...it has also become far more difficult. With the globalization, organizations have embraced more workforce diversity, inviting people into an e.g. American organization, from all over the world, plus more companies merge with foreign countries in e.g. Asia. This puts even more emphasis on how important it is to understand the behaviors within an organization, because each person will have a different background, culture and biographical characteristics. Because of the globalization, a crisis in one country, will quickly influence other countries. As we saw with the economic crisis in 2008 – the worst recession since the Wall Street crash in ’29 – a crisis in the US very quickly spread to the rest of the world. This crisis put a huge strain on both big and small businesses all over the world; challenging managers to still keep focused and engaged. Because with the recession, the reality presents two discrete leadership challenges: Keeping a company on track while the global economy is falling apart and keeping it functional until the economy recovers (Robison). The book “Managing people in a downturn” written by the psychologist Adrian Furnham, is a collection of 74 essays, diatribes and thought pieces. He addresses the issues that every manager faces at...
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...Human resource management is responsible for how people are treated in organizations. It is responsible for bringing people into the organization, helping them perform their work, compensating them for their labors, and solving problems that arise. Recession presents a very difficult time for any existing organization in today’s corporate world and no company is exempted from this truth. The biggest challenge for companies and especially Human Resource in this economy downturn is to survive and to remain competitive, companies reorganized and reengineered to reduce waste. Recession poses unique challenges to the HR department. Human resources professionals often struggle to obtain the resources they need to effectively manage people in the workplace, and the difficulties that they face are augmented when economic conditions worsen. It is essential for every company to know how to implement the right metric set for this very trying period. I. Introduction In today's arena the most common word we come across is recession. Recession is a general slowdown in economic activity over a long period of time. A recession normally takes place when consumers lose confidence in the growth of the economy and spend less. This leads to a decreased demand for goods and services, which in turn leads to a decrease in production, lay-offs and rise in unemployment. Investors also show less interest which affects the capital and financial flows, import - export and overall Gross Domestic Product...
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...Introduction The word recession strikes fear in employees and can change the tides to how people respond and react at work. Do employees feel positive, work harder and have an upbeat attitude at work when they sense downturn in an organization or impeding layoffs? Or do stress levels increase, tolerance levels lower, and morale deplete causing a ripple throughout departments? Some companies have decided to try alternate methods of organizational strategies during recessionary times to improve employee attitudes so that the sinking ship feeling is fed a dose of engagement before employees sea legs give out. It is important for managers to be on top of employee confidence by using communication to enable employees to feel included in how the recession might affect the company, what efforts will be made within the organization to get through the recession and how this will translate to the employees and whether or not they will have a job. There is nothing worse than a department of workers watching an organization make cost cutting efforts, change plans, and restructure teams without communicating to the employees. In recessionary times leadership, communication and a certain level of values being maintained is exceptionally important in order for an organization to survive and have its employees take the ride without increased stress and lower productivity. Schwartz’s 10 Values When we look at personal values in an organizational culture, Kreitner & Kinicki (2013)...
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...David Meszler BUS 650 Managerial Finance Prof. Kevin Kuznia July 29, 2013 To understand the challenges that face a financial manager today it is important to understand the general characteristics of market structures and the impact of market liquidity, competitiveness, and efficiency on financial managers. Clarifying market structures will show the basic constructs that financial managers work under. With the basic understanding of market structures and how they influence financial managers or how financial managers influence their given market structures we will identify two problems that are faced in current markets chosen from two Proquest articles, the first problem discussed will be communication issues and we will follow that up with a larger issue, the global economic recession. In discussing these issues we will also hit on how managers can possibly address those issues according to those articles. Market structures are fundamental in understanding how the economy works and how goods and/or services are exchanged. There are four basic market structures; perfect competition, monopolistic competition, oligopoly, and monopoly. Perfect competition is when there are numerous sellers with no difference in the product, no cost to enter or exit the market, and there is no influence on price. The most common type of market structure is a monopolistic competition market. In this type of market there are numerous sellers with little price differences in the product, a...
