Next instead of promoting from within, they searched for new blood and hired former Barney’s CEO Allen Questrom. Penney went on to sell one it’s direct marketing unit to raise capital to reduce debt. They restructured the company to focus on its struggling department stores, cutting employees and closing down many stores. By September 29, 2003, the culmination of CalPERS active investment in Penney, JC Penney seemed to right the ship and was able to streamline operations to be more efficient and profitable. Chronology of Events 2/22/00: CalPERS identifies 10 underperforming companies that will serve as their primary focus for corporate governance activism for the 2000 proxy season.
Threaten to close the facility due to the union campaign. It would not be in the best interest of Happy Trails, LLC’s to attempt to use the threat of closing the facility as leverage to prevent the LPN’s from organizing and establishing a union. It is in violation of the National Labor Relations Act. It would be in everyone’s best interest to explain to the LPN’s at Happy Trails; LLC that they are a small business looking for opportunities to expand. Expansion means career growth and other opportunities for the LPN’s If Happy Trails closes this facility, the organization will lose money and business opportunities.
Wal-Marts massive footprint has had three primary areas of concern: 1) Putting local small business merchants out of business 2) The creation of urban sprawl 3) Traffic congestion In the mid 1980′s, Wal-Mart was becoming responsible for the loss of American jobs due to the sheer volume of foreign purchases from its overseas vendors. The company was contacted by then Gov. Bill Clinton and he requested that they devise a plan to support American manufacturing. Wal-Mart responded with a “Buy American” program to support American manufacturers, but the plan was eventually abandoned. Wal-Mart is currently the largest purchaser of Chinese products.
Hugh McBride will address who the company’s stakeholders are, define the end-state vision, identify and evaluate alternatives, identify and access the risk of the alternatives, recommend optional solutions, create and implement solutions, and to access the outcomes. Beltway Investments are McBride Financial Services major investor. There are some that anticipate for the company to be run by implementing corporate governance. The company’s CEO has decided not to implement this option. The new CEO would rather operate the company without interference of the “money man.” Even though, this maybe a gamble due to corrupt the thinking that would affect Beltway’s public credit.
As managers we should put aside our arrogance in thinking that we knew what the correct course of action was without regard for how the staff would react to changes. Hiring eleven temporary employees would eliminate the need to change the work routine and would be cost effective. Another solution would be to divide all public areas among the entire staff. This course of action would have been the most palatable to the staff. Preparing the staff for the change well before the change took place would give staff the chance to understand why we were making the changes and allow staff to offer alternative solutions to the problem.
It makes a statement that these companies care enough about their customers to make sure that they have the adequate amount of staff members available to properly take care of their service needs. The opposite may conclude what puts companies like Sprint/Nextel amongst the least preferred providers. They employ 10 to 20 thousand less than the top cellular carriers at 56,000 (Masterson, 2009), have set in motion a plan to lay-off 8,000 employees, and are closing 8% of its retail store locations (Park,
“Leadership involves influence, it occurs among people, those people intentionally desire significant changes, and the changes reflect purposes shared by leaders and followers” (Daft, 2008, p.5). This is reflective of John Terrill’s leadership style. John Terrill demonstrates that leadership is reciprocal. He came into the organization with the directive to make a change, and he too was not willing to maintain the status quo. In order to elicit the desired change he went to the engineers with true concern for their personal welfare.
Welch's public philosophy was that a company should be either No. 1 or No. 2 in a particular industry, or else leave it completely. Welch's strategy was later adopted by other CEOs across corporate America. Each year, Welch would fire the bottom 10% of his managers and rewarded those in the top 20% with bonuses and stock options.
But later on, with the development of the company, they could have changed the attitude to the terrorists. They should have stopped paying the money so that they could save more innocent people’s lives and gained a good reputation, although all of them is at the cost of the low profit. 3. What other companies or industries do you think should be worried about Chiquita's experience? How does this story change your perspective
If the employees are swapped between companies without mutual benefit for just learning organizational culture, may not allow employee to learn other organizational culture without serving the other organization. Swapping the employees between similar type of organization may reduce competitive advantage between those companies, so very few companies only do this. 2. One of the reason P&G and Google agreed to the swap was to transmit the best aspects of the other company’s culture to their own. Drawing from this chapter, describe how culture might be transmitted in such swaps.