Caterpillar Inc.--Early 1990s The assessment of opportunities and threats is the foundation upon which planners develop strategies. The Caterpillar case illustrates some of the problems associated with the identification of opportunities and threats‚ especially in a situation where previous successes are notable. Attempting to pattern long-term growth on the basis of previously valid assumptions is one of the classic dilemmas facing the strategic planner whether in consumer or organizational markets
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Caterpillar Management Structure Caterpillar is a corporate governance structure where the Chairman of the board acts as the CEO. The Board of Directors is a group of independent non-employee directors that are chosen from outside of the company. Many of the group presidents report to the CEO‚ which makes the vice-presidents report to each group president. The Board consists of 14 directors and is divided into three classes for the benefit of election. The Board has four committees which
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Restructuring the organizational structure at Kimberly-Clark In 2003‚Kimberly-Clark the maker of paper products including Kleenex‚ Haggis ‚ and Depends‚ announced it was creating a radical new structure to shore up parts of its business that were performing poorly by restructuring its product into three categories .The categories were” grow‚” “sustain‚” and “fix”-somewhat unconventional categories. They weren’t devised based on product type‚ customers‚ or the geographic location is which Kimberly-Clark
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Managing emotions after restructuring processes 1. Introduction Sometimes it is unavoidable for a company to make decisions that cause toxic emotions among the employees‚ for example job-cuttings during restructuring processes. Such decisions‚ despite of being necessary‚ can trigger fear and anger on employees ’ side. Without handling such situations appropriately and recognizing the existence of toxic emotions‚ the organization is often not able to realize the planned gains and manage the
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INTERNATIONAL CASE – RESTRUCTURING AT KOREA’S DAEWOO Question – 1. What are the advantages and disadvantages of a hands-off‚ decentralized management approach ? Answer – 1 1. Decentralization. It is the “tendency to disperse decision making authority in an organized structure”. 2. Decentralized Organization. A decentralized organization is one in which decision making is not confined to a few top executives rather is throughout the organization‚ with managers at various levels making key operating
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April 7‚ 2013 Instructor: Kelly Raye EXP 105: Personal Dimensions of Education Final Assignment - Week 5 [pic] From a Caterpillar to a Butterfly: Life’s Transformation Cycle Butterfly’s go through a transformational process called metamorphosis. This process has four stages that include an egg‚ a caterpillar hatches from the egg to feed‚ the caterpillar then wraps itself in a silk cocoon‚ and finally out of this cocoon comes a beautiful butterfly. Similar to the butterfly; all men
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➢ The alignment also introduces three new regional Distribution Services Divisions within Caterpillar‚ replacing the company ’s current marketing arms. They will have responsibility for Caterpillar ’s total portfolio of business with each dealer‚ the dealer relationship‚ dealer development and ensuring the most efficient and effective distribution of Caterpillar machines‚ engines and parts. ➢ Caterpillar ’s current Motion & Power Control Division will be expanded and reorganized into two new
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Adidas—Will Restructuring Its Business Lineup Allow It to Catch Nike? Overview Adidas’ 1998 acquisition of diversified sporting goods producer Salomon was expected to allow the athletic footwear company to vault over Nike to become the leader of the global sporting goods industry. Salomon had several businesses that adidas management viewed as attractive—its Salomon ski division was the leading producer of ski equipment; TaylorMade Golf was the second largest seller of golf equipment; and Mavic
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because the absorption of the capital-market background and the implications of the finance concepts in the case will fully occupy the novice. This case updates and replaces “Peter Lynch and the Fidelity Magellan Fund‚” (UVA-F-0777) and “The Fidelity Magellan Fund‚ 1995” (UVA-F-1126). The case is intended for use in the opening stages of a finance course. It provides a nontechnical introduction to the U.S. equity markets and sets the foundation for some basic concepts in finance. Specific
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the crisis period as an opportunity for a healthier growth. After analyzing CAT’s social‚ political and economical environment‚ new technologies‚ the competitive situation‚ and the company’s capabilities and limitations‚ the teams concluded that Caterpillar could best achieve its long term objectives by building on its core business rather than diversifying. However due to slow growth of industry‚ they decided to develop additional‚ related products and services. There were plenty of actions to take
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