Oilwell Cable Company, originally known as Chord Cable Company out of New Jersey, has been acquired by new management and relocated in Lawrence, Kansas. Original manager behind this move was Gino Strappoli, who came up with a corporate structure that determined company’s success. His vision of the company was for everyone to have some responsibility, all the way down to the workers in production. One of the reasons behind this approach was that this was a continuous manufacturing process that involved a lot of decision-making involving employees on the spot. In a few short years, the company broke even and actually has reached some significant milestones. In 1985, Gino has left for another position, and was replaced by the production manager Bill Russell, whose position in turn was replaced by Norm St. Laurent. Bill Russell continued to operate the company under Gino Strappoli’s principles, until the company has hit a down point due to the stagnant economy and in the oil industry in particular. Then certain alterations to the management process were made. After this the company’s management has been faced with the decision, should they continue to operate the same way, as they were before, or should they let management make more decisions, without the involvement of the teams and employees in general. The response from the employees was such that even though they do appreciate that the management consults with them on certain aspects of the business, they would not want to have certain responsibilities and would also like not to be involved in certain decisions that could be resolved without them. Because of this situation Norman St. Laurent a production manager was faced with a decision, whether he should go ahead with the microp... ... middle of paper ... ...1, if their numbers were actually going up. According to their management model and based on their previous history (1985-1989 growth spur), they would hire more people with their production going up and not lay people off. My recommendation for Norm would be to continue to involve the teams on such major decisions like the introduction of microprocessors conversion, however smaller scale projects; I would not get the teams involved. I would also work on creating a team that would act as a project management team as a buffer group between the management and the teams and involve them heavily in the decision-making process and in the getting feedback from the teams. This would make the whole decision-making process go smoother and quicker and will let the management make the decision, while getting feedback from the teams, but not involving them in the actual decision.
Imperial Oil ltd. Limited (Esso) is a Canadian public corporation that produces crude oil and natural gas. Currently the headquarters are based out of Calgary, Alberta employing over 5000 people, with Exxon Mobil owning 69.6 percent of the company. Imperial Oil ltd. was previously located in Toronto and has recently moved all main facilities over to the Calgary, Alberta headquarters.1 Esso was incorporated in London, ON in 1880 and became a land mark in the development of crude oil and natural gases.1 Its retail business consists of service stations and "On the Run Express and Tiger Express-brand" convenience stores. Esso also owns a 25% portion of Syncrude, which are the world’s largest oil sands.1
The case study of GMFC provides an example of a company attempting to avoid unionization of its workers. GMFC is expanding by building a new U.S. plant which will manufacture motorized recreational equipment. The company plans to hire about 500 production workers to assemble mechanical components, fabricate fiberglass body parts, and assemble the final products. In order to avoid the expected union campaign by the United Automobile Workers (UAW) to organize its workers, GMFC must implement specific strategies to keep the new plant union-free. GMFC’s planning committee offers suggestions with regards to the plant’s size, location, staffing, wages and benefits, and other employee relations issues in order to defend the company against the negative effects of unionization and increase...
The next problem is an Autocratic Leadership. In an autocratic leadership employees have no say. All decisions are made by the management. This is a problem because even though management may know what is best for the company, they do not know what is best for the employees. They should listen to the employee’s ideas and not dismiss them immediately. (toolbox, Leadership Styles: Autocratic leadership)
Based on interviews with management, we found that XTO’s management style encourages innovation. Employees are encouraged to ask for forgiveness and not permission. We’ve learned this semester through lecture and readings, that this management technique empowers employees and gives them the autonomy they like and the freedom to create. Employees that work under this type of management style are not faced with the possibility of loosing their jobs if they make a business decision that turns out to have negative consequences. Employees are free to innovate and take pragmatic risks. The company culture at XTO is described as laid back and relaxed. XTO believes that major oil and gas companies are unable to implement this type of culture due to their size. Since XTO is smaller, the company is able to deploy a much different policy from what the majors employ. As the company rapidly grows, this relaxed practice has become a concern for XTO’s management. The company has recently grown so much that they’ve had to pull back slightly on the relaxed atmosphere. Management has been working with Human Resources to increase the amount of structure within the company. It remains to be seen if this policy will stifle company innovation.
The primary stakeholders in this case is the employees and managers who are being fired and having to firing good employees because of the change in the companies policy. The customers who are receiving poor service because of the conduct and e...
