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Concepts of transformational leadership
Concepts of transformational leadership
Concepts of transformational leadership
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Part 1: Describe how the decision to implement SAP at Campbell Soup reflects an organisational perspective on information management.
Campbell Soup Company was put back on positive development track after implemented the SAP project in North American by the end of year in 2008. In 2001, Douglas Conant was named CEO with the difficult reality that Campbell was lagged behind its competitors such as Kraft and Nestle at that time, which had became more powerful by consolidating other small companies and realized that customers tended to more sensitive to health and price. Furthermore, Campbell had to face the pressure from its downstream retail partners with its own brand. It is, therefore, Conant commenced the reformation of resources planning
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The right company culture would influence the company’s behavioral consistency, social control performance, and increase staff motivation which would happen spontaneously themselves as mentioned by CEO of Zappos.com: Tony Hsieh). Campbell was beset with difficulties and required to rebuilt an effective business framework. Campbell performed a strong organisational culture during the process that operated with clearly integrated planning, opened working circumstance and mutual reliance within the company. Managers and employees in Campbell worked together as a partnership with the same objectives. It was an effective way to share information and transferred their tacit and explicit knowledge into the new company owned culture and resources. Higher efficiency of operation helped Campbell process with a clear and integrated preparation. Each phase had been critical handled and prepared since the CEO rethought company’s IT organisation. Thinking IT, building IT infrastructure, mapping transformation, planning, organising and managing for changes constituted a streamline procedure so that the deployment went smoothly with good basis of programming. The deploying process was fully reflected the culture of Campbell’s ability of team work and strategic planning. In addition, they worked in good faith which is a significant factor with successful implementation. Mutual trust and cooperation …show more content…
Managers in Campbell showed the impressive leadership performance. They were highly endorsed and involved into the business transformation with vision of executives. Conant and other senior managers had a strong determination that framework of business in Campbell should be changed for implementing their reformation. Good leadership provides competitive advantages (Mensch & Dingman,2010), therefore, leader have to apply with foresight to set up a specific and feasible objectives, motivations that encourage employees to be ambitious, analytical ability for quality control and skills of monitoring the conflict and daily business. Leadership is the ability to balance the overall situation (Mitki, Shani, & Stjernberg, 2008). During the organizing process, Campbell’s management framework paid more attention on senior leaders to supervise the implementation and ensure the project to success. A sponsor team included CIO, CFO, and President of Campbell North America, had worked on progress reviewing and resources supplying to make sure project reach the objectives. Other two experienced Vice president and the IBM project managers along with three senior managers composed an operating committee to deal with the inter-dependencies among the implementation. There are, in addition,
The purpose of this memorandum is to list that key procedures have been performed, integrities have been compromised, and professional standards were applied through the confirmation process. Positive confirmations send to and received by Simply Soups Inc. on November 2, 2015. These positive confirmations provide evidence to us when response is obtained from the recipient. The purpose of applying positive confirmation in this case is that contacting third party directly helps us to access outside party records
Each organization big or small has its own values, ways of doing things and assumption that it operates in. The principles and ethics that exist in each of these companies are the baseline through which the company operates its affairs. This is what can be called as that organization’s culture. The culture in existence has an impact on the productivity, effectiveness and efficiency (Keyton, 2011). The basis of setting the most appropriate culture of a company is not only to move or increase the profitability but also to make the stakeholders happy and satisfied. One aspect of that is the employee or the human resource the firm who put their expertise in the firm and add a bit of creativity and innovativeness to move the products. Chick-Fil-A operates in a competitive industry thus it requires all the stakeholders.
Now, more than 140 years later, Campbell’s has expanded to be much, much more. Apart from still selling their iconic canned soups, Campbell’s now sells Pepperidge Farm cookies, Prego pasta sauces, V8 drinks, Bolthouse Farms beverages, carrots and dressings, Goldfish crackers and much more. With more than 19,400 employees, and products being sold in more than 100 countries, Campbell’s has become a global company. Campbell’s has products available all over Latin America, Asia Pacific, Europe, the Middle East, Africa, and North
Vision: “Together we will build the world’s most extraordinary food company by nourishing people’s lives everywhere, every day”
According to Campbell Soup Company 2016 Annual Report, Campbell Soup Company is primarily a United States based company with approximately 80.9% of its net sales located in the United States. Second to it, approximately 7.4% of its net sales are generated in Australia (Campbell Soup Company, 2016b). Campbell Soup Company’s distribution strategy is intensive, in which they stock their products in as many outlets as possible. For many of Campbell’s products, customers can purchase their products from anywhere, including supermarkets, outlets, and drugstores. Campbell’s products can be found in major grocery stores and outlets around the United States, including Wal-Mart, Target, Walgreens, Acme Market, the Fresh Grocer, ShopRite, CVS, Sam's Club, Warehouse 115, Rite Aid, and many more (“Where to Buy Campbell's® Soup Products,” n.d.).
