...Inc. Case Study Analysis At the age of 61 Bob Galvin, chairman and chief executive officer (CEO) of Motorola, Inc., was moved to action from the increasing complaints as he “walked the halls” and the growing threats from Japanese manufacturers. On April 24, 1983 at the biennial meeting of the top 153 officers of Motorola, Inc. themed ‘Managing Change’, Bob Galvin issued a challenge to senior managers to consider structural changes to strengthen the corporation long-term. Motorola History Founded in 1928 by Paul V. Galvin, Galvin Manufacturing Company the Chicago-based firm began with alternating electrical current converters and automobile radios. Soon after dubbing the car radio as the “Motorola” in 1947, Paul Galvin changed the name of the company. Paul Gavin along with his brother Joe tried to create a humane and democratic work environment. Part of this process involved the everyone including the Galvins to be addressed on a first-name basis; “the Galvins had replaced the typical time clock in the plant with an employee honor system; and by 1947, Paul Galvin established a profit-sharing program” for it now 2,000 employees. It was decision such as this that allowed Motorola to remain union free (Jick & Peiperl, 2011, p. 121). From its modest beginnings of less than $1500 in working capital and equipment, Motorola has enjoyed 55 years of growth and success to the tune of “15 percent growth-or half a billion dollars between 1982 and 1983” (Jick & Peiperl, 2011...
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...physical infrastructure and financial status. In this paper we will analyze the external and internal environmental factors that directly or indirectly affect the overall operations of the hospital. We will also describe its competitive position as well as the hospital’s organizational structure. External Factors UMH mission is to provide healthcare services to the community it serves, as well as to being a point of interest for international patients. As most hospitals, it is aggressively influenced by the environment in which it operates. “A host of external factors influence a firm’s choice of direction and action and, ultimately, its organizational structure and internal processes.” (Pearce, pg.102). These external factors are divided in three major categories: remote, industrial, and international. Remote. These factors are independent from the institution’s operating situations and include: * Economic: shortly after the acquisition, the local and national economy suffered an important recession that lasted several years, and did not allow UMH to grow at the expected rate. Since then, and as the economic situation stabilized, the region has experienced improvement. “Led by rapid growth in construction jobs, South Florida is on track to further rebuild its...
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...grow faster than the structure will allow, they simply cannot keep up with the consumer demand. Avon Products Inc., a global cosmetics and fragrance company that have a rich history for well over 120 years tried to do the unthinkable or should I say the fundamental movement. As stated by Goldsmith & Carter, they tried to integrate globally while building a larger foundation (2). The company started with one man going door to door selling books and as a consolation would give women samples of perfumes to keep them buying; fortunately turned into a multi-billion dollar empire of women’s goods. Avon grew into a household name that is still very profitable today. While operating in over 40 countries the company never defaulted and stayed true to the brand. Unfortunately, they began to notice that they were unable to operate at the same structure as previously. Companies must evolve and change with the needs of the consumer and the need of the market. Fear of any company will develop imbalance in structure and leadership of the company. Not to be overshadowed by the changes the executives began to shift and restructure of the company for the betterment of the brand and also for longevity. Status of the Company that Lead to Change Change became inevitable because of the structure of the company at the rapid growth. At the rate of growth and the systematic structure, it was unable to handle the business and continue to grow as most executives are looking for in production...
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...scandal and impending bankruptcy were revealed, the company’s stock decreased from $90 to less than $1, a devastating hit to the financial market and numerous investors and employees (Betz, 2002). While the public was shocked at the numerous unethical financial practices, several organizational behavior theories, when applied to Enron, explain how such unethical activity could be permitted to take place. Chima (2005) describes organizational behavior as the result of the decisions of those who have obtained decision-making power, with the decisions reflecting the decision makers’ assessment of what is economically and politically beneficial for themselves and the company. Enron’s executives allowed themselves to be motivated much more by what would benefit themselves than what would truly benefit the company. The political model of organizational behavior describes this focus on self-interest (Chima, 2005). Money, greed, arrogance, and hubris led company executives to lose focus on working for the good of the company and to act unethically (Gini, 2004). Impacts of Company Executives and Managers Company executives and managers directly impact the ethical direction of a company. When the executives and managers are ethical, employees are more likely to act ethically. Enron’s leadership may have been...