The case deals with two major transformational organisational changes that take place within a span of 5 years in Marconi PLC. The first change process was under the leadership of Lord Simpson who took over this large diversified conglomerate in 1996 when the company was in a mature phase, already in decline. The company was under performing, had a rigid structure, lacked a clear vision and the employees had become change averse and complacent. To recharge the company Lord Simpson lead a change process with a clear vision with a growth oriented strategy, acquisition and a cultural change process for the employees. To motivate the employers to embrace the cultural change he introduced an attractive stock option plan.
In this case, Phelps Dodge management is primarily concerned with the long-term viability and profitability of the company. The management team has internalized a duty to the owners of the mining operations to adjust company practices to reflect current market conditions with the goal of maximizing company profitability and industry dominance. The remuneration and professional reputation of the Phelps Dodge management personnel is also correlated to the general performance of the corporation, thus introducing very personal attributes into conflict. In the view of these mangers, the restrictions placed upon the business operations by the labor unions are a significant hurdle to achieving these goals. This view by the Phelps Dodge management of the labor force as one of many puzzle pieces to be adjusted to further enhance profits and corporate viability is supported by the capitalistic business environment prevalent throughout the United States as well as much of the Western
The polices implemented by the Lincoln Electric Company have been so effective that the rate of turnover is restricted to retirements and new employees leaving the company. Long term employees of the company usually find no reason to leave. The organization doesn’t have a formal organization chart like those of many companies today. This leaves room for flexibility and allows employees to have their problems resolved by the most capable person available. This eliminates the chain of command restrictions that are faced in companies today where you have to report the issue to your direct manager before it can reach someone who can actually fix the problem. This “open door policy is practiced throughout the company”. – Arthur Sharplin, 1989.
However, the organization was having issues a symptom of these issues was that they had a reputation of being too slow in making decisions another symptom was that their profit was less then what executives thought it should be. After he examined their organization as a system, he was able to determine the cause and it was that employees did not pay much attention to the internal processes of the organization. He determined that this was the cause of the company not producing the profit levels that it
...ible if Lincoln Electric stopped prioritizing its employees. By making sure to look out for its employees’’ well-being, the company can stay aggressive and stable without stagnation or lawsuits. Ultimately, the company sounds like it blends traditional management elements with an above-average attention to employee morale, training, and well-being. For a place that’s nearly two hundred years old, with thousands of satisfied employees, this is an impressive track record. Other companies should look at the management style present at Lincoln Electric for proof that companies can make profits and still put their employees above stakeholders.
If Beverly knew about this management styles before heading into the job at Gridlock Meadows she might have been more prepared for what was about to come. This paper might have come off a little bias but remember that each management style has its positive aspects as well as negative ones. The key is recognizing the management style and how to work with each one you may encounter.
Looking under the microscope at one simple problem and it will be apparent that there are countless appendages squirming around the nucleus. As in the movies "Analyze This" and "Analyze That" there was a problem that needed to be solved. This problem stemmed from the head of a mob organization and was solved adequately but in an unorthodox method. The similarities between analyzing this problem for the mob and analyzing a problem in a business setting, such as unprofessional behavior, is that there should be a procedure full of steps. These steps are both concrete and flexible given the stage of analysis. Management has the advantage of learning from past problems and mistakes to adapt to future problems. However, this flexibility should become concrete when the problem is under the microscope. The only way to effectively address the given problem is to ask the right questions and analyze them accordingly. These upcoming questions are used to obtain valuable insight and offer a clear and concise means of dealing with the problem.
Ace Electronics, issue stems from the lack of control from each member of the company. Being the owner of the company, Al entrust his employee interactions to his supervisor. His supervisor lacked the capability to catch the issues within the company. Or, he ignored the lack in enthusiasm within the employees in how they performed. In turn, it began to show in the company’s profit margin and employee morale. As supervisor, his duties is to control the operations for Al, since he has the most interactions with employees. Implementing the simplest form of controls.
In the West Indies Yacht Club Resort, the firm was encouraged a lot by the local government to post available jobs for natives to come and work, yet the resort was timid in that situation because of strict employment laws once they were hired on. Due to turmoil among native and expatriate workers, senior officials were stuck with several problems: (1) the turnover ratio in managerial positions, the customer complaints, and the culture feud, which was at the center of their little problem. From the beginning of the resort until now, the resort has gone from the elite to mediocre due to growing competition and declining customer satisfaction. The organization of the resort is somewhat systematic although it doesn't have any extreme training programs. None of the managers have had extensive training except for what they had received at other places of business.
Management maintains the right to direct all business activities. In order to retain as much authority as possible in the direction of the workplace, management has sought to include certain provisions in collective bargaining agreements. Management has no rights over individual people within the organization, but does maintain rights to property, which are real and legally enforceable. Management has sole discretion and flexibility in deployment and discipline issues and maintains the right to assign measures to people within the compa...