Although Alibaba has a healthy financial situation, and the large cash inflow from IPO will provide the company with more opportunities to expand its business, it is still very risky to make the investment because of Alibaba’s corporate’s structure and Chinese government interference. Introduction Alibaba, a Chinese e-commerce company which is leading the online and mobile marketplaces in retail and wholesale trade, announced the date of its IPO in New York Stock Exchange. This makes the largest IPO in corporate America’s history. Alibaba is a company founded in 1999 by Jack Ma, a former English teacher in Hangzhou, China. When such a young foreign company with only fifteen years announced the IPO, along with a fairly high P/E, the whole U.S is wondering what Alibaba
The company change how to managed the business by conservative engineers in a low risk environment to an entrepreneurial, innovative corporate culture where people were creating new products, opening new markets, and reinventing a new whole business model, but the story of this big and innovative company turn for the worst Enron filed bankruptcy in December 2001. Enron leadership Despite of the size of any company they will not stand without efficient management and sincere leaders. “Leadership occurs only when people are influenced to do what is ethical and beneficial for the organization and themselves” (Yukl, 2006, p. 5). Enron leaders, such as Kenneth Lay, and Jeffrey Skilling managed the company among cults and charismatic leadership that they use to influence employees. Cults is defined as “A group or movement exhibiting great or excessive devotion to some person, an idea or a thing, and employing unethical manipulative or coercive techniques of persuasion and control… designed to advance the goals of the group’s leaders, to the actual or possible detriment of members, their families or the community” (AFF, 1986, p.119 -
Cohen was also faced with the decision to adopt the model now with the holiday season approaching the busiest time for C&S or to wait after the holidays. He had read an article that credited self managed teams with enhancing a company’s quality, productivity, and competitiveness when implemented successfully. He had also experimented with five senior employees who joined to form a self managed team which had proved to be successful. C&S wholesale Grocers had accepted to act as the principal wholesaler to A&P stores throughout New England which increased their sales by thirty five percent. With the sudden increase in business, Rick Cohen noticed that the company is faced with a deteriorating work environment.
He stressed that patience was needed during the ongoing conversion. Now, during his private moment, Lassiter was beginning to recognize the problems and complexities he faced with the system conversion. The work of his marketing staff had ground to a halt, unable to access the new computer system to handle their accounts. Even worse, something had happened to the data in most of the old PC systems, which meant conference registrations and other functions had to be done manually. These inconveniences, however, were minor compared to Lassiter’s uneasy feeling that there were problems with Midsouth’s whole approach to the management of information technology.
The Best CEO's What The Best CEO’s Know – A Comparative Analysis of Chapters 2 and 5 BTM7101-8 Due 12th August, 2012 Abstract The management styles of Michael Dell, former CEO of Dell Computer Corporation and Andy Grove, former CEO of Intel, were compared and contrasted. Both were highly successful CEO’s with different management styles. They both faced business challenges, but faced those challenges using unique and different approaches. Their early background, the contributions they made to research and management, and some of the methods they used to solve problems and the resistance they faced was discussed. Together, my findings suggest that there are different approaches to successfully managing a company and different approaches to solving business challenges.
Case Study, Jack Carlisle, CIO Executive Summary IZL Corporation hired Jack Carlisle to restructure and reorganize the IZL IT department. The company was going through major turmoil in which the CEO Chuck Hansen was replaced by CEO Jim Giles and another SVP, Carl Strati. Jack Carlisle must assess the problems within the company and implement tactical and strategic changes. Carlisle must align the current business strategy with an aged information department that does not support business strategy. Other problems include the company having a lackadaisical business strategy, internal conflicts among upper management, an information technology department that has not been well run and is frequently criticized by peer executives, and a lack of integrated business objectives that do not align with information technology objectives, the inability to prioritize projects due to unclear business objectives.
THE PERKINS CASE (we did this a few weeks back) 1) Identify the problem and the opportunities 2) How did they approach the problem? 3) Key learning points summarize. 1) The problem was actually unplanned growth which was not aligned with the business’s dynamics. The facility locations were not optimal in terms of the market they were serving. Coupled with bottlenecks at key locations the result was a dent in both responsiveness (new product categories stymied) and efficiency (poor inventory management).
The Saatchi and Saatchi Company is an advertising firm that experienced rapid growth and success due to its ability to merge with and acquire other businesses. Founded in 1970, the company’s vision was to be “a full service integrated communication agency” and the founders were successful. Charles and Maurice Saatchi left the company in 1995, and around that time, the recession began to take its toll on the company. It halted some of their expansion abilities and left the company almost bankrupt. In order to get back on top, the company set several financial goals which are based on the Balanced Scorecard.
There have been many cause why people resist changes in implementation of information technology. There are internal as well as external causes .the internal causes to resistance has not only been lack of organizational effort but differences in culture which has made organizational design efforts comparatively difficult to implement. The Information systems design lead to work flow implementations and these have further spoken about organizational dynamics which have played a very important part in understanding why failures occur. Organizational change can be effected by two forces. When the resistance ot meet any new implementation is immediately met, the organization should abandon the change and look for disbursing another version .culture plays a very important role in understanding failures in implanting systems and why such things happens in workplace.
His predecessor Reg Jones had left with a vast network comprising of 10 groups, 46 divisions, 190 departments, and 43 strategic business units, which Welch inherited. Reg Jones was also proclaimed as a management legend by the Wall Street Journal. During Reg’s CEO’ship, sales were doubled up to $22 billion and earnings grew fast. When Welch was made the chairman and CEO of GE, the US economy was not in its most stable state. With the economy in recession, high unemployment rates, and high interest rates proved very challenging for Welch to run GE.