Cisco Case Study
explanatory Essay
1343 words
Company Overview Communication is the basis by which a company can become successful and achieve a competitive advantage. Information must be able to flow between departments especially if such departments are located globally. The need for communication is what generated the idea that became the company known as Cisco. Husband and wife Len Bosack and Sandy Lerner, both working for Stanford University, wanted to email each other from their respective offices located in different buildings but were unable to due to technological shortcomings (The Network, 2016). The need for communication brought Bosak and Lerner to create the first multi-protocol router, which was the start of Cisco. The name Cisco was derived from the city San Francisco …show more content…
In this essay, the author
- Explains that communication is the basis of a company's success and competitive advantage. len bosack and sandy lerner created the first multi-protocol router, which became cisco.
- Explains that cisco's main purpose is to "shape the future of the internet by creating unprecedented value and opportunity for our customers, employees, investors, and ecosystem partners."
- Explains that becoming an industry leader requires an organization to recruit talented and skilled employees. firms employ a high amount of time and funding to ensure that the right person is hired.
- Explains that cisco has an overall goal of getting the top 10 to 15 percent of people in their industry. if they get the best people to fit into their culture and motivate them properly, they'll be an industry leader.
- Explains the early stages of hiring involved identifying the exact person that needed to be hired. focus groups were created with talent recruiters to ensure that all prospective employees shared similarities.
- Explains how acquisitions provided a large pool of management talents needed to run the new companies acquired. cisco attempted to hire competitor's employees who were content with their current position and compensation.
- Explains that hr leaders developed a road map for early, mid, and late career works to develop current employees to their full potential. cisco is taking the time to train existing and new talents to ensure that there are skillful leaders.
- Explains that cisco has a series of programs which provide the employees with the motivation needed to constantly increase innovation. the cap or the cisco achievement program rewards employees who perform over and above their call of duty.
- Explains that compensation is not the only form of motivation for an employee. recognition provides the employee with a sense of pride and knowledge that their efforts are being valued.
- Explains cisco's motivational strategy of allowing their employees to grow to their full potential. the company pays for training and offers bonuses and promotions after the employee becomes certified.
James Press, 2000). Furthermore, Cisco ventured into acquisitions strategically purchasing companies that would increase their technological advantage. Cisco’s main purpose is to “shape the future of the internet by creating unprecedented value and opportunity for our customers, employees, investors, and ecosystem partners” (The Network, 2016). In 2004, Cisco was part of Fortune’s magazine “100 Best Companies to Work For”. At number fifty-five (55) it provides employees with competitive compensation, LEED certified health centers, and convenient onsite child care centers. Recruitment Becoming an industry leader requires an organization to recruit talented and skilled employees among other. Firm’s employ a high amount of time and funding to ensure that the right person is hired. Each employee must have the attributes necessary to enhance the company’s culture, vision and objectives. In its early years Cisco was aggressively hiring talents which would allow them to meet current and future demand. As Chambers said in 1997: Cisco has an overall goal of getting the top 10 to 15 percent of people in our industry. Our philosophy is very simple—if you get the best people in the industry to fit into your culture and you motivate them properly, then you’re going to be an industry leader. (Chatman, O’Reilly, & Chang,
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In this essay, the author
- Explains that worldcom, us second largest telecommunication company in the united states behind at&t, was founded in 1983.
- Describes how cynthia cooper, the vice president of internal audit for worldcom, was stunned to find an accounting entry for $500 million in expenses, which was not accounted for with any invoices.
- Narrates how cynthia cooper faced a difficult decision after worldcom admitted inflated profits, which led to countless careers and lives ruined.
- Opines that cooper's ultimate action had impacted many lives, although, it could be prevented if truth and trust were established among the management levels.
- Opines that cynthia cooper should have considered the utilitarian approach when assessing the dilemma.
- Explains that dr. brenkert interprets trust as an attitude toward others, a commonality of values or aims, and an open-ended meaning. worldcom's management levels were corrupted, so cooper could take over the leadership role.
