In the end, the division managers were proven right about the need for new capacity and also about the need for speed. The chimney was, ultimately, approved. But who (the controller wondered) was running the company? We’ve spent many years, between us, trying to answer that question. In this case, the divisional managers seemed to be calling the shots, at least for their own division.
Fletcher’s corporate headquarters had even encouraged plant managers to act as separate entities. In addition, each plant bought many items from local suppliers. Fletcher's decentralized approach to procurement was indicative of its overall strategy toward dealing with its constituencies including employees, customers, shareholders, and communities. As demand for defense industry products heated up in late 2001 and it became clear that this trend would continue into 2002, Fletcher faced increasing competitive pressures to drive prices down, and company management recognized that dealing with such a fragmented supplier base was hindering “efficiency” at the company. Jean Dalmer, the company’s president, hired an experienced materials manager, Bill VanDyke, as Vice President of Corporate Procurement, a new position in the company.
Abstract This essay is an overview on the Charismatic or transformational leadership. Today's leaders face an extremely vibrant business environment where the inevitable part is change. To successfully deal with change, his followers must contribute to the leader’s vision and should be ready to commit to achieving his direction. Leadership in an Organization focuses on the scope and influence on the managerial leadership at large. Over the last decade or more, this topic of charismatic and transformational leadership has seen the light of research to get deeper insight both on the development of the theory and empirical investigations.
Individual Case Analysis: Elektra Products, Inc. I. Problem Identification Martin Griffin, the new CEO of Elektra Products, Inc. announced a new era for employee involvement and empowerment to save the declining condition of the 80-year old company that supplies electrical products. The top management then created problem-solving teams to assess how the empowerment campaign can be implemented. Barbara Russell, Vice President of the manufacturing team, is faced with problems as she tries to suggest new programs on how to improve merchandise.
* To encourage members of the organization to attend trainings in order to adapt to changes of the environment. III. RELEVANT FACTS * Elektra Products, Inc., is an 80-year-old, publicly held company that had once been a leading manufacturer and retailer of electrical products and supplies * Martin Griffin, the company’s new dynamic CEO who had been hired to revive the failing company is faced with a challenge to create new ideas, new energy and new spirit to make the company great. * Barbara Russel, a manufacturing vice president and assigned to lead manufacturing team working on ideas to improve how retail stores got the merchandise they needed when they needed it. * Simon, a manufacturing engineer of Elektra for 20 years was going to be an obstacle for empowerment efforts * Business Dilemma: Department Heads has formed a wall of resistance * Director of HR sees the swap in
Change must soon come, the Vice President of Marketing for Midsouth Chamber of Commerce, is Leon Lassiter, faced with problems and complexities dealing with system conversion, data lost and a small window of opportunity fix it all. Question: Something had to be done- but what? Background The Midsouth Chamber of Commerce (MSCC) was created in the early part of the twentieth century, but its information systems history began in 1986 when personal computers and database management were first introduced into the organization by Ed Wilson, the vice president of public affairs. In the early 1900s, economic development in the Midsouth area was highly dependent on transportation systems. As a result of legislative decisions, many communities in the Midsouth area could not gain access to reasonable transportation services, thus retarding business and economic development.
Sergio Marchionne Undertakes Culture Changes at Chrysler Group Simon Ware Excelsior College Author Note This paper was prepared for Organizational Business 311 and taught by Professor Gregory Gotches Sergio Marchionne Undertakes Major Strategic and Culture Change Chrysler Group In the new companies of today there is lots of competition and there are lots of competitors to go after the business. If a company doesn’t do things right they risk the possibility of having their doors shut forever. These results are affected by a number or variables such as profit line margins, corporate social responsibility, shareholder happiness, consumer perception and also their Organization Culture. Today I will be addressing the later of these examples which is the organization’s culture. Organization culture is one of the most important yet often overlooked aspects of many businesses today.
Unit six Written Assignment MT435 Operations Management 9/7/2013 Albatross Anchor Introduction Albatross Anchor has grown tremendously over the years causing issues with production and the administrative area of the business. KU consulting is going to Identify short and long term operations changes that the business needs to make to give a clear and sustainable competitive advantage. When making the decision to produce a new product the company took on the work without carefully reviewing the lay out of the floor which cost them time and money with the 36 hour shutdown time to set another process up which is the biggest issue that needs to be addressed. With technology changing and customer demands changing for products now it is time the company implemented changes and become more efficient remodeling is needed as well as new technology to bring everything up to date to meet the needs of the company and customer. Question One Carefully review the assignment scenario/case study.
In the second case study of Siemens, and the unit of the company that makes medical diagnostic machines, Klaus Kleinfeld, a 40-year-old new boss, used the Maslow’s Need for Hierarchy, expectancy, and goal setting theories. The Maslow’s Need for Hierarchy theory is represented through Kleinfeld’s need for self actualization and his plan to compete with the rival company, General Electric, through speeding up production. To speed up production he used the goal setting theory by setting goals for the employees that were
Dakorion Desamme BUS 484 Project Management Dr. Eisenmenger Case Analysis The Carlson Project One main purpose of the project manager in this case is to resolve conflicts and coordinate efforts among all projects according to McGee (manager of project managers). Frank (another line manager) and McGee are both have problems with the employees within the company as they try to precede the Carlson project. Frank has a problem with an employee name Royce Williams as he has a high rank pay and has fifteen years of experience. Frank encountered that Royce needs to be working over-time hours to help out the other employees to get the Carlson project done as he had deadlines for. Royce would not work over forty hours because he would be working for free due to his pay grade.