...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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...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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...operations of the Chattanooga Ice Cream Company specifically relating to the management styles of its President and General Manager Mr. Charles Moore and how Mr. Moore engages with his management team. As well, we will be exploring leadership styles and team dysfunctions as it relates to the entire management team and how Mr. Moore’s style has a direct impact on those dysfunctions. In addition, we will be exploring the foundations of building trust, facilitating buy in and changes that are needed to the existing culture. Finally we will be analyzing the development of a mission statement, values and the development of a turnaround plan. Introduction The Chattanooga Ice Cream Company is a wholly owned subsidiary of the Chattanooga Food Corporation (CFC), a family-controlled enterprise founded by Charlie Moore in 1936. Charlie Moore, grandson of the founder was promoted to the office of President and General Manager of the Chattanooga Ice Cream Company in 1993. Chattanooga Ice Cream Company is one of three divisions of CFC with revenues of $150 million per year. CFC has, as a whole performed well in recent years but the Ice Cream division has experienced flat sales and declining profitability over the past four years. Per capita consumption of ice cream has slowed while premium and super premium brands have entered the southeast market and have showed signs of market penetration. In 1995, for the first time in recent memory, Chattanooga Ice Cream Company was unable to dividend...
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...Motivations for forging strategic alliance Despite the inherent risks, it is often necessary for firms, because of their lack of necessary resources, to forge strategic alliances with other firms for acquiring complementary skills. Before establishing a formal relationship with other enterprises, an enterprise must realize its motivations and priorities. four motivations with different orientations: 1. Strategy-oriented. Enterprises forge alliance for strategic objectives such as maximizing the profit and possible cooperation. Tactic practices are increasing the market share, stepping up the pace of employee exchange, shortening the time for technological development and new products to enter market, and preventing vicious competition from competitors. 2. Cost-oriented. Another motivation behind forging an alliance is to reduce cost. To share the cost for developing a technology and avoid duplicating investment, to reduce the cost for searching the necessary information, to reduce the risk of R&D, and to cooperate with governmental organizations for tax policy are the common considerations for this motivation. 3. Resource-oriented. The availability of critical resources is the third motivation for establishing an alliance. To exchange the critical equipment and technologies with the alliance partner for reducing the risk of R&D, and to make use of the marketing channels of the partner will bring benefits to the participants of the alliance. 4. Learning-oriented...
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...diversity in workplace, especially to its upper management officers. My intention here is to find out the proper way of investigation to minimize the possibility of lawsuit. There are possible solutions at the corporate level with effective programs and policies to help preventing similar incident happening again like Maria’s. There are proactive strategies an individual can use to minimize organizational discrimination as well. Now let’s examine the proper way of investigation that can help to minimize a chance of lawsuit. As per the Right Way to Investigate, a supervisor along. with help of Human Resources (HR) to do the investigation immediately after the complaint was filed in writing as facts can be retrieved fresh from other employee’s mind. Timing is very important and prompt investigation would show the filing employee the organization is taking the complaint seriously. It’s crucial to not draw any form of conclusion prior interviewing all persons who have knowledge of the compliant. Interview all persons involved two to three times to get consistent information. Lastly but not least, to advice HR and company lawyer before writing the investigation report and the conclusion on the record as it may be audited in great detail for court use. (The right way to investigate complaints now so they don't wind up in court later, 2012). It important for me as a supervisor to become aware of these important steps to follow as to protect the organization and its fair workplace environment...
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...The Space Shuttle Challenger disaster occurred on January 28, 1986, when Space Shuttle Challenger (mission STS-51-L) broke apart 73 seconds into its flight, leading to the deaths of its seven crew members. The spacecraft disintegrated over the Atlantic Ocean, off the coast of Cape Canaveral, Florida at 11:38 EST (16:38 UTC). Disintegration of the vehicle began after an O-ring seal in its right solid rocket booster (SRB) failed at liftoff. The O-ring failure caused a breach in the SRB joint it sealed, allowing pressurized hot gas from within the solid rocket motor to reach the outside and impinge upon the adjacent SRB attachment hardware and external fuel tank. This led to the separation of the right-hand SRB's aft attachment and the structural failure of the external tank. Aerodynamic forces broke up the orbiter. The crew compartment and many other vehicle fragments were eventually recovered from the ocean floor after a lengthy search and recovery operation. The exact timing of the death of the crew is unknown; several crew members are known to have survived the initial breakup of the spacecraft. The shuttle had no escape system, and the impact of the crew compartment with the ocean surface was too violent to be survivable. The disaster resulted in a 32-month hiatus in the shuttle program and the formation of the Rogers Commission, a special commission appointed byUnited States President Ronald Reagan to investigate the accident. The Rogers Commission found NASA's organizational...
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...organization and improve management skills. Disciplinary issues can be categorised into two types: Compliance issues like violation of company policies, rules & regulations, non- punctual in attendance, sexual harassment, making false travel or medical claims. Behaviour & Business Etiquette Issues: Indulging in political activities at the workplace, shouting at the subordinates using indecent language, not following proper dress code. Designing of two days training program (addressing disciplinary issues) of Bala...
