The main problem in a declining industry is that falling demand for products lead to the emergence of excess capacity. In trying to use this capacity, GE began to cut prices, thus sparking a price war and diminishing the profit. GE was also suffering from low productivity growth (1%-2%) as well as a lack of new innovations. Another issue facing Welch as he took control was that the company was still organized as it had been when GE was founded near the turn of the century. GE was suffering from a lack of strong leadership and the existence of to much bureaucracy.
Micro: There are two issues associated on the micro level. The first is the possibility of losing Robert Spinks. He has a history of leaving based on the company not being innovative enough. He is well-respected within the scientific community and the Research and Development department could greatly suffer if he leaves. The second issue associated with the micro level is still the 15% drop in profit margin.
Executive Summary: This case is about the acquisition of Great Outdoors by Templeton Hardware. The management in Templeton Hardware changed the business strategy and the reward strategy that was initially enjoyed by the staff of Great Outdoors to match those which were in place in their company. This strategy however, did not work very well. Staff were demotivated and started to leave the organization. The sales suffered and customers were extremely dissatisfied with the service being offered.
British Airways, in 1996, faced an uncertain future as the competitive airline landscape was in a state of flux with smaller low-cost airlines invading the market and larger airlines setting up prudent alliances to stay profitable (Barsoux). CEO Bob Ayling announced a new program designed to cut operating costs to compete within the new economic arena. Employees naturally expected that part of the “Business Efficiency Program” was a significant reduction in staffing and benefits, which led to a bitter divide between British Airways and its workforce. The resulting strike, however, was not the actual problem that warrants discussion; the problem is how British Airways arrived at a strike and how the opposing sides treated each other throughout the negotiation process. The aspects that fueled the negative negotiation process were numerous, but focusing on two overarching themes helps explain the problem: psychological contracts without mutuality and procedural injustice.
They didn’t want to change the way they work and most of all they don’t want to be led by someone who is so young and inexperienced. Oliviera was very qualified but that was not enough in such a challenging environment. When the employees were not doing the work assigned to them, he was not able to cajole, convince, or charm them into changing their behavior which signaled that they could get away with more of it. He was not assertive and clear with people when their performance didn’t meet the standards. Moreover, he was not able to motivate the employees.
according to application or customer requirements. Once the “key customers” kept coming back, one person should have been assigned to handle the customer would have been the better focus since the worker had the experience in the past and knew the customer to a certain extent. Thus the mixing of the customers and all the specific application has lead project managers not being able to handle the task properly and did not meet the requirements of each customer. This resulted in the dissatisfaction of each customer, loss of business, and the drop in sales.
Introduction The troubles facing the Green Mountain resort are to do with staffing issues /concerns and the problem with turnover. Although the location of the resort is not ideal (located in the poorest area of the state), the management had attracted a group of hard working employees. Yet due to lack of promotion and advancement at the resort, the excellent members of the staff have moved onto other resorts leaving behind the novices and poorer workers. This is where the underlying problem arises, as the staff turnover rate was so high due to new employees having to be hired, that the added training for the variety of assignments staff would undertake was crippling management. This sort the management to find a solution to fix their high turnover rate.
Bob Knowlton Case Analysis Synopsis Bob Knowlton perceives his authority within his organization has diminished due to the addition of a new employee, Simon Fester. Ethical intensity is high at Simmons Laboratory because Knowlton feels he is being challenged by Fester’s intellect. In the Laboratory, there is a high value put on intellect, speed and capacity to produce. Knowlton has an external locus of control. Knowlton makes the decision to leave the organization without articulating how this conflict attacked his terminal values.
Under this situation, the hard working did not earn any appraise for him, instead of reward, the unexpected discontinue made him feel not being fully respect. Therefore, he felt “lose face” and being distrust. However, on the other side, Charles Tang perceived different message through the lack of communication. In Charles mind, Yong Li, as a talent manager, disobeyed the corporate norms and culture. In reality, stereotypes are sufficiently subjective that emotions can negatively distort the meaning of an opponent’s actions, thereby gradually generating perceptions of conflicts (Sandra, 2009).
The new manager’s business strategy to cut costs is not effective due to its failure of keeping existing customers happy and losing their business. The lack of friendly customer service, socialization, and free refills takes away from the company’s mission and vision of a relaxing and pleasant atmosphere. The processes that were implemented by Willie to save money have taken away from the appeal of the company and its workplace environment. Willie’s behaviors are unethical due to not upholding the values of the company and making