819 wordsRead More - Using Google´s Corporate Strategy for Better Employeesanalytical essayIn this essay, I will be assessing the aspects of Google’s corporate framework that have enabled it to be the best organisation to work for in recent years. Also, I will be evaluating each of these aspects using business and management theory and explaining how other businesses can use Google’s corporate strategy as a tool for attracting, and retaining, the most talented individuals.
In this essay, the author
- Describes how other businesses can use google’s corporate strategy to attract and retain the best employees.
- Explains how the data was collected through internal and external sources to assess the effectiveness of the hr department at google.
- Explains that the theory used in this essay comes from unit 2 of the business and management syllabus: human resources.
- Explains that human resource management in an organisation aims to recruit capable, flexible, and committed people, managing and rewarding their performance and developing their skills to the benefit of the organisation.
- Analyzes how google's corporate framework has enabled it to be the best organisation to work for in recent years.
- Defines culture as the values, attitudes, and beliefs of people working in an organisation that control the way they interact with each other and with external stakeholder groups.
- Explains the socialisation stage for new recruits, which exposes them to the culture of the organisation, and helps them build an internal network. google uses an annual survey to get feedback from employees.
1458 wordsRead More - The value chain in the world of Human Resources starts with the financial team working with the business to form a budgeted headcount. This budgeted headcount is disseminated to the Talent Acquisition team which can begin to work with the marketing team or analytics team, if necessary, to create a marketing campaign to find the best and brightest talent on the market. The moment the position is posted, is really when the art of recruiting starts to take place. The entire process from when the applicant either applies to the job posting or is sought out to when they have their first thirty days is the time frame that is observed for the candidate’s customer experience. This customer experience for our now internal customer is what is going to create the ‘new’ Comcast to attain our new value chain of a better customer experience for our external customers. By hiring the best and the brightest into our organization will only make every aspect of the business better. By hiring the best engineers we will be able to continue making new technologies that will continue the success we have had as a company to be the trend-setters and leading innovators in our space. By hiring the best in the world of marketing, finance, and operations will provide us the same outcome as
In this essay, the author
- Explains that comcast's focus was on providing cable service to its customers. the focus on operations, finance, and marketing took a front row seat over the marketing function.
- Explains that human resources is the leading support function in the grand scheme of comcast's value chain as the potential reshaping and culture of the company needs to begin.
- Explains that hiring the best and brightest is desirable, but how as an organization can we attain this feat?
- Opines that in order to get the best and brightest talent, we need to recreate our image to one that is not of treating our customer poorly.
- Opines that the idea that these representatives are pushing for the sale instead of listening to the customer shows that their metrics and compensation is pushed on them to solely make the sales and nothing more.
- Explains that comcast conducts surveys to those applicants and candidates that make it through the various stages of the hiring process. the new hire orientation and first day atmosphere is not the most effective process or welcoming.
- Explains that comcast offers a variety of products and services, including internet, television, phone, and home security, as well as the support functions of accounting, information systems, human resources and engineering.
- Explains that marketing plays a large part of the value chain for comcast, stating that the company's focus on engineering has helped them gain profitability, market share, and industry control.
- Argues that a company must utilize all the departments within its structure and work cross-functionally to achieve maximum potential without staying stagnant.
2263 wordsRead More - Importance Of Talent Management At Ciscoexplanatory essaySince Cisco was changing the guidelines of the diversion in the market place, it was needed to change the tenets of the game internally. A Three pillar strategy was actualized to accomplish the sought result.
In this essay, the author
- Explains that management has to decide what exactly they consider as "talent". this creates a few choices and changes the design of the talent management model of organizations.
- Explains that the center question in outlining talent frameworks is whether there is a predominant view in the association, and among the senior officials, about whether talent is something you are conceived with. these convictions can straightforwardly influence organizational decisions on whether to manufacture or purchase talent
- Explains that some organizations have put a decent effort into recognizing and developing just high-potential talent, while others attempt to bring the talent level up in all positions by creating an extensive group of employees.
