...Team Project: Chattanooga Ice Cream Division Case Analysis Now’s your chance to apply to a complex business situation everything you’ve learned from the teamwork model in The Five Dysfunctions of a Team, as well as what you’ve learned so far in the lectures, videos, and readings. Using the team discussion boards, you will complete a written analysis of the Chattanooga Ice Cream Division case study. Each team will submit one case analysis explaining: * Where Charlie Moore has gone wrong as a leader, specifically in terms of team management and decision-making; * What this group of employees themselves could do to better understand the perspectives of each other and their boss; and * What Moore should do now to help his team work together and resolve conflicts more effectively? The case analysis should incorporate concepts and examples from the lectures, readings, videos, and other course materials and should be at least four pages in length. Please cite all sources and references in APA format. The team discussion boards are structured as follows: * Team Introduction Thread: Collaborate under the “Team Introduction” discussion thread to complete the team charter and have the team leader submit it to the “Team Charter” folder by day 7 of Module 2. * Planning Phase Thread: Use the “Planning Phase” thread to outline your team’s case analysis. The team leader needs to post the final outline to the team discussion board by day 7 of Module...
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...CHATTANOOGA CASE ANALYSIS ASSIGNMENT 2 Chattanooga Case Analysis Assignment 1 Tomas Thomson Jack Welch Management Institute Dr. Earl Richardson JWI 510 November 14, 2015 Abstract The goal of this paper is to analyze the Chattanooga Ice Cream Case. The Chattanooga Ice Cream case is a case study where senior officers of a food company have opposing views for turning a declining business around during a crisis. The general manager, Charles Moore is faced with several challenges. He has a consensus-oriented style that asks for his team’s opinion before making a decision. His style might not be the best for this situation. He is faced with choosing several competing ideas, managing conflict within his team and a quickly approaching deadline. Keywords: Conflict, Peer Relationships, Conflict Resolution Style, Group dynamics, Interdepartmental Relations, Management communication, Candor, Teams CHATTANOOGA CASE ANALYSIS ASSIGNMENT 2 Charles Moore’s conflict resolution style, indecisiveness, and management of group dynamics drove his business unit to near failure. By modifying his style, Charles Moore can turn his team and company around from near failure to a profitable division. Case Analysis: Introduction – Background on Chattanooga Chattanooga Ice Cream, Inc. was founded in 1936 as a subsidiary of Chattanooga Food Corporation. The Ice Cream Division was one of the largest regional ice cream manufacturers in the United States...
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...Lisa Benton Case Analysis Introduction Effective leadership creates successful teamwork; it’s the formula that every leader must understand in order to win in the 21st century. The relationship between the effectiveness of an individual as a leader and the creation of successful teamwork becomes the secret of a successful business. Effective leaders understand more than ever the importance of teamwork in the corporate organization and how the concept can impact every winning element of the organization. The relationships between team members and how leadership competencies can harmonize these people toward a specific goal become the foundation of all leadership development and people management programs. The Chattanooga Ice Cream Division has been faced with a decline in sales for five consecutive years, leading the family-controlled business to a financial crisis. The team at Chattanooga is very dysfunctional; they exhibit a lack of candor, they are high in conflict and disrespectful of each other, and they exhibit avoidance issues with accountability. Team members seem to always lay blame on other members. Leadership needs to convey that teamwork is a must, and this should be a sustainable teamwork approach to help ensure no further loss in the business. Team Dysfunctions The Chattanooga Ice Cream Team is dysfunctional for several reasons. Some of those reasons are related to the team members themselves, and others are related to the leadership. The team is suffering...
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...Chattanooga Ice Cream Division Case Analysis May 10, 2016 Juan J. Garcia Jack Welch Management Institute Dr. Christine Fuselier JWI 510 Overview The intent of 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...
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...Chattanooga Case Study Jack Welch Management Institute Dr. Tocci JWMI 510: Leadership in the 21st Century 11/16/2014 Executive Summary The Chattanooga Ice Cream Division (CIC), one of the largest regional manufacturers of ice cream in the U.S., currently faced a major dilemma that could potentially impact the viability of the long-standing company. The division’s President and General Manager, Charles Moore, just received news from their third largest customer that they were switching to another competitor brand and therefore terminating their contract with CIC for at least two years. The customer revealed that their decision was based on variety of factors, but it was no secret that CIC had fallen behind their competition. Ice Cream consumption in general was on a steady decline and CIC found itself to be a dinosaur of brands amongst new premium and super premium brands who manufactured innovative mix-in flavored ice cream varieties, and healthier frozen yogurt options. CIC, with its production of mid-priced, basic ice cream flavors was losing its popularity. Moore calls an emergency meeting with his department leads. With just 90 days until the loss of their major client, Moore seeks the input and expertise of his top executives. To his dismay, this fragmented group of individuals engages in public conflict during the meeting and no census is reached on how the company will counter-act the loss of revenue of their third largest client. With little time to lose, Moore has...