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...Throughout history there are many instances that times are hard, the poverty level is at a high , jobs are hard to find and the economy is very bad. During these times social construct changes greatly. Nations go through times of success but go through hard times as well. This is normal. During the 1990’and early 2000’s our nation experienced a recession. People were losing jobs rapidly, affecting many individuals and their families. This recession hit hard, especially in the city of Milwaukee. Many families in this city lost their jobs, houses and could barely afford to feed their families. Why? was a question that almost everyone asked. To help others understand the recession and show the effects of a recession on families, frontline...
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...Strategic Organizational Communication Strategic organizational communication is the process of infusing communication together with an agenda that includes promoting the company brand. ("What Is Strategic Communications?”, 2011) Case Study: “The Power of Rewards at Industry International” The case study “The Power of Rewards at Industry International” located in chapter three of Strategic Organizational Communication in a Global Economy describes a manufacturing company. The company has a rewards system used to compensate employees but that system is in jeopardy of being eliminated due to economic challenges. The case study describes the situation, the challenges the employees and the company face, and the methods the employees are considering to resolve the issue to their satisfaction. The Organizational Structure The organizational structure of the flow of information with a company can be either centralized or decentralized. Centralized information flow means all decision making and power is reserved to central points within the company. ("Centralization And Decentralization", 2013) In a centralized company information is often altered by the time it reaches the lower ranking employees. Decentralizing the information flow is the exact opposite of centralized. In a company that is decentralized information flow is distributed equally through the company resulting in faster decision making and less alterations. The organizational structure of Industry International...
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...focuses on building and enhancing leading brands, pursuing profitable channels, packages and categories, leveraging an integrated business model, strengthening routes to markets, and improving operating efficiency (Dr. Pepper Snapple Group). External Analysis Government policies and regulations affect business development and growth. Products have to be consistent with the USDA’s dietary guidelines and adhere to the FDA’s standards for health claims. Due to the current post-recession economy, growth is expected to be slow since existing demand patterns are expected to change as consumers become more health conscious. Moreover, global awareness and concern regarding the impact of climate change continues to be a focal point as business seek to achieve better business in terms of reduced cost and risk while achieving positive impact on the world around them. Also, an important trend in the macro environment is globalization. With the growing use of electronic technological innovations, global communication is rapidly increasing. This allows firms to collaborate within the country market and expand internationally into world markets. (Hoovers) Industrial Analysis Dr. Pepper...
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...found themselves without lines of credit, lack of business, and the daisy-chain collapse of their support networks. Who paid the final price? Companies cut costs through pay cuts, layoffs, and closings. While this may have saved jobs for many, the feeling of loss and vulnerability permeated corporate American in all ranks. The Great Recession was a rude awakening for those living the American Dream at the turn of the century. The 2000’s were the new 80’s, but for all. People lived off credit, borrowed time with Home Equity Lines of Credit and lived through every cent they made. As people felt corporate American tightening its belt, that belt became a noose around America’s neck. In a 2009 “ABC News/Washington Post poll, 61 percent of Americans said the economy is causing stress in their lives; a third said the stress is "serious." And those who said they've been hurt "a great deal" by the recession reported stress levels more than double those who said they were just "somewhat affected" by the recession.” (ABC World News with Diane Sawyer, 2009) People’s stress level directly correlated to the responses of businesses to the Great Recession. This was felt either through direct job loss or by knowing someone affected. People who otherwise felt comfortable and lived within their means were now feeling fearful of the future. Maslow’s hierarchy of needs was flipped around as people tumbled down...
