...Study Mgmt 340 Broadway Entertainment Corporation: Case Study Question 1: What qualities have led to BEC’s success so far? The success of any company lies not on one single factors, but group of elements that work in coherent manner to attain the organizational objectives. After reading the case of Broadway Entertainment Corporation (BEC), it can be claimed that the decision of BEC’s management to change the company processes with the changing technology, is one of the key factors behind the success of the company. BEC started to automate its work process with the evolution of technology, which enhances the performance and productivity of employees. This in my perspective is another contributing cause of the BEC’s success. This process of continuous self improving and implementing the timely change has paved the way of success. Moreover, the company’s approach for utilizing its technological advancement commercially by offering their expertise in technology area to business had contributed greatly in strengthens the brand name of BEC. Change managers know all too well the pressure that goes along with growing IT environments and climbing performance expectations from employers. This factor has contributed greatly in the success of IS organization at BEC. The main factor again I would like to assert here which contributed in the success of the company is the embracement of change. BEC’s chain of music, video, and game rental and sales outlets are already using BEC...
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...CATERPILLAR FINANCIAL SERVICES CORPORATION TABLE OF CONTENTS AND FIGURES LIST P: Organizational Profile . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Figure P-1 Figure P-2 Figure P-3 Figure P-4 Figure P-5 Figure P-6 Figure P-7 1: Leadership . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .6 Figure 1-1 Figure 1-2 Figure 1-3 Figure 1-4 Figure 1-5 Figure 1-6 Figure 1-7 Figure 1-8 2: Strategic Planning 3: Customer and Market Focus 4: Measurement, Analysis, and Knowledge Management Measurement Architecture Sources & Uses of Comparative Data Information Systems Knowledge Management Approaches . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Figure 5-1 Figure 5-2 Figure 5-3 Figure 5-4 Figure 5-5 6: Process Management Customer Listening Approaches Customer Contact Mechanisms Customer Survey Approaches . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 24 Figure 4-1 Figure 4-2 Figure 4-3 Figure 4-4 5: Human Resource Focus Strategic Planning Process Strategies and Action Plans Performance Projections . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 19 Figure 3-1 Figure 3-2 Figure 3-3 30 Compensation...
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