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...Chattanooga Case Analysis Jack Welch Management Institute JWI 510 25 July 2015 I. Abstract. In this paper we will explore the Chattanooga Ice Cream Division (CICC) case study (Sloan, HBR, 2003). We will review the significant changes that were taking place internally at the CICC and externally within their market. We will explore these internal and external variants that include: changes in key leadership positions on the CICC staff, internal alliances, customer demand for product diversification and competitor responsiveness to customer demands. All of these factors had a direct impact on CICCs bottom line and resulted in loss of market share. II. Introduction The CICC, a wholly owned subsidiary of the Chattanooga Food Corporation (CFC), was trending downward from 1991 thru 1996 and reported five consecutive years of decline. The bad news continued to grow; in 1996 the division president and general manager Charlie Moore learned that Stay & Shop a 6.5M account and their third largest customer was dropping CICC for the Sealtest line of ice cream products. Faced with losing more market share and a steady downward trend; immediate and major action had to be taken in order to turn the situation around. Charlie was given 120 days to accomplish the task of returning the CICC to the profitable division it once was. The CICC management team had varying degrees of experience in the market and all had their own opinions on the root causes that led to the loss...
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...Executive Summary The following case study analysis examines the Chattanooga Ice Cream division’s recent failures in light of Stay & Shop’s recent decision to replace CIC with Sealtest in all of their Southeast Stores. It will shed a light on the dysfunctions and shortcomings of the team and their leader. A comprehensive analysis will follow and break down where CIC has failed both within the company and in the marketplace. After an examination and analysis is complete, I will offer a series of recommendations that must be made in order to bring CIC back to profitability and relevance. Introduction Chattanooga Ice Cream is in trouble. They have suffered from a lack of leadership, poor management, lack of marketplace knowledge and a dysfunctional team. Due to these reasons, they have found themselves in a position where their third-largest customer, Stay & Shop, has decided to replace them with the Sealtest line in all of their southeast region supermarkets within the next 90 days. This decision has caused the company, and their leader, Charlie Moore, to go into panic mode in an attempt to keep the business afloat, while also increasing revenue and expanding the product line while facing external stressors that include the competition introducing premium and “mix-in” flavors and the sagging consumption of ice cream. The Issues and Problems After a lengthy review of the case study, I have come to recognize three distinct problems that CIC faces. They have an unclear...
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...Chattanooga Case Analysis Dionne Durst Jack Welch Management Institute Dr. Catherine Lada JWMI 510 May 12, 2016 Chattanooga Case Analysis In principle, business leadership has evolved fast especially in the 21st Century. Consequently, individuals are opening up to new ideas and dynamic styles of doing things, which means that competition has remained all-time high in many industries. Therefore, leaders in various organizations have to be vigilant by creating winning teams in their firms that will achieve business goals. Essentially, this paper is going to utilize the issue of leadership experienced by Chattanooga Ice Cream, Inc. when a major client decided to replace them with a competitor in 1996. It will analyze how management went about discussing solutions, starting with the team challenges and dysfunctions. Also, how team members could boost their perspectives about others. Finally, it will make some specific recommendations about how the team leader could improve effectiveness. In essence, Charlie Moore’s democratic style of leadership was failing and making the team dysfunctional while his team members were not excellent team players. Fundamentally, Moore’s team appeared to be moving in circles when deliberating on how to respond to Stay & Shop's move to drop Chattanooga as its supplier. In this regard, the details of the meeting provided point to a team that could not get things done which is a sign of a dysfunctional group. According to Swyers (2012)...
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...Team Dysfunction There are many reasons that this team is dysfunctional. Assessing Charles Moore’s leadership using Jack Welch’s eight essential rules makes be believe the first issue with this team is leadership. Charles was brought in to improve the division’s performance as it had been declining or several years. However, his leadership approach has not been successful and there is no indication that he intends to ake another approach. The issues that became apparent after reading this case was that the team does not trust Moore, let alone each other. There seems to be no candor or transparency. In addition, a leader spreads optimism and positive energy; this was missing in the meeting. His preference for group-based decisions makes me think that would not be able to make a quick decision without consulting others. He seems incapable of making a gut call and taking risks with is another action that a leader must be able to take. To lead a team like this the focus of the leader has to shift to relationships and developing team members. Moore has to be able to support this team and move away from managing a team and begin leading the team. Moore also has to be able to motivate and align people his team, which is crucial in getting a team and to buy-in to a strategy. Some of Moore’s actions, such as ignoring the conflict within the team, have been detrimental to establishing himself as a competent leader. Assessing the team as a whole, there is also the absence of trust...
