Artcobell is a manufacturing company that focuses on furniture for elementary to high school. Their products include desks for teachers and students as well as chairs. Their products are all made by hand in their manufacturing plant located in Temple, Texas. For a long time, Artcobell had no desired to be an innovative industry leader. They were content to be a mediocre business with little separating them from the pack. That changed when Artcobell was acquired by HNI.
HNI ushered in a new day at Artcobell alongside a new focus. That focus was on creativity and innovation in their market. This all started with a new focus on their products. The new products from Artcobell were focused on collaboration within the classroom. Their newer products
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The RCI team has resulted in some major improvement in the manufacturing process. They have made the entire process more efficient and faster. The addition of the RCI has been crucial for the growth and success of Artcobell. However, Artcobell has not gone much beyond. For the company to continue on its upward trajectory, it needs to stay open to changing the culture. While the culture has been shifting, they need to completely embrace the new more open and quality driven culture that they are striving for. Currently, they have an unhealthy dichotomy where part of the company is free to innovate and the rest of the company is not given much freedom for innovation at all.
They are making small pushes to bring the culture of the RCI to the entire company like offering higher pay from more skilled jobs. Still, they need to do much more. They need to implement a process for workers to offer suggestions. They also need to change their emphasis from speed to quality. While the RCI working to improve quality the people who are actually building the products are told to produce a minimum amount. I understand the importance of producing enough goods; but, if they want to produce quality products than they need to emphasize quality on the manufacturing
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.
As we know that a company’s culture, particularly during its early years, is greatly a reflection of the personality, background, and values of its founder or founders, as well as their vision for the future of the organization. When entrepreneurs establish their own businesses, the way they want to do business determines the Organization’s rules, the structure, and performance evaluation in the company and the people they hire to work with them. This is very much evident in the case o...
Due to the sudden cut-off of bonuses, the termination of employees, ignoring employees, lack of trust, and managements reaction, the overall work culture at Engstrom has been eliminated. It is imperative to upkeep workplace culture because it is a direct correlation to job satisfaction, innovation, and employee pride; these are determinants of whether employees choose to leave the job, or stay. It is in Engstrom’s best interest to keep good employees on board; incentives must be in place to assure such. Workplace culture is the most difficult to repair; and the most important to address. To successfully repair workplace culture, management must assure the following: employees are satisfied with their tasks, employees must enjoy working together, must understand and believe in the company values, employers must reward good work, both management and employees must be aware of the mission statement, and that all management leaders are all in sync (Saltzman, 2015). If these tasks are completed, the workplace culture, in theory, will slowly rise in a positive
..., they failed to properly diagnose the problem in order to identify all the possible interventions needed to implement and sustain the change and behavior they wanted. Thus, in order to bring about this change, Dell and Rollins need to model the vision similar to the methods used during the September 11, 2001 attacks. Also, they need to ensure management has bought into the vision and can clearly articulate it to their direct reports. Moreover, incorporating cultural initiatives in employees’ performance management goals without a clear understanding of how the change affects them is premature. Employees first need to understand how the change impacts them and be empowered to provide input on its content and implementation. Finally, cultural shifts take time. Therefore, senior leadership needs to stay commitment to the change until it is institutionalized.
They are missing out on opportunities that exist externally. It is time for the mindset of the company to evolve and understand that not all great ideas will be developed internally. In order to jump back to being the leading pharmaceutical company, they will have to open their doors to external pharmaceutical innovation.
The issue is whether RLK should exploit its brand equity as it is known for their innovation and the innovation capabilities. However, Lars need to understand that outsourcing is not the only option and he should consider more options and possibilities.
The culture of an organization is embodied in its vision as well as the actions and attitude of its employees. Managers can sometimes sustain the skeleton of the company culture but it takes a leader to invigorate it and keep it healthy. A manager works hard at keeping the “old” culture and a leader works even harder at ensuring the culture is innovative and breathing in each of its employees. Bo...
As we learn from the case study, the Lincoln Electric Company is the largest global manufacturer of machines for welding, which are used in all kinds of construction projects. This means that the company has a large global presence and many employees, so its culture affects thousands of its workers. Even though it is now 2014, the company still has a large market share and very satisfied employees, so clearly the culture leaves employees satisfied and motivates them to work hard for the company.
Coming to IBM changed Gerstner’s outlook on how important culture factors in to the success of a company. He states “until I came to IBM, I probably would have told you that culture was just one among several important elements in any organization’s makeup and success—along with vision, strategy, marketing, financials, and the like” but later states “I came to see, in my time at IBM, that culture isn’t just one aspect of the game—it is the game” (Gerstner, 2002, pg. 181-2). Cultural change at IBM was going to have to be a long-run initiative.
The writer often finds that when organization makes changes to stay competitive there are always someone who will say “we have not done it that way”. Change can scare a person at times. The writer believes that leaders and managers needs to have training and experience in implementing changes to employees that are set in their ways especially employees that has worked
Another way to keep up with competition is by encouraging the development of new business ideas. The company may have an incubation centre where raw business ideas are natured to reality. This would ensure competitiveness is guaranteed even for the
...process is very slow and risk taking and innovation is not encouraged. This culture may be dissatisfying to employees.
No company that falls behind the competition is guilty of standing completely still. But sometimes our efforts fail because of the level of commitment to change.
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.
Surijah (2016) wrote that to offer innovative products or services demanded by its customers. created through knowledge management and its learning culture. employees should be creative, professional, morally competence and affectively committed to their company. There are congruent relationships among corporate strategy, learning culture, human resource strategy and human capital which have a significant impact on the performance. In a high competitive business environment, a company should adopt creative corporate strategy and learning culture, as well as employs high competent and affectively committed employees. human capital plays an essential role in bringing the company into a success. Managers should practice transformational leadership