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...------------------------------------------------- INTRODUCTION This case weaves leadership and organizational culture principles into the strategic fabric of a modern firm competing in a global, competitive, high tech industry. The achievements of Atul Jain, founder, CEO, and Chairman of TEOCO, are extraordinary given his limited business expertise, compliant personality, and unconventional belief system – all which he has parlayed into a competitive advantage for the his mid-sized telecommunications software company. The introduction of the case places TEOCO at a major juncture, having recently completed an acquisition which doubles the size of the company and committed to a new ownership structure with a venture capital company’s minority equity investment. Reasons behind the unlikely partnership agreement are discussed before delving into TEOCO’s background and core product categories. The industry landscape and company’s growth strategies are described next. This leads into an explanation of the TTI acquisition, which seriously tests the strength of Atul’s proven business approach. Finally, the case depicts how the shared leadership, employee ownership, and human resource practices at TEOCO are the foundation of the competitive advantage created by Atul. As the company enters a new era, the shaping of its future is already underway. The case analysis is intended to anticipate the likely impact of the TTI acquisition and TA alliance on the strategic elements that...
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...2014 10:25AM EDT New chief executive officer of Rogers Communications Inc. As of December 2013 Guy Laurence CEO Resetting company’s management structure. Fix customer service issues **** poor customer service to be improved by unraveling a tangled mess of corporate structures and separating consumer concerns from business priorities. Reignite growth. Restructuring will make Rogers more agile (quote: Guy Laurence) High level executives removed from office. (shake up) Senior ranks will be shifted away from daily operations to focus on long-term strategic goals. The restructuring comes amid an intensely competitive telecommunication’s landscape. For Rogers that has meant limited growth in wireless customers, recent declines in cable subscribers and a lagging stock price. The new setup gives Mr. Laurence firm control of operations and puts deputy chairman Edward Rogers, son of the late founder and CEO Ted Rogers, in line to one day take over as chairman. Mr. Rogers currently holds an executive post as well as heading a family trust that controls the company through multiple voting shares. Under Mr. Laurence’s plan, Mr. Rogers is giving up his operating duties to focus on the board, but sources say he is believed to be in line to one day replace chairman Alan Horn when he steps down. His sister, Melinda Rogers, is also leaving her role as a senior vice-president but she will remain on the board. Clear focus on customers, growth and especially pushing content...
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...CHAPTER ONE 1.0 INTRODUCTION 1. Background of the study Restructuring is A general term for major corporate changes aimed at greater efficiency and adaptation to changing markets. Spin-Offs, Recapitalisations, Strategic Buyouts and major management realignments are all developments frequently associated with corporate restructurings (Financial & Investment Dictionary, Barron’s, 2000). The verb restructure has one meaning: to reconstruct or form anew or provide with a new structure. Restructuring is significant modification made to the debt, operations or structure of a company. This type of corporate action is usually made when there are significant problems in a company, which are causing some form of financial harm and putting the overall business in jeopardy. The hope is that through restructuring, a company can eliminate financial harm and improve the business. (Investment Dictionary, Investopedia 2002). Restructuring is a method of raising organisational efficiency by questioning every stage of key operational processes to see if they still achieve what is required of them in terms of cost, quality service and speed. Restructuring is the corporate management term for the act of partially dismantling and reorganizing a company for the purpose of making it more efficient and therefore more profitable. It generally involves selling off portions of the company and making severe staff reductions. Restructuring is often done as part of a bankruptcy or of a takeover...