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...Business Plans Handbook Business Plans A COMPILATION OF BUSINESS PLANS DEVELOPED BY INDIVIDUALS NORTH THROUGHOUT AMERICA Handbook VOLUME 16 Lynn M. Pearce, Project Editor Business Plans Handbook, Volume 16 Project Editor: Lynn M. Pearce Product Manager: Jenai Drouillard Product Design: Jennifer Wahi Composition and Electronic Prepress: Evi Seoud Manufacturing: Rita Wimberley Editorial: Erin Braun ª 2010 Gale, Cengage Learning ALL RIGHTS RESERVED. No part of this work covered by the copyright herein may be reproduced, transmitted, stored, or used in any form or by any means graphic, electronic, or mechanical, including but not limited to photocopying, recording, scanning, digitizing, taping, Web distribution, information networks, or information storage and retrieval systems, except as permitted under Section 107 or 108 of the 1976 United States Copyright Act, without the prior written permission of the publisher. This publication is a creative work fully protected by all applicable copyright laws, as well as by misappropriation, trade secret, unfair competition, and other applicable laws. The authors and editors of this work have added value to the underlying factual material herein through one or more of the following: unique and original selection, coordination, expression, arrangement, and classification of the information. For product information and technology assistance, contact us at Gale Customer Support, 1-800-877-4253. For permission to use material...
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...OF The world’s most recognized trademark it is recognized by 94% of the world’s population FOR HINDUSTAN COCA-COLA BEVERAGES PVT. LTD. , PANKI INDUSTRIAL AREA, DADA NAGAR KANPUR. SUBMITTED IN SUMMER TRAINING OF MBA PROGRAMME OF APOLLO INSTITUTE OF TECHNOLOGY KANPUR UNDER GUIDANCE OF: Mr. ADESH TRIPATHI (AREA MARKETING MANAGER) SUBMITTED BY: Divya Tiwari MBA 3rd SEMESTER 2009-2010 DECELARATION I Divya Tiwari declare that this project report titled “Comparative Survey of Coke vs. Papsi” is an original work done by me under the guidance of Mr. ADESH TIWARI (AREA MARKATING MANAGER). I further declare that it is my original work as a part of my academic course. PLACE: KANPUR DATE: Aug. 16th, 2010 Divya Tiwari INDEX TITLE PAGE AKNOWLEDGEMENT MEANING OF PROJECT INTRODUCTION CHAPTER 1: PROFILES * HISTORY OF THE COMPANY * EARLY GROWTH * WARTIME DEVELOPMENT RECENT DEVELOPMENTS * * POSTWAR GROWTH CHAPTER 2: INDUSTRIAL PROFILE * SOFT DRINK INDUSTRY IN INDIA * COCA-COLA IN INDIA * VISION OF COCA-COLA IN INDIA * MISSION OF THE COCA-COLA IN INDIA CHAPTER 3: PRODUCT PROFILE * SOFT DRINK INDUSTRY IN INDIA * COCA-COLA IN INDIA * VISION OF COCA-COLA IN INDIA * MISSION OF THE COCA-COLA...
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...Advertising, Promotion, and other aspects of Integrated Marketing Communications Terence A. Shimp University of South Carolina Australia • Brazil • Japan • Korea • Mexico • Singapore • Spain • United Kingdom • United States Advertising, Promotion, & Other Aspects of Integrated Marketing Communications, 8e Terence A. Shimp Vice President of Editorial, Business: Jack W. Calhoun Vice President/Editor-in-Chief: Melissa S. Acuna Acquisitions Editor: Mike Roche Sr. Developmental Editor: Susanna C. Smart Marketing Manager: Mike Aliscad Content Project Manager: Corey Geissler Media Editor: John Rich Production Technology Analyst: Emily Gross Frontlist Buyer, Manufacturing: Diane Gibbons Production Service: PrePressPMG Sr. Art Director: Stacy Shirley Internal Designer: Chris Miller/cmiller design Cover Designer: Chris Miller/cmiller design Cover Image: Getty Images/The Image Bank Permission Aquistion Manager/Photo: Deanna Ettinger Permission Aquistion Manager/Text: Mardell Glinski Schultz © 2010, 2007 South-Western, Cengage Learning ALL RIGHTS RESERVED. No part of this work covered by the copyright hereon may be reproduced or used in any form or by any means—graphic, electronic, or mechanical, including photocopying, recording, taping, Web distribution, information storage and retrieval systems, or in any other manner—except as may be permitted by the license terms herein. For product information and technology assistance, contact us at Cengage Learning Customer &...
