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. The Focus List is made up of two retail companies, JC Penney being one of them, a bank, and 7 other corporations. CalPERS has investments in more than 1600 US companies. The 10 included in the Focus List were selected due to their long term stock performance, corporate governance practices, and economic value added evaluations. JC Penney was named on this list for its disappointing stock price relative to the retail industry.
Erinn Kelly, VP of Human Resources at Lawson Chemical, just purchased a local salary survey that has employee benefits data. She was shocked to see that Lawson has a larger benefits bill (38 percent of payroll) than the average in the community (31 percent). In a memo to you, she demands an explanation for why our package is significantly bigger. What sound reasons might save you from getting fired? Employees expect benefits and a competitive benefit package can help an organization attract and retain good employees.
In today’s market climate, companies have had to increase their consciousness as to what really matters. The market is demanding more and more that organizations account for the interests of not just shareholders but all stakeholders. Team members, shareholders, customers, vendors, the environment and society’s interests must be in the forefront of consideration of all companies wishing to stay relevant in today’s market and workforce environment. This in more than just the right thing to do, it is an operational imperative that offers significant ROI to a business’ bottom-line. Companies must view themselves as part of an ecosystem; one entity in an interdependent interconnected environment.
Running head: ORGANIZATIONAL CULTURAL ANALYSIS Organizational Cultural Analysis Shashi K. Bhat BUS7000 Organizational Behavior and Theory Diane Wuthnow Sunday, February 26, 2012 Introduction Organizational culture is a set of shared values, beliefs and assumptions that are commonly held in an organization. Culture defines the boundaries of an organization and differentiates an organization from another (Robins & Judge, 2012). Culture is what defines the dynamics of an organization and acts as a binding force between the members. Culture establishes implicit norms for the business, and may ultimately attribute to the rise or downfall of an organization. In today’s fast paced globalized businesses, maintaining a strong culture is getting increasingly challenging, and therefore stresses the need for a heightened awareness to maintain it.
In 2010 at MDT Personnel, LLC we had training class on hiring the right person. In this class we learned that turnover was very high and with the high turn over there came a huge cost that was involved. The study that the CEO of MDT conducted estimated that the turnover in that year alone cost the company over a million dollars. When the speaker asked us what we thought it was we all said less than 100,000 dollars so imagine my surprise when we heard this figure. We all looked at each other and shock was on all faces in the room.
Midterm Assessment Case 1 Effective Workplace Training HRM3000XA 11/2/10 Case One pages 99-100 1. What competitive challenges motivated PwC to develop the Ulysses Program? I believe that the competitive challenges that motivated PwC to develop this program was identifying and training up and coming leaders who could find unconventional answers to intractable problems. Also overcoming barriers and forgoing a connection with clients all over the world. They also needed a pipeline of global leaders to support them in a new world of complex global business, without it the company could possibly be left behind.
There is a lot to blame on the past administration, for how bad the economy became. But the top priority of the people is to elect a candidate that will move the economy forward. With the election closing in, each candidate had their chance to make there statement in the debates. The President states that the recovery takes time, and there is still a lot of work to be done. While Governor Romney says, with his experience he knows what it takes.
They both were diverse in their management style; Fisher trying to instill a new culture into the newly created division of Sales and Marketing whereas Greenhill leading the investment banking division in his old and conservative style, (b) The company was expanding rapidly and was split into ten divisions with each division focusing only on the divisional goals and profit rather than unified goals and profit motives for the entire organization, (c) Rapid growth and globalization of the company with lack of adequate managerial personnel placed unavoidable stress on the existing managers., (d) changes in working culture especially in the top level management was very tough. To change the company motto of “each on his own” to the newly adopted motto of “one-firm firm” by believing in a common good was not an easy task to achieve, (e) There were long delay in making decisions due to the in fight between Fisher and Greenhill, and (f) Instill a new attitude of interacting with different divisions within the company and even giving up profit of one division for the betterment of entity as a whole. 2. Assess John Mack’s vision for Morgan Stanley. What are the key elements?
A review of 80 studies evaluating motivational methods and their impact on employee productivity highlighted several activities that could increase productivity (Verma, 1996). These activities included goal setting, efforts to enrich jobs, employee participation in decision making, and monetary incentives. The Engstrom bonus plan basically incorporated all of these activities. Where I think they fell short was the communication breakdown between the company and the employees when the economic downturn first started. I believe the monthly meetings between the company and the employees should have been putting more responsibility on the employees to come up with ideas to deal with reduced sales due to the economic conditions.
Understanding Leadership skill INTRODUCTION Very often we encounter or hear how important good leadership is to run a successful business. But the question is why? Why do we need good leadership? Why is a good leader essential for running a business? What is leadership anyway?