Sone Finch Case Study Analysis
Falcons and Buzzards
Maurice 'Mo ' Radke
Hawai‘i Pacific University
Management 6000
Abstract
Stone Finch Inc. is a business in trouble. The organizations top producing division is losing talent and market share because of an innovative company revision that inspires and supports innovative subsidiary groups to sprout up within Stone Finch and then be decoupled from the organization in their infancy but remain tethered by a contract to merge the subsidiary after a period of time. The idea to innovate and grow is an effective one but in this case, does not consider the large differences in corporate team management style, team building characteristics or esprit d ' corps. This case report will discuss background, pertinent issues, recommendations and conclusions.
Falcons and Buzzards
Understanding how to build and lead teams successfully is an ever-changing and full time job. Matching people to different types of employment is very challenging when the reasons for employment are varied. Many organizations use a Myers-Briggs personality analysis or similar tool as a consideration in hiring and making job assignments that consider the strengths of an individual. Finding a job for more money, or location, or to live a certain lifestyle are three possible reasons why a person might pick a specific job. The missing reason should be the most obvious: Job! Many times people sign on to an organization specifically because of the job. Of course other factors might be considered but if the primary reason for employment is job-related, some personal factors need consideration by the employer and the employee. The premise of this case is that Jim Billings has a mandate by the Board of Directors through his selection as CEO to grow and develop Stone Finch Incorporated (SFI). He, after one night of number-crunching, developed this idea of innovative subsidiaries. The concept is sound in theory but in application, requires a deft managerial
Maurice 'Mo ' Radke
Hawai‘i Pacific University
Management 6000
Abstract
Stone Finch Inc. is a business in trouble. The organizations top producing division is losing talent and market share because of an innovative company revision that inspires and supports innovative subsidiary groups to sprout up within Stone Finch and then be decoupled from the organization in their infancy but remain tethered by a contract to merge the subsidiary after a period of time. The idea to innovate and grow is an effective one but in this case, does not consider the large differences in corporate team management style, team building characteristics or esprit d ' corps. This case report will discuss background, pertinent issues, recommendations and conclusions.
Falcons and Buzzards
Understanding how to build and lead teams successfully is an ever-changing and full time job. Matching people to different types of employment is very challenging when the reasons for employment are varied. Many organizations use a Myers-Briggs personality analysis or similar tool as a consideration in hiring and making job assignments that consider the strengths of an individual. Finding a job for more money, or location, or to live a certain lifestyle are three possible reasons why a person might pick a specific job. The missing reason should be the most obvious: Job! Many times people sign on to an organization specifically because of the job. Of course other factors might be considered but if the primary reason for employment is job-related, some personal factors need consideration by the employer and the employee. The premise of this case is that Jim Billings has a mandate by the Board of Directors through his selection as CEO to grow and develop Stone Finch Incorporated (SFI). He, after one night of number-crunching, developed this idea of innovative subsidiaries. The concept is sound in theory but in application, requires a deft managerial
References: Hamermesh, R. & Collins, E. (2010). Stone Finch Inc.: Young Division, Old Division. Harvard Business School, 3214. Revised January 22, 2010. Kreitner, R. & Kinicki, A. (2010) Organizational Behavior. McGraw-Hill Irwin. New York, NY. Shaw, Kenneth. (2005) The Intentional Leader. Syracuse University Press, Syracuse, NY