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...Marketing Management, Millenium Edition Philip Kotler Custom Edition for University of Phoenix Excerpts taken from: A Framework for Marketing Management, by Philip Kotler Copyright © 2001by Prentice-Hall, Inc. A Pearson Education Company Upper Saddle River, New Jersey 07458 Marketing Management Millenium Edition, Tenth Edition, by Philip Kotler Copyright © 2000 by Prentice-Hall, Inc. All rights reserved. No part of this book may be reproduced, in any form or by any means, without permission in writing from the publisher. Compilation Copyright © 2002 by Pearson Custom Publishing. This copyright covers material written expressly for this volume by the editor/s as well as the compilation itself. It does not cover the individual selections herein that first appeared elsewhere. Permission to reprint these has been obtained by Pearson Custom Publishing for this edition only. Further reproduction by any means, electronic or mechanical, including photocopying and recording, or by any information storage or retrieval system, must be arranged with the individual copyright holders noted. This special edition published in cooperation with Pearson Custom Publishing Printed in the United States of America 10 9 8 7 6 5 4 3 2 1 Please visit our web site at www.pearsoncustom.com ISBN 0–536–63099-2 BA 993095 PEARSON CUSTOM PUBLISHING 75 Arlington Street, Suite 300, Boston, MA 02116 A Pearson Education Company SECTION ONE Understanding Marketing Management Marketing in...
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...Sam Walton Made in America My Story by Sam Walton with John Huey BANTAM BOOKS NEW YORK• TORONTO• LONDON• SYDNEY• AUCKLAND This edition contains the complete text of the original hardcover edition. NOT ONE WORD HAS BEEN OMITTED. SAM WALTON: MADE IN AMERICA A Bantam Book/published by arrangement with Doubleday PUBLISHING HISTORY Doubleday edition published June 1992 Bantam edition/June 1993 Photographs without credits appear courtesy of the Walton family. All rights reserved. Copyright© 1992 by the Estate of Samuel Moore Walton. Cover photo copyright© 1989 by Louis Psihoyos/Matrix. Cover design by Emily & Maura Design. Library of Congress Catalog Card Number: 92-18874. ISBN 0-553-56283-5 Published simultaneously in the United States and Canada Bantam Books are published by Bantam Books, a division of Bantam Doubleday Dell Publishing Group, Inc. Its trademark, consisting of the words "Bantam Books" and the portrayal of a rooster, is Registered in U.S. Patent and Trademark Office and in other countries. Marca Registrada. Bantam Books, 1540 Broadway, New York, New York 10036. PRINTED IN THE UNITED STATES OF AMERICA OPM 31 30 29 28 27 26 25 24 23 Contents Acknowledgments 4 Foreword 5 1 Learning to Value a Dollar 9 2 Starting on a Dime 14 3 Bouncing Back 25 4 Swimming Upstream 33 5 Raising a Family 44 6 Recruiting the Team 50 7 Taking the Company Public 58 8 Rolling Out the Formula 68 9 Building the Partnership 77 10 Stepping...
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...ORGANIZATIONAL BEHAVIOR CONCEPTS CONTROVERSIES APPLICATIONS Seventh Edition Stephen P. Robbins 1996 Contents Part One • Introduction Chapter 1 What Is Organizational Behavior? 2 Chapter 2 Responding to Global and Cultural Diversity 42 Part Two • The Individual Chapter 3 Foundations of Individual Behavior 80 Chapter 4 Perception and Individual Decision Making 130 Chapter 5 Values, Attitudes, and Job Satisfaction 172 Chapter 6 Basic Motivation Concepts 210 Chapter 7 Motivation: From Concepts to Applications 250 Part Three • The Group Chapter 8 Foundations of Group Behavior 292 Chapter 9 Understanding Work Teams 344 Chapter 10 Communication 374 Chapter 11 Leadership 410 Chapter 12 Power and Politics 460 Chapter 13 Conflict, Negotiation, and Intergroup Behavior 502 Part Four - The Organization System Chapter 14 Foundations of Organization Structure 548 Chapter 15 Technology, Work Design, and Stress 588 Chapter 16 Human Resource Policies and Practices 634 Chapter 17 Organizational Culture 678 Part Five - Organizational Dynamics Chapter 18 Organizational Change and Development 714 CHAPTER I • WHAT IS ORGANIZATIONAL BEHAVIOR? What Managers Do Let’s begin by briefly defining the terms manager and the place where managers work—the organization. Then let’s look at the manager’s job; specifically, what do managers do? Managers get things done through other people. They make decisions, allocate resources, and direct the activities of others to attain goals. Managers do...
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