- Explains that many functional areas in organizations, including hr, have trouble getting the right balance between design complexity and comprehensiveness and between execution ease and effectiveness. design and execution decisions can make or break a talentmanagement program or process.
- Opines that many hr professionals have knowledge of latest tools and programs for talent management. these ideas and tools are promoted by external consultants as essential to having an effective and leading-edge system.
- Explains that many programs are planned and implemented to meet specific business needs, with little attention given to the interests and requirements of individual employees. employees are motivated when their needs and interests are considered in organizational decisions.
- Explains that executives and hr professionals have to carefully decide what information can be shared with employees and what should be served as a locked fortress. transparency helps in inspiring and engaging employees to improve performance.
- Describes some impacts and difficulties that can be seen as snags or opportunities for organisations.
- Opines that hr approaches rely on past data in making decisions without considering the future impact of the decisions where the circumstances will be comparatively different.
- Explains that cisco systems is a $40 billion organization headquartered in san jose. with more than 68,000 representatives, it works together in 83 nations over 23 time zones.
- Explains that cisco needed to change the tenets of the game internally to accomplish the sought result.
- Opines that organizations should leverage their consultants to support the transformational work of the executives they serve, but each piece of work must feed into the whole.
- Explains that talent management is an evolving notion in corporations. it is a common thread that runs through every attribute of the entire organisation.
- Opines that talent management should coordinate with other organizational models to help derive best business results. business results help in setting up new business and talent strategies.
- Describes how the cisco talent team leveraged collaborated technology to engage 200 pioneers around the globe in the making of the competency model.
- Explains the foundational cisco leadership series was developed in an effort to retain high-potential industry talent during the "dot-bust" downturn.
- Explains how cisco's talent management program takes a non-traditional approach to measurement. they define the next generation of leadership with their c-lead model.
1336 wordsRead More - Career Planning & Retentionargumentative essayRetaining top quality talent has become a major challenge in the modern working environment. With the average length of term in any given position being 4.4 years (U.S. Bureau of Labor Statistics, 2012) and an average cost to replace that employee being 20% of their annual salary (Americanprogress.org), many companies are simply trying to fill positions with bodies. There is a study that focused on human motivation (RSA Animate), and it found that humans are primarily driven by three things: desire to master a skill, the need to be a part of something greater than themselves, and the ability to be self directed. This study did not mention money, free lunches, or nice bosses. While we widely recognize that people are motivated differently than previously thought, employee career planning and retention strategies seldom reflect this. Through the use of employee development plans, internal training programs, formal mentoring, and dual career ladders, I will explore what changes can be made to a companies planning & retention plans using Leprino Foods, my employer as an example.
In this essay, the author
- Advises leprino foods to implement a formal employee planning & retention strategy because of global competition for talented employees and the transient nature of employees.
- Summarizes noe, r. a., hollenbeck, j. r, gerhart, b, & wright, p. m. human resource management - gaining a complete advantage.
- Explains what a "dual career ladder" is.
- Analyzes how leprino foods, an older family-owned company, has become antiquated in many of its policies.
- Explains that employee recognition and team building help people feel connected to each other, and having a formal mentoring program can really help an employee be much better connected with the organization.
- Summarizes the u.s. bureau of labor statistics' employee tenure summary and rsa animate - drive: the surprising truth about what motivates us.
803 wordsRead More - The Importance Of The Organizational Culture Of Appleexplanatory essayApple develops each and every one of their employees effectively emerging them in a culture that enables rapid innovation. Ever sense Apples startup they have been progressively adjusting its organizational culture to properly match the dynamics of their business. This organizational culture involves a policy for choosing only top tear superiority. Employees are selected, for not only their knowledge or skills, but for their creativity. Every employee at apple is trained in innovation and encouraged to provide ideas to the product development department. This is one of the main reasons Apple is one of the best innovative companies on the planet. The innovation is
In this essay, the author
- Explains that companies like apple, google, and 3m may have different structures looking in the same direction. many companies get tunnel vision, which are blinders for the future.