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...It is unclear if a grip that is sized too small or too large contributes to the development of lateral epicondylitis. However a recent, very small study by Rossi et al revealed that there may be an optimal grip size to reduce grip forces as well as reduce extensor tendon loading during a tennis stroke.[7] In addition, string vibration dampeners have not been shown to decrease the incidence of lateral epicondylitis.[8] Industrial athletes have certain occupational and leisure activities that lead to overuse injuries of the forearm wrist extensors, causing pain at the lateral epicondyle. These include carpenters, bricklayers, seamstresses and tailors, politicians (excessive handshaking), and musicians (eg, pianists, drummers). Such occupations are at greater risk because of repetitive motion at the elbow or pain may begin after a sudden, traumatic movement of the elbow or wrist () Common causes and risk factors of lateral epicondylitis include repeated microtrauma and chronic inflammation caused by overuse, repetitive use with weak shoulder and hand muscles which greatly increases risk, microtears in tendon are thought to lead to a hypervascular phenomenon resulting in pain, routine use of arm or injury to this area may stress or damage the muscle...
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...plan in place, you can streamline the process” (Holt, 2012, p. 4). Analysis Stimulate employee involvement in the attainment of diversity goals. The first step in the initiation of a diversity-training program is the identification of the program sponsors and stakeholders. Program sponsors and stakeholders should be interviewed, focus groups conducted and online surveys used to gather information about the current diversity environment and what behaviors should be changed. “When employees feel unfairly treated in issues related to diversity, they are often unable to express their feelings to coworkers in a healthy way, if at all. An employee diversity survey is a way to allow each employee to share his thoughts on diversity in the workplace...
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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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...system includes muscles, tendons, ligaments, nerves, and blood vessels. Some common MSDs are carpal tunnel syndrome, tendonitis, and repetitive strain injuries. MSDs are common and costly problems for people and companies across the world. MSDs are the single largest category of workplace injuries and are responsible for 33% of all workers’ compensation costs. Carpal Tunnel Syndrome is a medical condition that occurs when the nerve in the wrist compresses and travels through the carpal tunnel. Carpal tunnel is the narrow passage in the wrist that protects the median nerve, one of the most important nerves in your hands. Symptoms of carpal tunnel syndrome include pain, numbness, and tingling in all your...
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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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...Introduction Topic Overview In recent years, illegal immigration has been the topic of public discourse (Wucker, 2007). The public discourse is mainly due to the sensitivity of the issue of illegal immigration and the burden attributable to the resulting population explosion is placing on the governments and citizens as well as legal residents of states and counties in the United States (Martin, 2008). The recent enforcement of U. S. Department of Homeland Security (U.S. DHS) laws, which started in 2006, is working (Camarota & Jensenius, 2008) but the enforcement is not reducing illegal immigration, especially on the United States’ Southern border (Ewing, 2008). Baker et al, in a U. S. Department of Homeland Security report show, from 2006 to 2007 the illegal immigrant population increased by 4% (Baker, Hoefer, & Rytina, 2008). Illegal immigrant population is declining because of border enforcement of immigration laws (Camarota & Jensenius, 2008). The loss of jobs due to economic downturn in the country can also account for declining illegal immigrant population (Grayson, 2008). Despite the declining population of illegal immigrants due to enforcement, illegal immigration is still a challenge (Ewing, 2008). The persistence of illegal immigration on the border implies that the countermeasures in use in fighting illegal immigration on the borders appear to need revisions (Ewing, 2008). Statement of the Research Problem Statement of the Problem According to a report by US...
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...Cultural Diversity Training Denise Raftie-Bryant BUS 375 Employee Training Instructor: Niccolle Johnson June 30, 2015 As Human Resource Manager my responsibility is to oversee training and development for a global organization. To effectively create a cultural diversity training course for all employees it’s imperative to be able to understand cultural differences, employment and business law practices. Cultural diversity is embraced by many companies in the workplace and essential to maintain a balanced organization. Organizations that understand cultural difference can secure business deals with global affiliations and increase employee awareness in a diverse workplace offering training courses. It is important to a company’s organizational structure for employers and employees in the workplace to recognize and respect cultural differences. Multilingual employees benefit many companies because of different perspectives from various diverse backgrounds, creativity and problem-solving skills. Organizations continue to seek opportunities for growth, through encouraging cultural diversity provide ways to expand their business. Also the organizations can enhance its ability to solve problems encouraging their employees to share business practices and belief systems who come from different backgrounds. Employee differences are considered beneficial to help build a corporate culture team. However, diversity is embraced through providing employees with cultural...
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...Six Common Roles in the Workplace By: Charqweshia Tucker Teamwork is becoming more common in the workplace, more and more companies are utilizing the concepts of teamwork or group dynamics. The two words are similar with different meanings, teamwork can be referred as "a group of people working together in a group" and group dynamics can be referred as "individual roles and interactions". There are more roles that are played in the workplace outside of a leadership role. The roles can be formal or informal and can be played by one or more members. During my research I found six common roles that are played in the workplace, which include: the agenda setter, the cheerleader, the critic, the gatekeeper, the joker and the leader. The Agenda Setter The Agenda Setter is "who regularly puts new ideas and issues on the table" (pg. 136). This role is important within a group because this role is responsible for providing an agenda and supporting materials ahead of time. By doing so it will help maximize the time that the group has to ensure that everything is covered in a timely manner. This role can be done by The Leader but it will make things run smoother if an Agenda Setter is assigned. According to the textbook, The Agenda Setter is very important and most meetings cannot survive without one (pg. 137). The Cheerleader The Cheerleader is "who encourages any sign of progress"(pg. 136). This role can be played by one or more people at a time. "An effective Cheerleader...
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