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...Risk Management Name: Instructor: Course title: Name of institution: Date: INTRODUCTION Twilight Inc. is a large multinational company that specializes in the production of petroleum products. With its headquarters in Chicago, Illinois, Twilight Inc. has numerous branches throughout the United States of America and in different countries in Europe and Asia. It has employed over 15, 000 people in different capacities and on an annual basis, Twilight Inc. rakes in excess of $1 billion in terms of revenues. The success of this company is demonstrated by the fact that it’s already listed on Wall Street and on the London bourse. Considering the fact that Twilight Inc. is one of the biggest multinationals, it is thus of paramount importance to establish a comprehensive...
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...The Last Rajah: Ratan Tata and Tata’s Global Expansion Name: Student Id: Lecturer Unit Name: International Management Unit Code: BUS323 Table Of Content 1.0 Source of Problem 2.0 Secondary Problems • Short Term: 2.1 Recession 2.2 Human Resource and Organisational Culture 2.3 Union Strike and Rebels • Long Term: 2.4 Corus Company Debt 2.5 Jaguar and Land Rover Take over 2.6 Chairman Replacement 3.0 Analysis • 3.1 The Economy and Tata Group • 3.2 Loss of Control Within Tata 4.0 Criteria Of Evaluation: Goals (Objectives/Performance Targets/KPI’s/Decision Criteria and Their Time Frames. 5.0 Alternatives • Short Term • Long Term 6.0 Recommended Strategy • Short Term • Long Term 7.0 Justification of Recommendations 8.0 Implementation, Control & Follow Up 9.0 Bibliography 1.0 Source of Problem The case study reviews the global expansion and progress of the Tata Groups of Companies under the leadership and vision of Ratan N. Tatan. Over the years, there were several challenges the Tata Company faced in order to expand globally and to be able to achieve global top status. The slowing down of the economy in Asia, as mentioned in the article would be one of Tata company key challenges. Secondly, a fundamental problem would be the continuity of Tata Group in recruiting new talents capable of retaining the Tata group value system and ethical standards as the company grows and becomes...
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...Meeting 10 – Integrated Marketing Communications Case Exercise E – “Southwest Airlines – We love your bag” (uploaded in Moodle) 1. Identify and explain the possible promotional objective(s) of the “Grab Your Bag. It’s On!” campaign. There are two objectives the Southwest Airlines want to reach through the campaign. First is creating a more favorable image of the organization. The campaign re-position itself as an airline that treats its customers like people. Through allowing passengers to check two bags free per customer, it seems more attractive and friendly as compared with another competitor which charge US$15 to $25 each for checked bags. It enables customer to have fun flying, since the lower airline budget is one of the factors that influence the degree of customer satisfaction. On the other hand, the funny taglines such as “Grad Your Bag It’s on” and “We Love Your Bag” are also instilled its customary humor in its commercials as well. Thus, both of these enhance the company image to be more favorable. Second is stimulating the demand for the service of Southwest Airlines so that its market share can be increased. Due to the economic recession, people are not interested in travelling. Since the “bags-fly-free” policy is an incentive item that encourages people to purchase the airlines service, the demand of Southwest Airlines services will increase. It can improve the sales volume and profit directly. 2. Describe the various promotion elements that...
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...CLASSIC INTERIORS CLASSIC INTERIORS Contents 1.0 Introduction 1 2.0 Terms of Reference 1 3.0 Procedures 1 4.0 Findings 1 4.1 PESTEL Model 1 4.2 Opportunities and Threats to the administration department 2 4.3 Analysis of 2 4.4 Change Management Strategies 3 4.5 Possible impacts of resistance to change on the administration department 3 4.6 Strategies to reduce resistance 3 5.0 Conclusion 4 6.0 References 5 1.0 Introduction I have been asked by the partners, Izzi McDonald, Tomi Ajetunmobi and Alasdair Young at Classic Interiors to attend their next meeting to discuss the future of the company. They have also asked to know my views on any possible developments of the company and my views on the administration department. I will be preparing a briefing that will them be circulated to the partners, that they will then use for the basis of their discussion at their next meeting. 2.0 Terms of Reference I have been asked by Tutor Chris Kennedy to write a briefing report using the previous case study about Classic, that will include using the PESTEL model to help analyse any factors that could affect the future of the organisation and to also talk about any opportunities and threats that are relevant to the administration department at Classis Interiors, I will then analyse these and recommend changes that could address any of these issues. 3.0 Procedures The information in my report I have gained...
