At the request of senior management, I served as an internal consultant for a project that investigated employee performance and morale in a troubled division. During the first meeting that I tried to facilitate, the team leader dominated the discussion and tried to impose his views on the rest of the group. I quickly realized that he resisted the project because he was a primary part of the problem. Rather than support my efforts to encourage discussion and reach a consensus, he opposed to any solution that might include a reorganization or leadership change in his division. After the first meeting, he invited me to lunch to discuss the project.
* Formalities and documents required for registering as a company * Types of corporate bodies and their characteristics (public and private companies) * Advise the best course of action 1.2. Terms of reference The purpose of this report is to advise Karl and Theo in which direction they should expand their business next. Karl and Theo are seeking advice on the different types of companies available and the legal responsibilities involved within the different entities. As stands currently Theo and Karl are currently trading as partners in a sole tradership, both men like and trust one another and they’re skill sets complement each other. They wish to expand although they are unsure in which direction and what each direction means.
As far as I am concern, this person does not qualify to be in the team, furthermore, this person does not have the proactive personality. In other words, constantly, I need to make sure that he has enough work to do, and mostly I constantly feel the need of managing him like Jim Collins said. First, although I agree with most things what Jim Collins said, I don't know if I agree with hiring people with same core value is the only way to pursue in the organizational sustainability. Best thing about an organization is that we are working in harmony. It is impossible to only hire people who has the same core value.
JAMIE TURNER AT MLI VINAY KUMAR JAKKULA FAIRLEIGH DICKINSON UNIVERSITY The case describes raise of acquainted mismatch between a successful manager and his new boss, Pat Cardullo (President, Modern Lighting Industries, Inc.). Pat Cardullo recruited Jamie Turner as a vice president of marketing and sales at Modern Lighting Industries, Inc., distributor of industrial lighting systems based in Chicago which was acquired by large division of San Diego based Speciality Support Services (Triple S). Jamie Turner had few concerns when he was appointed as he was not introduced to anyone in the company. The company was still struggling financially and most important thing is the job role is mainly in Industrial marketing which lacked the excitement of surveys, mass advertising, packaging and other similar tasks. Jamie Turner was very new to the organization and did not want to all the responsibilities on his shoulders but Pat wanted to get rid of his responsibilities as soon as possible.
After I have been working in this company for 1 month, my manager was resigned,There are three person in my department including me. so I have to work directly to CEO, Mr. Surakit Roongjaroon , He always tells me how to make the lower cost and the necessary technique to contact with the suppliers. The fact that I was newly graduate and had no any working experience. In first period he ask me to talk with him in personal, I can learn many thing from him. As I learned from OB, I found that his Situation Leadership Theory in teaching and explaining is excellent.
At last, I will give some personal suggestions to the expatriate and also the firm. In the case, Fred Bailey was promoted to be a director of his firm’s subsidiary in Tokyo for a three-year assignment. He was required to move to Japan with his family and he was also offered a terrific compensating package and incentives. However, after few months, Fred still could not adapt to his new job and life in Tokyo and so did his wife. Fred complained, “I can never seem to get a direct response from Japanese” (C3), and to him, “working with Japanese both inside and outside the firm was like working with people from another planet” (C4).
I think some time we are lazy and careless enough to not seriously take places and people “near” to us. During September 2007, I was working in Bangalore for an IT company. One day I received a call from my friend from Delhi that one of our common friends is coming from USA next week and they had a plan to go to ‘Vaishno Devi’. Bell rang in my mind to let me avail such golden opportunity and join them for this long awaited trip — I would not only meet with my friends but also visit Vaishno Devi. I knew that sick leaves are meant for such abrupt plans in IT companies (pun intended), but I tried to be honest and asked for two days (Thursday and Friday) leaves from my manager, so that I can club it with weekend to get enough days for the journey.
Schedule your day and stick to your schedule. #2 Self-Confidence Every entrepreneur needs to be confident in themselves, their product and their business. You need to know that your product can truly help people and that you are charging prices that are both fair to you and your clients. #3 Ethics & Morals Ethics and morals are the foundation of every good entrepreneur. Early on you must decide what you and your business will stand for and what lines you will refuse to cross.
CASE 1: ELEKTRA PRODUCTS INC. IDENTIFICATION OF THE PROBLEM: ELEKTRA PRODUCTS INC. is an 80-y/o company that manufactures electrical product and supplies. Although in the business for several decades, the company is experiencing several problems that threatens its survival: • Stiff competition from local and international suppliers that eroded its market share • No new products are being developed by its manufacturing group • Employee morale is low and many are resigning • There are gaps in inter-department communications To arrest the decline, Elektra hired a new CEO, Martin Griffin, to reengineer the organization. Quickly, Mr. Griffin announced the company’s new direction and initiated reforms: • Focus on innovation • Openness - corporate information will be made available to employees under the company’s ‘empowerment programs • Formation of quality circles/problem-solving teams are encouraged Barbara Russell (VP Manufacturing) who was designated to lead the manufacturing team tasked to improve delivery of stocks to outlets heads one the teams formed. The team came up with some recommendations it hoped would help run the company efficiently.