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...Maryland Medical Center (UMMC) is one of the biggest medical institutions in Baltimore, Maryland. Its biggest competition is John Hopkins Medical Center, which is famous for the work of Heart Surgeon Ben Carson. Much of UMMC’s external organizational structure revolves around competitive factors. UMMC originated in 1823 and over the years has changed its name from the Baltimore Infirmary formed by the faculty of the University of Maryland School of Medicine and in 1998 to what is now known as University of Maryland Medical Center (University Of Maryland Medical Center, 2012). UMMC provides patient care, education, and research. UMMC offers patient care for emergency visits, pediatric, geriatric care, obstetrics, shock trauma, and all other health and medical related issues. University of Maryland Medical Center also houses the University of Maryland School of Medicine. This school offers career in different medical fields and all of the teachers at the school are the practicing residents in the hospital. Some 656 beds are maintained by the Center, which includes the R Adams Cowley Shock Trauma Center; the Marlene and Stewart Greenebaum Cancer Center; and the University of Maryland Hospital for Children. The hospital and the school’s organizational design are run as a corporation and answers to a Board of Directors, Shareholders, and Stakeholders (University Of Maryland Medical Center, 2012). With UMMC being in constant collaboration with the University’s School of Medicine there...
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...THE CONGRUENCE MODEL The Congruence Model A Roadmap for Understanding Organizational Performance The critical first step in designing and leading successful large-scale change is to fully understand the dynamics and performance of the enterprise. It’s simply impossible to prescribe the appropriate remedy without first diagnosing the nature and intensity of an organization’s problems. Yet, all too often, senior leaders– particularly those who have just recently assumed their positions or joined a new organization– react precipitously to a presenting set of symptoms. They quickly spot apparent similarities between the new situations they face and problems they’ve solved in the past, and leap to the assumption that what worked before will work again. The imperative to act is understandable but often misguided. Leaders would be well advised to heed the advice of Henry Schacht, who successfully led large-scale change as CEO of both Cummins Engine and Lucent Technologies: Stop, take a deep breath, give yourself some time, and “get the lay of the land” before leaping to assumptions about what should be changed, and how. That’s easier said than done. Without a comprehensive roadmap – a model – for understanding the myriad performance issues at work in today’s complex enterprises, leaders are likely to propose changes that address symptoms, rather than causes. The real issues that underlie an organization’s performance can easily go undetected by ...
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...HARD TIMES LO1-UNDERSTANDING THE RELATIONSHIP BETWEEN ORGANIZATION’S STRUCTURE AND CULTURE INTRODUCTION Organization can be defined as a collection of people who perform tasks, whether in groups or individually, but in a coordinated and controlled way by acting in a particular context or environment in order to achieve a pre-determined goal; it must be receptive to collaboration and participation of every member of staff and be committed to the changes that come out. This coordination and control is usually effected by a leader, someone capable to influence others to achieve their targets by stipulating rules and giving them enough motivation to achieve them; someone who can make sure that all the necessary resources to carry out its activities are available. All organizations must determine not only their goals, but also define the measures and forms of action and allocation of resources that they think most appropriate to achieve them. When looking for an organization there are a few points that we should take in consideration: * The current development of the organization, structure and design * How organizational behaviour is used and what types of personalities are involved * The advantages and disadvantages of the existing structure and how it affects people's behaviour * The key factors that contribute to the success (or failure) of the organization * What is the organizational culture, which has undergone changes, the motivations and attitudes...
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...Introduction The main focus of this research is to investigate organizational structure and culture, examine different approaches to management and leadership and theories of organization, examine the relationship between motivational theories and demonstrate an understanding of working with others, teamwork, groups and group dynamics of two different organization. Executive Summary It is essential to comprehend the way in which the enterprises operate regarding organisation’s design and lifestyle and the way these types of features affect the actual efficiency from the organisation in the business industry. This particular research will target those activities connected with Hewlett-Packard (HP) and Apple regarding their design and lifestyle and also the variables affecting individual behaviour at work. It will likewise decrease the character connected with organizations and social behaviour from the enterprises and will measured the elements that may support or restrain the improvement of successful cooperation in the organizations. Similarly, It will also assess the power of technology on team implementation within the associations to achieve its goal-seeking accomplishments that can encourage people to deliver their best strengths within the organization. 1.1 Compare and contrast different organizational structure and culture Organizational structure is the form of an organization that is evident in the way divisions, departments, functions, and people join...