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...Williams Machine Tools Company – A case study Background Williams Machine Tool Company was the third largest US based machine tool manufacturer by 1990. Williams felt the boom during 1980 – 1990 with record level profits. William’s success came from a single product line of standard manufacturing machine tools. The company focused chiefly on this product line rather than diversify with new products. Situation during early 90’s: The recession of the early 1990’s has significantly changed the market environment. Cutbacks in production have decreased the demand for standard machine tools and customers are asking for new products. Upper management has recognized the need for a new strategy but lower level management shows no flexibility to change. Situation during mid 90’s: By 1995 the recession has been over for a couple of years but nothing has changed within William’s organization and product line. Revenues and sales are decreasing rapidly. By 1996 the company was sold to Crock Engineering. Crock replaces all of the Williams senior managers when the company shows losses. Crock announces than Williams would become a specialty machine tool manufacturer as demand for specialty products have increased threefold. Situation during late 90’s: The upper management tries to change the company culture through project management, concurrent engineering and total quality management. Unfortunately long term employees are not on the same page as upper management and...
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...General Electric – Case Study Out of recession The callange Welch faced in 1981 Welch‘s objective Which goal did Welch aim at? Welch´s meassures strategic and organizational iniatives The change process The logical structure behind the change process Added values The values Welch added related to the change process Our opinion Evaluation of Welch‘s approach Welch‘s heritage Longterm implications for GE Summary Short overview of Welch‘s achievments 2 THE CHALLENGE WELCH FACED IN 1981 Out of recession 1. 2. 3. Reorganization of his predecessor (Reg Jones) CEO of the year (3 times), CEO of the decade (1979)… Recession of US economy (1981): High interest and unemployment rate(s), strong currency Strong competitors: Especially from Japan Welch‘s objective Welch‘s measures The change process Added values Our opinion Welch‘s heritage Summary 3 Leads to the radical restructuring during 1981- 88 HOW EFFECTIVELY DID HE TAKE CHARGE? Out of recession #1 or #2: Fix, sell or close Core Welch‘s objective - Three circle concept (1983) Welch‘s measures The change process Added values From 1981 – 1990: - Sold more than 200 business ($11 billion ) - Made over 370 acquisitions ($21 billion) Service Technology Our opinion Welch‘s heritage Summary 4 HOW EFFECTIVELY DID HE TAKE CHARGE? Out of recession Disciplined destaffing Chip away at bureaucracy „Real time planning“ Welch‘s objective - To become...
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...managed trade unions as well as strikes. 6 Each student has to analyse the importance of self managed work teams in the organizations and how they can be helpful for sustaining high performance. 7 Each student will be given an insurance company to find out how they should compensate to retain employee. 8 Planned Exit 9 Why CEO feels HR plays small role in organization’s success. 10 Employee engagement and communication for rainy days 11 Glass ceiling 12 Find out the various strategies followed by the various companies during recession 13 Creating a leadership pipeline 14 Sustaining high performance teams 15 Challenges in Recruitment 16 Need of cross cultural negotiations 17 Effectiveness of variable pay packages 18 Golden Handshake :the need of an hour 19 Management Development programs and its benefits. 20 The See-Saw of work and life 21 Women Empowerment in corporate world 22 Whistle Blowing – an ethical dilemma in HRM 23 Collective bargaining in global business environment 24 Outbound Training-beyond fun 25 Impact of recession on HR practices 26 Succession Planning in Indian Organization 27 HR Management in 21st Century: Challenges for the future. 28 HRM in small and medium sized enterprises -A comparative analysis 29...
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