Minnesota Mining & Manufacturing Company Case Study Table of contents Table of contents Page 1 Introduction to 3M Page 2 Market and products Page 2 Performance over the last 5 years Page 3 International Marketing Activities Page 4 Miscellaneous Topics Page 6 Appendix 1 Page 7 References Page 8 Introduction to 3M 3M Company‚ the Minnesota Mining and Manufacturing Company‚ was founded in 1902 by five businessmen. They wanted to make a profit out of minerals for grinding
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Competency Model: An Internally Developed Solution • 133 3M’S LEADERSHIP COMPETENCY MODEL: AN INTERNALLY DEVELOPED SOLUTION Margaret E. Alldredge and Kevin J. Nilan This article describes the development of an executive-level global competency model at 3M. The work on this model was completed in partnership with the company’s top executives and a global team of in-house professionals. The competency model itself consists of 12 competencies and generalizable behavioral anchors for each competency. The
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Organizational Analysis Paper 3M 3M Intro 3M is a Maplewood‚ Minnesota based company. Previously it was named Minnesota Mining and Manufacturing. 3M is an international science based company that develops new technologies to solve real world problems encountered by people and businesses every day. This Fortune 500 Company employs more than 80‚000 employees in 28 states and 65 countries with the majority of the employees outside the United States of America. 3M is broken down into 6 business
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............................................................... 3 2 - Culture of Innovation ......................................................................................................................................... 6 3 - Pillars of 3M Innovation Process ....................................................................................................................... 8 4 - Breakthrough Innovation and Lead User approach .......................................................
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Strength : 1) Since 3M Co. holds its consistency in the industry for 80 years of operation‚ rendering good qualities of their products and services satisfying the needs of their customers and clients. 2) Taking risk in expanding of subsidiaries in the global market. Recruiting thousands of employees to be part of the company. Weaknesses: 1) No formal organizational chart was formulated in company. 2) Not advisable to put a word “ AUTONOMOUS” which is subject to its own laws or regulation only
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Administration Department Term: Fall 2013 Assignment for Course #: MGMT 317 Course Name: Management of Human Resources Submitted to: Dr. Mussie Tessema Submitted by: Alex Tschida Due Date: December 4‚ 2013 Assignment Title: Staffing Practices of 3M CERTIFICATION OF AUTHORSHIP: I certify that I am the author of this paper and that any assistance received in its presentation is fully acknowledged and disclosed in the paper. I have also cited any sources from which I used‚ data‚ ideas or words
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3M Corporation Company Background: The Minnesota Mining & Manufacturing Corporation (3M) was founded in 1902. It reported sales revenues of $16.7 billion during the year 2000. These revenues came from 3M ’s six business divisions: industrial; transportation‚ graphics‚ and safety; healthcare; consumer and office; electro and communications; and specialty materials. All business divisions were profitable in 2000. The same year‚ the company made more than 60‚000 products and about $5.6 billion sales
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what extent is 3M justifiably highlighted as the ‘innovating machine’? Answer: This case study has highlighted some of the key activities and principles that contribute to 3M’s performance. Many of these are not new and are indeed used by other companies. However‚ in 3M’s case they may be summarized as an effective company culture that nurtures innovation and a range of management techniques and strategies that together have delivered long-term success. There is evidence that 3M supports these
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1. Is this a customer service problem? Why or why not? Yes; this problem has a negative impact on the customer. Customers who purchased a compactor from Handy Andy were shown to receive improper customer service by the factory distributors. This poor customer service manifested itself in the form of longer delivery times‚ as well as leaving the compactor in the middle of a customer’s kitchen without giving the proper operating instructions to the customer. Ortega also discovered that the factory
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50‚000 Products but 3M Still Searching for Growth According to Mr. Thulin‚ 3M’s CEO‚ “.‚ is trying to maintain 3M’s reliable profitablitly while giving sales growth a bit more zip.” 3M has a vast product line already so in order for Thulin to increase profit even more he is going to have to be innovative and come up with several strategic plans. On the business side‚ he is going to have to see what products are not reaching the target sales growth and maybe sell them off to another company and
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