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...Organizational structure refers to the way that an organization arranges people and jobs so that its work can be performed and its goals can be met. When a work group is very small and face-to-face communication is frequent, formal structure may be unnecessary, but in a larger organization decisions have to be made about the delegation of various tasks. Thus, procedures are established that assign responsibilities for various functions. It is these decisions that determine the organizational structure. In an organization of any size or complexity, employees' responsibilities typically are defined by what they do, who they report to, and for managers, who reports to them. Over time these definitions are assigned to positions in the organization rather than to specific individuals. The relationships among these positions are illustrated graphically in an organizational chart (see Figures 1a and 1b). The best organizational structure for any organization depends on many factors including the work it does; its size in terms of employees, revenue, and the geographic dispersion of its facilities; and the range of its businesses (the degree to which it is diversified across markets). There are multiple structural variations that organizations can take on, but there are a few basic principles that apply and a small number of common patterns. The following sections explain these patterns and provide the historical context from which some of them arose. The first section addresses organizational...
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...this case analysis is to synthesize the cumulative team leadership principles presented in this class to date. The paper will demonstrate an informed understanding of how leaders that foster an ambiance of trust will enjoy the benefits of cohesive, more productive teams through collaboration among all members. The subject of this analysis is Chattanooga Ice Cream, Inc. (the division), one of three wholly-owned subsidiaries of Chattanooga Food Corporation (CFC) as described in “The Chattanooga Ice Cream Division” case study (the case study) (Sloane 2003) . Background Market Position The division had grown to become one of the largest regional manufacturers of mid-priced basic ice cream products in the United States. Primary customers were supermarkets and related retailers. Recently, a major supermarket chain had notified that it would no longer be carrying the division brand. Financial Profile Although sales revenues in 1991 were just over $180 million, by 1995 the earnings had dropped to $150 million. During the same period, operating profit fell from $6.5 million to $4.1 million. In 1995, the subsidiary had reached a point where it was unable to pay any upstream dividends to the parent company. The impending loss of the supermarket chain represented another $6.5 million drop in sales revenue. Executive Team President and General Manager - Charles Moore, since 1993 Vice President, Marketing - Barry Walkins, since 1992 Vice President, Sales - Les Holly, since 1986 ...
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...January 22, 2012 McDonald’s has been around for fifty-four years. By McDonald’s growth to more than thirty thousand restaurants in 118 countries serving fifty-five million customers per day. A number of factors led the organization to the conclusion that enhancements in its talent management and development system were need. (Goldsmith, 2010. p.156). McDonald’s framework for “Plan to Win” consists of the people, place, product, promotion, and price. McDonald first has to have the right people in place to make the business successful by obtaining a global/local approach in the management and developing of their global workforce. There are two levels that were embedded with the expectations of the employers which consist of good customer service and experience levels. This made McDonald’s to concentrate on the quality, service, cleanliness, and the value being strong. The talent management system program that led to the success of McDonald’s consist of the redesign of the performance development system for all staff positions throughout the company. This consists of the company starting annual performance plan to measure the performance of the objectives that the company has put in place. Second, the introduction of the talent review process for all officer-level positions the results of the one year follow up survey with the executive management and HR leaders in each of the company’s four major regions. Managers and the organizations...
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...objectives, as well as its strategic plan and budgetary resources. A key goal of HR planning is to get the right number of people with the right skills, experience and competencies in the right jobs at the right time at the right cost. The process by which management ensures that it has the right personnel, who are capable of completing those tasks that help the organization reach its objectives. [pic] Meaning and Definition: In simple words, HRP is understood as the process of forecasting an organization's future demand for and supply of, the right type of people in the right number. It is only after this that the HRM department can initiate the recruitment and selection process. HRP is a sub-system in the total organizational planning. Organizational planning includes managerial activities that set the company's objectives for the future and determine the appropriate means for achieving those objectives. HRP facilitates the realization of the company's objectives by providing the right type and the right number of personnel. HRP, then, is like materials planning that estimates the type and quantity of the materials and supplies needed to facilitate the manufacturing activities of the organization. HRP is variously called manpower planning, personnel planning or employment...
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