows how to effectively sell to clients face-to-face but does not support his arguments with data iii. After being recruited to Dynamic Displays, he wanted to climb the managerial ladder fairly quickly. iv.
For example; operations such as drug raids are planned democratically beforehand, but when the plan is put into practice or action the leader will be authoritarian as there is no time for discussion. Authoritarian leaders maintain order and discipline, making this style effective. The style also makes decision making and arrangement quick and efficient, and helps large scale co-ordination. The down side to using this leadership type is that the team don’t develop initiative and less responsibility for their actions as they rely on the leader. There is usually a low staff morale, meaning poor performance and high staff turnover.
The IT team had the business team so confused during the meeting that they eventually just tuned out and IT never actually got to talking about how the new technology could be used for marketing and why it was a good idea. The next issue is the lack of integration between IT and business. Not only do they have problems communicating the points they are trying to get across in language that can be easily understood, but the business end feels as though IT does not know how to meet their goals. A good example of this is on page 76 where it is discussed that “IT people don’t even know some of our basic business functions” and “We don’t feel IT is contributing to creating new business value for Hefty.” Lastly it seems as though there is bad time management and planning on the IT end. I cannot be too harsh on this considering that many projects do not go as planned, on schedule or on budget but this did raise a red flag in the mini case.
Leading Change at Simmons (A) Case Analysis 1. What are the challenges faced by Simmons in December 2001? How has Charlie Eitel’s leadership affected the company in his first six months as CEO? The company needs to survive financial crisis in U.S economy. Especially three main customers announced bankruptcy during this period.
However, if everything came together appropriately, Goldstein could forcibly close the discount and earn an exceptional return when he has free reign over the fund’s strategy. Getting into this position is very difficult for an activist investor such as Goldstein because it required pleasing many parties with conflicting interests. Management of the funds would be reluctant to reduce the fund size in any way as it would cut into their annual fees. Shareholders were most interested in an effective return on their investments. And, investors in
How do actions of Thomas Green differ from the expectations of Frank Davis? As a result of the actions of Thomas Green, he did not receive an exceptional feedback when his performance was reviewed by this boss Frank Davis. By not updating his Calendar on Outlook, Davis was not able to get in contact with Thomas, which upset his boss. As Davis expects to be informed of the tasks and its progress which are assigned to his specialists and Green not meeting this expectation gave Davis a negative vibe. Along with that Green did not
People did not want Ben & Jerry's to be sold to Unilever because they thought that the company would be lost in Unilever’s plethora of products and would be ignored by Unilever. In order to rebuild the reputation, Yves Couette would have made this decision of increasing the marketing budget. Alternatives: The Company could have used the promotional activities such as the below mentioned events. Pro of this alternative is that the company can claim the exemption under the charitable contributions. Con of this alternative is that the company
-The project has been given a deadline of ten weeks, with Rankin and his 5-member team in charge of technical implementation. -Bob Finley had a confrontation with Lynn Johnston, resulting in the two avoiding each other during the middle of the project. -Midway through the project, Team member Sally Phillips left the company for better prospects. -Rankin manages his employees simply by telling them his expectations, and only tries justifies the long hours and lack of sleep by telling them that he expects no more of them than he does of himself. Assumptions • Mike Frazer wants the system implemented in 10 weeks because he views it as the answer to the company’s lackluster follow up sales.
They would make themselves into personae, not people, and others would see through them immediately. No one can be authentic by trying to imitate someone else. You can learn from others’ experiences, but there is no way you can be successful when you are trying to be like them. People trust you when you are genuine and authentic, not a replica of someone else. Amgen CEO and president Kevin Sharer, who gained priceless experience working as Jack Welch’s assistant in the 1980s, saw the downside of GE’s cult of personality in those days.
The customers in this sector are not keen to use disruptive products since they do not fully understand the application. Disruptive technology offers a very different attributes than what customers require and hence they often perform poorly in one or the other areas. Performance trajectory required by mainstream market: Mainstream market requires that the newer technology performs as per their requirement or have the attributes that the market is familiar with and make the customer willing to use the product. These three concepts are interrelated but we never compare the performance. Instead, we compare the performance improvement and see how they make the customers satisfied.