In this scenario, InterClean, had a plan in place that would assist the sanitation company in increasing its profitability. In doing so, there was a possibility of having to completely restructure the sales teams and marketing strategies that were already in place. The CEO of InterClean, David Spencer, is a middle aged businessman, who remains focused, and is completely driven in his efforts to ensure that this cleaning company increases its growth to become a leader within the sanitation industry. Initially, David and his team proposed a new service focus that entailed being the first within the industry to expand their cleaning company by introducing an all-inclusive service. While this is a great opportunity for growth, a huge concern is that the current sales team at InterClean is not knowledgeable on the current sanitation regulations, based on legal and environmental requirements. Because of this, Janet in HR began to work on screening new sales hires that had existing sales experience, which caused the existing employees to feel threatened for their job security. However, with the company headed in this new direction, mandatory training would take place for all employees, in hopes for boosting morale. As employees began to start rumors about the changes, the morale began to drop and they felt there was no long time employee loyalty.…
The one of the macro problems Wengart Aircraft is having is that they are the second largest company in the industry but are only ranked sixth in profitability (Brown, 2011). Wengart gets a large amount of contracts but they are spending a lot of money reworking most of the aircrafts after they come off of the production line. Another problem is the quality of their aircrafts is in question with the Secretary of Defense and other private customers. The Secretary of Defense has gone as far to say if there is not an improvement in quality they will start holding portions of their payments as penalties. This would not be good because Wengart is already struggling to make profits due to the poor quality of work. In order to fix these problems Ralph Larsen the president of Wengart has brought in an organization development practitioner to help him understand the TQM that the Department of Defense wants him to implement. This leads to the biggest problem Wengart is facing because after the practitioner makes his points, Larsen thinks that the TQM is common sense and that Wengart is already doing most of the points. Larsen than calls a meeting of his vice presidents and put Kent Kelly in charge of the program, even after one of the vice presidents suggested Larsen be in charge of the program because the TQM should be a joint project meaning the human resources and production departments work together. Larsen however did not feel that he had the time to be in charge of the program because he wanted to concentrate his efforts to increasing profits. After the meeting Kelly sends a memo to Allan Yoshida explaining the TQM program, with that information Yoshida calls a meeting of manager and line supervisors to give them the details of the TQM program. Yoshida than went and email all employees an outline of the TQM plan and told them to ask their managers or supervisor for more details if they had questions. After that rumors began to…
In the spring of 2012, our management group, group 7, was assigned to take over a business as top level management. With the only guideline of creating a drastically more capable and profitable organization within a year, we had a lot of work ahead. The business belonged to Old Joe, an absolute genius engineer who was lacking in business management skills, Fred, a failed engineer with underlying personal issues resulting in counterproductive activity, and Netty, Old Joe’s wife. This division of the business specializes in the creation of medical products, and has customers globally. The backwards situation the business was in cannot be overstated. There was a huge set of order back logs, quality problems, inventory issues, social and culture problems within the company, and several others. With the business in such a dire state, we began our work.…
The planning was not done appropriately or was it effective. There were questions that were unanswered because they were not asked. The executives took it upon themselves to make all decisions without consulting with the employees who this would affect. The purpose of the integration of these three groups was done so that they could form an entity that would be able to with stand the economy and the insurance companies and with the payout on insurance claims decreasing significantly this is something they felt they had to do. They needed to change the scope of the business but did not consult any of the employees about what they thought. Not only did they encounter changes in their roles and responsibility but they had new people to report to, the name of the organization changed and modifications had to be done they had to contend…
The Webster Industries case is about a company that has seen a lot of growth throughout the years. As a result management became strained and needed to divide the company into groups with a divisional corporate structure. In 1974 the company was faced with financial troubles due to a combination of economic slowdown and growing too quickly. Webster grew too fast and this resulted in “sloppy staffing”. The company did have a PA process in effect, but it was used on a voluntary basis. The mindset of the employees is that anything can be appealed to the President and Chairman; no decision is really final and can be brought before the owners.…
Employees must realize that decisions that are made might not make them happy but that is business.…
The Code of Hammurabi Hammurabi was a ruthless leader who killed and hurt hundreds of people for their mistakes. Hammurabi was a powerful king in a small city state called Babylon which was the capital of the kingdom of Babylonia. Hammurabi took power in 1792 B.C. for 42 years and had brutal rules with lots of power. Hammurabi´s code is not just because the laws that he has made are too harsh,and why should diffrent people get punished more than others, finally Hammurabi should not have that much power.…
A business organization must make tough decisions when faced with a dilemma. They could be rising costs, employee turnover, or in the case of British Petroleum (BP), safety.…
Both employees and management was observant to the change that was occurring. Both parties were involved in his or her internal reveries causing them to miss the bulk of what was causing the change to occur. The customers were frustrated by observing the constraints in receiving materiel and watching the consolidation fall apart due to miss-communication between employee and management. Management was looking for the imperfection in the current processes and provided training to the employees before the change was executed. All three parties saw imperfections of their own and learned how to handle those changes when they searched for their causes. Management had to be sensitive to the implications of this consolidation and recognize the controversy from the…