Leadership can be defined as the way through which one individual has impacts and influences the attitudes and behavior of other people at a workplace. The tasks of leaders in corporations include organizational as well as departmental activities. Leaders are responsible fr coordination of these activities so as to reach the goals successfully by motivating and inspiring team members. (DUYGULU, Ethem and Ciraklar, Nurcan, 2008). Besides, leaders are supposed to resolve issues by avoiding conflicting situations related to work and strive to boost progress on achieving the overall objectives of a company. Moreover, great leaders provide the required knowledge,
This case examines issues of asset control for Ben & Jerry’s Homemade, Inc., in light of the outstanding takeover offers by Chartwell Investments, Dreyer‘s Grand, Unilever, and Meadowbrook Lane Capital in January 2000.
The purpose of this project is to show how financially stable the Kraft Foods Group is and demonstrates what its strengths and weaknesses are. The reader can expect to find out what Kraft Food Group is and about their financial history for the last five years. This business participates in the consumer packaged food and beverage industry. The markets that Kraft Food Group sell to are the United States and Canada. Some brands that are included in this company are Kraft, Maxwell House, Oscar Mayer, Planers, Kool-Aid, Velveeta, Capri Sun, and Philadelphia to name just a few. This company was started in 1903 by James Lewis Kraft. Mr. Kraft used a wagon and horse and started selling cheese to businesses in Chicago, Illinois. In 1909,
Success of the plan In Kraft’s Food Corporation the planning analyst and the other business departments work together in close communication. This aids in the development of a system that allows business activities to align with the corporate goals and targets. The company is also building its performance around successful people by assuring that the plan is tied with the system that involves the use of practically tested strategies. Shared decisions of all the departments including finance and production departments help adding value to the business by improving its competitive place in the market.
The leadership styles present in the company is very important factor in order for the change to be successful. Chris Peterson exhibits the transformational leadership quality to tackle her new project. She is able to empower members on her cross functional team to collaborate and create a new product to launch to current and perspective clients. This type of leadership is effective as the group members were able to tackle challenging expectations considering the work environment and lack of support from other departments. DSS’s departments follow the team leadership structure. Each department vision is to work on their sole projects only. The department is committed to its work which tends to hinder other projects because of the lack of free flowing communication. The lack of communication between the teams shows poor leadership quality. The chief operating officer is ultimately the source of the lack of communication and direction. DSS Chief Operating Officer Meg Cooke has a laissez-faire leadership style. She gave Peterson authority to lead a project but provided no guidance or direction. She also was not responsive to the needs of the
It is focused on competitiveness, calculated risk-taking and an unswerving determination to deliver their goals, while creating value for society as a whole. Nestle Company wants to be a leader in innovation and renovation, whether of products, systems or processes. They need to have the most efficient supply chain, from farm to fork tonsure that they have the best raw materials, the bet processes and the freshest products on their customer’s shelves. Nestlé Continuous Excellence is their approach to operational efficiency, with its objectives of eliminating waste, increasing efficiency and effectiveness, and improving quality in all operations. To make the most innovative products in the most efficient way, they also need to ensure that their products are available sustainably wherever, whenever and however consumers want to buy them. Of course, they need to communicate with their consumers in a dynamic way, both to keep them abreast of all that is new and exciting, but also to learn from them, so that Nestlé can bring their experiences to bear on their upcoming innovation and renovation (Nestlé.com, 2012)
Campbell's Soup Cans work suggests a mechanical uniformity that is repeated in the thousands of homes that have a similar object, a banal and common representation of the spirit of our time. Warhol continued to express his ideas about consumerism and kept using repetition in his work. He created several works that involved the same theme of Campbell’s Soup Cans throughout the years.Campbell’s Soup Cans is a work of art produced by pop artist Andy Warhol in 1962. It consists of thirty two canvases of the same size, each 20x16 inches, with a painting of one can of Campbell’s soup, each representing one of the flavors that the company offered in that time. Because of this, it is also known as 32 Campbell’s Soup Cans. The individual paintings were done with a semi mechanized process of serigraphy ("Campbell's Soup Cans").
One important strategic decision that Besier, the CEO (who believed that his products should be sold heavily on American market that that of Europe), took was to move away from the German model in several aspects. One of the aggressive decision he took was to put the entire sales force team under commission sales plan as a result of which, Chevron, the first multimillion dollar sale of R/3, evidenced to be a turning point for SAP. As an outcome, SAP outperformed all of its competitors by 300-800%, the success opened up other large accounts to company.
Leadership, without doubt, is a significantly important function of management. It helps to aggrandize efficiency and to fulfil an organization’s goals. Leadership is the ability of a manager to induce the subordinates to work with confidence, determination, courage and zeal. It is also defined as ability to influence a group towards the realization of a goal. Leaders should have the capability of developing future visions, and to drive the organizational members to want to attain the visions. This paper states my points in which I duly believe, justifies the importance of an outstanding leader in any organization.
It brought organisational culture to the performance of a company, which has become a critical topic in management department. In addition to organisational culture, organisations need to be aware and prepared for changes in the expanding workforce as business grows. Companies are faced with maximizing benefits as well as profits while minimizing negative factors that come from those changes. There is no one answer to the issue, but some of the guidelines are clear. Awareness of organisational culture, teamwork, individual performance, external environment adaptation, leadership, and measurement of organisational culture are key factors that lead a company to perform better.