Chapter 5 Organizational Development and Change Chapter Overview The organizational development (OD) tradition is a practitioner-driven intervention-oriented approach to effecting organizational change via individual change‚ with view to increasing effectiveness. It is implemented within a problem-solving model‚ places a heavy accent on survey-based problem diagnosis and subordinates people to a vision of the future. Commitment-based strategies of effecting change assume that the impetus for change
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March 7‚ 2015 Centennial College WINTER 2015 Semester MGMT 702 – Section 101 Instructor: James Farmer Case # 4 –Nucor Corporation NOTE: This is the fourth (of five) graded‚ hand-in cases/ assignments and each case/ assignment will be worth: 10% of your final grade Review the background material (in the casebook) about the case: Nucor Corporation and‚ answer only the following three questions: 1) Rolled steel is a commoditized product. Commoditized products are extremely difficult to differentiate
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a long term basis. CSP technology currently does not fit in Kappmeyer’s upgrade of the Mon Valley plant due to physical locations‚ feasibility‚ quality and other factors. But the CSP technology has shown improvement and with more R&D‚ CSP will surpase the conventional technology in the future. Capital costs were going to lowered from $1000 to $300 which would decrease USX’s costs in the future and hence increase profits. Instead of combining the plan of adoption of CSP and upgrade of the Mon
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Additionally‚ they were tying themselves to the requirements of the current customers‚ and ignoring potentially new users for the future. Did the USS team get the right answer to the wrong question? What if‚ rather than asking whether USS should install CSP in Mon Valley‚ Kappermeyer has asked whether USS should invest in or participate in this technology? Would you have answered that question differently than you did when the problem was framed as a Mon Valley issue? My recommendation was that USS should
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Continuous Casting Investments at USX Corporation is a case involving a large‚ established mining and steelmaking company that after almost 80 years of existence is deciding whether to go forward with a $600 million dollar investment to upgrade its Mon Valley steel facility. From its founding in 1901 through the 1970’s the company dominated the steel industry. In the 1980’s USX was hit hard by poor economic conditions and higher manufacturing costs. In addition‚ “minimills” which had previously not
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Additionally‚ they were tying themselves to the requirements of the current customers‚ and ignoring potentially new users for the future. Did USS team get the right answer to the wrong question? What if‚ rather than whether USS should install CSP in Mon Valley‚ Kappmeyer has asked whether USS should invest in or participate in this technology? Would you have answered that question differently than you did when the problem was framed as Mon Valley issue? • What should USS’s next technological
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University of Illinois at Urbana-Champaign College of Business Department of Business Administration BADM 544: STRATEGIC MANAGEMENT Spring 2013 Name: Joseph T. Mahoney Professor of Strategy & Entrepreneurship Caterpillar Chair of Business Department of Business Administration Office: Wohlers Hall 140C Office Hours: Wednesday 4:30PM- 5:30PM (Or by appointment) Website: Phone: Email: 244-8257 josephm@illinois.edu http://www.business.illinois.edu/josephm Click on the course
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its profitable South Carolina. Iverson was already the head of Vulcraft before adopting Nuclear Corporation. He had a vision that by joining Vulcraft and Nuclear together it would be great opportunities. Iverson concluded that the best way was for Nucor to make a different path altogether with their successful Vulcraft subsidiary in the steel business.
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Nucor SWOT Analysis STRENGTHS: • Has a strong leadership team at all levels. • Workforce is highly motivated‚ productive‚ and flexible. • Technology = Innovation and technology has been the integral strength for Nucor Co. They are always into searching for new mediums and technology in the production side. The major benefit that they get from it is the amount of resources that they save and the improved efficiency levels. (McLean‚ 2009) • Continuing Innovations = Nucor has plants with low
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is about the art of motivation in Nucor‚ about strategy and action plan to motivate the people such as talking to them‚ listening to them‚ taking a risk on their ideas‚ and accepting the occasional failure. It ’s a culture built in Nucor with symbolic gestures with unblinking focus on the people on the front line of the business in order to maximize profitability. Nucor has foster one of the most dynamic and engaged workforces around. The nonunion employees at Nucor don ’t see themselves as worker
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