Down East Spud Busters
Chapter 8
ORGANIZATIONAL STRUCTURE
USING THE “UNFOLDING CASE”
SONY ORGANIZES FOR CONVERGENCE
This case describes a unique management feature of Best Buy - the results-oriented work environment. Start class by asking your students to imagine a job where no one paid any attention to how many hours they worked - only to whether or not they got the job done. Are there jobs/industries where such a thing would be more likely to work than others? What would be the advantages and disadvantages of such a practice from the perspective of both the employee and the manager?
σ Management Close Up Question: “What might be some of the benefits of a clockless workforce? Some of the pitfalls?”
_ CONCLUDING CASE: DOWN EAST SPUD BUSTERS
Case Summary:
Down East Spud Busters has big plans for achieving future growth in its industry. The first phase of its new strategic plan resulted in the building of a large manufacturing plant in Northern Maine, which maintained a focus on value-added products. With the completion of phase one, Spud Busters anticipates sales revenue to triple from the existing yield of potatoes. Phase two of Down East’s plan calls for a nationwide sales and distribution program to be established for the company. The third and final phase of Spud Busters’ strategic plan anticipates building a second manufacturing facility in five years in Idaho. In this part of the plan, the company would also oversee an increase in crop planting and yield in both territories.
But perhaps the most grandiose strategic idea that this company has is to expand its market territories into Europe and the Pacific Rim. This is set to come about during the final phase of the plan. These business ideas are not too bad for just plain ole tater growers to have, wouldn’t you say? Bringing this proposed strategic plan to fruition would certainly provide Down East Spud Busters
ORGANIZATIONAL STRUCTURE
USING THE “UNFOLDING CASE”
SONY ORGANIZES FOR CONVERGENCE
This case describes a unique management feature of Best Buy - the results-oriented work environment. Start class by asking your students to imagine a job where no one paid any attention to how many hours they worked - only to whether or not they got the job done. Are there jobs/industries where such a thing would be more likely to work than others? What would be the advantages and disadvantages of such a practice from the perspective of both the employee and the manager?
σ Management Close Up Question: “What might be some of the benefits of a clockless workforce? Some of the pitfalls?”
_ CONCLUDING CASE: DOWN EAST SPUD BUSTERS
Case Summary:
Down East Spud Busters has big plans for achieving future growth in its industry. The first phase of its new strategic plan resulted in the building of a large manufacturing plant in Northern Maine, which maintained a focus on value-added products. With the completion of phase one, Spud Busters anticipates sales revenue to triple from the existing yield of potatoes. Phase two of Down East’s plan calls for a nationwide sales and distribution program to be established for the company. The third and final phase of Spud Busters’ strategic plan anticipates building a second manufacturing facility in five years in Idaho. In this part of the plan, the company would also oversee an increase in crop planting and yield in both territories.
But perhaps the most grandiose strategic idea that this company has is to expand its market territories into Europe and the Pacific Rim. This is set to come about during the final phase of the plan. These business ideas are not too bad for just plain ole tater growers to have, wouldn’t you say? Bringing this proposed strategic plan to fruition would certainly provide Down East Spud Busters