Research question Would change in leadership style improve efficiency of workers in ITALY-LINE? Rational ITALY-LINE is private company founded in 1994‚ with head office in Belgrade. The company’s core business is the wholesale of dioptric frames‚ sunglasses and optical equipment. Over the years‚ company changed all the employees due to lack of the motivation and poor relationships. With new workers general manager faced many different problems such as miscommunication with customers‚ missed phone
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Chapter I: INTRODUCTION Context of the Study The food industry becomes large and diverse increasingly. For the aim of consumer options‚ food services can be different as elegant ambience‚ fine dining‚ casual dining‚ fast-casual dining restaurant. The focus of this study is on the operations management of a food service provider which is the fast-causal dining restaurant. The researchers have chosen Queen “J”‚ being the vendor of concession canteen of Shell Shared Services in which one of the
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|…bought what… |…from whom… |… how much | |General Motors |20% of Fiat |Agnelli Family |$2.40 bn | |Daimler-Chrysler |34% of Mitsubishi Motor |Mitsubishi Motors |$2.04 bn | |Volkswagen |34% of Scania |A Holding
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Available at: http://www.supplychainbrain.com/content/blogs/think-tank/blog/article/font-size2tesla-motors-a-tale-of-beauty-and-painfont/ [Accessed 4 April. 2014]. Brown‚ N. (2013). Daimler Wants Increased Cooperation With Tesla Motors. [online] CleanTechnica. Available at: http://cleantechnica.com/2013/11/07/daimler-wants-increased-cooperation-tesla-motors/ [Accessed 6 April. 2014]. Energy.gov‚ (2014). Loan Programs Office | Department of Energy. [online] Available at: http://energy.gov/lpo/loan-programs-office
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Rescuing Nissan from Crisis Running a business successfully can be difficult if we do not know how to manage the entire company. When it is a small business‚ it is relatively easier to find the problems‚ and the earlier the problems were found‚ the easier to fix them. However‚ when it comes to a big company‚ it becomes harder to see problems because they usually take time to rise to the surface. Therefore‚ by the time we find out what is wrong‚ it can be too late to fix them. The company
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Contents PART I 3 Mahindra and Mahindra 3 Brief history of M&M tractors 3 History of alliances and acquisitions which helped them in the tractor space 4 Why did they go in for Ssangyong 4 Technology benefits which Ssangyong possesses 4 Mahindra’s experience of the acquisition 5 How Mahindra handled the situation 5 Successes of the acquisition 5 PART II 7 TATA MOTORS 7 Brief history of Tata Motors 7 Why did they go in for JLR deal? 8 But Why Acquisitions? 8 Technology
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A new era Accelerating toward 2020 — An automotive industry transformed Contents The transformations to come The restructuring imperative Changing customers‚ changing demands Technology to reflect new sets of demands Getting the right skills The next chapter in industry history Endnotes 1 2 8 15 22 26 28 The transformations to come At least now‚ the picture is clear For the past few years‚ automotive leaders and observers have witnessed an industry in peril. A slowing global economy
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generation and utilities module‚ which included the fireproofed accommodation block‚ slipped into the sea. The largest part of the platform followed it; the whole accident took place in 22 minutes. That was the end of Piper Alpha. What went wrong? The fishbone diagram identifies some possible cause and effect. METHOD/PROCEDURE ENVIRONMENT MATERIAL MANPOWER MACHINE Poor leadership Poor maintenance PTW risk assessment use incorrect Absence of blast wall Inadequate maintenance/safety procedure
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Operations Improvement Plan XXXXXXX MBA6022 Strategic Operations Management Address: XXXXXXXXXXXXx E-mail: xxxxx Instructor: Dr. Zhimin Huang Abstract This operation improvement plan is to help improve the internal communication process at Toyota between their employees and management. There has been a loss of ideas and knowledge‚ which is a complete violation of their founding principles defined in the Toyota Way. With the suggested recommendations
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Introduction The favourable Indian market conditions are acting as a catalyst for luxury and premium carmakers‚ which are receiving impetus from new launches. The top-end carmakers have posted double-digit growth for the quarter ended June 30‚ 2013‚ with firms like Honda at 45 per cent and Audi recording 28.8 per cent‚ besides others. India is emerging as an export hub for sports utility vehicles (SUVs). Global automobile majors are looking to leverage India’s cost-competitive manufacturing practices
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