In the case, Caroline Weese, the CIO of North American Financial, was in a bind with the head executives and it was her time to present to them her justification of the IT budget. The executives didn’t see the value in the IT investments after pouring millions of dollars into it, and was looking to Caroline to answer the problem. Caroline had great IT management that followed every standard that ensured IT processes were efficient, cost effective, and on par with industry regulations, but had no way to prove to the executives the rate of return on the investments. She admitted that it was IT’s responsibility to for the quality of work, its timely delivery, and its cost, but they are not responsible for monitoring which projects will deliver the most business value. She told the executives that they are going to have to work together to ensure that the business is investing in the right projects and delivering benefits. This resulted in the agreement on an IT…
Situation Analysis - The Jackson Plant an older, established unit in the Rose Co. has not operated satisfactorily for several years. The Board of Directors has recently approved the construction of a new plant with the expectation of achieving lower costs of processing and a reduction in man-power. The strategic goals of the Organization is to reduce cost, improved product quality, and maintain competitive leadership by gaining a slight production advantage by using new technologies, processes and new methods of production. The Organization has also decided to implement a new decentralized leadership structure. I have recently been appointed as general manager of the Jackson Plant. I will be responsible for the management and administration of all functions and personnel, except sales, at the new plant.…
Ron Garcia felt good about his first week as a management trainee at Mexicana Wire Winding, Inc. He had not yet developed any technical knowledge about the manufacturing process, but he had toured the entire facility, located in the suburbs of Mexico City, and had met many people in various areas of the operation. Mexicana, a subsidiary of Westover Wire Works, a Texas firm, is a medium-sized producer of wire windings used in making electrical transformers. Carlos Alverez, the production control manager, described the windings to Garcia as being of standardized design. Garcia’s tour of the plant, laid out by process type (see Figure 7.20), followed the manufacturing sequence for the windings: drawing, extrusion, winding, inspection, and packaging. After inspection, good product is packaged and sent to finished product storage; defective product is stored separately until it can be reworked. On March 8, Vivian Espania, Mexicana’s general manager, stopped by Garcia’s office and asked him to attend a staff meeting at 1:00 P.M. “Let’s get started with the business at hand,” Vivian said, opening the meeting. “You all have met Ron Garcia, our new management trainee. Ron studied operations management in his MBA program in southern California, so I think he is competent to help us with a problem we have been discussing for a long time without resolution. I’m sure that each of you on my staff will give Ron your full cooperation.” Vivian turned to José Arroyo, production control manager. “José, why don’t you describe the problem we are facing?” “Well,” José said, “business is very good right now. We are booking more orders than we can fill. We will have some new equipment on line within the next several months, which will take care of our capacity problems, but that won’t help us in April. I have located some retired employees who used to work in the drawing department, and I am planning to bring them in as temporary employees in April to…
It was a hot, dry afternoon in Mexico's northern Sonora Desert and Rey was in a sour mood. Rey Uribe, the nor¬mally energetic and optimistic president of Sony de Mexico, had just received the news that Sony's Mexican operations were to be shut down in a cost-cutting move. Corporate had decided that to remain competi¬tive, capacity should be shifted to Southeast Asia, where labor costs were a fraction of Mexico's fully bur¬dened hourly labor rates of $3.50. Of course, the news was not totally unexpected. Rey had been aware of the discussion that was taking place back in Japan, but he had hoped that the geographic proximity to the large and lucrative U.S. market would provide sufficient motivation to keep the Mexican operation running. Rey wondered whether there was anything that could be done to reverse the decision. Sony de Mexico had per¬formed so well for so long, and Rey loved the people he worked with. There had to be a way to turn things around-to change the destiny of Sony de Mexico. Could he find it?…
The following analysis is based on a case of dilemma a girl called Susan is suffering from. Susan is a business student at Mt. Eagle College. She has a part time job in the campus snack bar, The Devil’s Den. There are some happenings which is pricking her at work. The employees were allowing their friends to take free food from the Den and the employees themselves were also taking food in large quantities when leaving their shifts. According to her the main causes of this problem were that the employees were not being paid handsomely, there was easy access to the unlocked storage room door and the inventory was poorly controlled. There was weak supervision by the student managers and there were no written rules or guidelines. The employees who observed this never challenged anyone because they feared the loss of friendship or being boycotted by their colleagues. At work, during the day there were no student managers to supervise, instead a full-time manager was employed by the management to supervise the Den. The attrition rate of employees were high which indicated that the job qualifications and the selection process for getting employed were minimal. The employees were not even given adequate training at work which acted as the icing on the cake. Due to this reason the student employees did not realise their true sense of responsibilities, were inefficient at work and did not take pride in their jobs. The other thing bothering Susan was that the management was unaware of this problem and thus could not take any corrective action for the same. The management had no reported significant losses and had no track of the inventory. Due to this reason Management did not threaten employees with job loss, neither did they provide employees with supervision at work.…
1. Why has the stock price fallen despite the fact that the net income has increased?…