- Explains that companies like blockbuster, kodak, and motorola had blinders on. they lacked the culture to provide proper innovative change needed to keep up with the fast pace world.
- Explains that 3m company is known for its innovative position in the industry. they invest a lot of money in leadership training for employees, provides duel career paths, and cross functional teams.
- Explains that polices are implemented originally to scale up and aid in efficiency, but can also cripple a company. when policies take empowerment away from employees, the culture of innovation is dead.
- Explains that apple, google, and 3m are all proven innovative companies that are not just stuck in an evolutionary state of comfort but revolutionary, paving the way for others.
- Explains that innovation is the foundation to being innovative, but it can be an opportunity or a culprit. companies like apple, google, and 3m are revolutionary.
- Explains how apple's organizational culture and structure is key to their success. they explain how they have a policy for choosing only top-thirst superiority.
- Explains that google's workplace culture has a disregard for the impossible and encourages innovation.
1129 wordsRead More - a productive and adaptable workforce,; one that will propel the company to greater heights in the
In this essay, the author
- Opines that in a highly globalised world, industries from all sectors are becoming more porous and open.
- Describes the situations faced by sam mulgrew in this context.
- Analyzes how individuals like sam mulgrew failed to realize that in order for a company to succeed, they needed an informed point of view.
- Explains how a mind map will be devised for companies regardless of their size and industry.
- Explains that the mind map that is used here is a form of proposal towards sam and his team in helping him.
- Describes the components that will be discussed: mission, positive elements, and the idea of self.
- Explains that all of these components contribute greatly to the performance and function of the system.
- Opines that low morale and feel isolated from the company would cause huge negative repercussions.
- Opines that a clearer perspective of where the company is heading in both the long run and the short term is important.
- Opines that this aspect would cover on smaller and less detailed issues for the company.
- Opines that concepts discussed above should be supported by other od tools so that the company remains competitive.
- Explains the idea of six sigma, which focuses on achieving stable and reliable results.
- Explains that banking companies are using its processes to package their financial services with the discipline.
- Describes the factors that lead to a heightened increase in the quality of products and services, especially at the top-level.
- Explains that feedback is used to continuously inspect the management and how things are being run in the organization.
- Opines that a productive and adaptable workforce will propel the company to greater heights in the future.
- Opines that survival and sustained growth of a company lies in its ability to attract talents and to employ leaders who are able to add value to the company’s performance.
- Analyzes the context in which sam mulgrew, a senior manager of human resource for money4u finance ltd is in.
- Opines that the role of mind mapping should never be underestimated as it gives us the ability to see the over-arching perspective of a particular matter.
- Explains that the mind map will be aided with 2 od tools which include six sigma and the concept of managerial grid.
- Explains that each mind map created to solve or help in the understanding of a problem is unique and highly specific. each component is branched out to show the depth of the matter and help us understand the factors contributing to it.
- Explains that the company's mission is the most fundamental of all components in its existence. without a mission, companies and organizations will have no direction and goals to follow through.
- Opines that having a mission is not enough, but to remain relevant in the long run is very important for companies to grow and inspire.
- Opines that sam and his team should adopt the new mission of his company by his senior supervisor and inspire his colleagues and those under his supervision.
- Opines that being positive is what runs the economy. the more optimistic the economic atmosphere is, the better it would be for the market. a positive work place creates a sense of wellness amongst employees.
- Explains that the component of being positive extends through people, work, and environment, which would affect the "mood" of workers in any company.
- Opines that sam and his fellow managers should understand the ground sentiments of those working under his supervision and the nature of work a company is accounted for as well.
- Opines that it should be done equally, across all levels with consistence.
- Opines that sam was wrong in stating that performance management is something that should be simplified and no taken seriously. the process of self-reflection is elaborate and must be conducted thoroughly. only then can the company move forward.
- Recommends that sam and his team work on the establishment of the organizational review unit (oru) for money4u finance ltd.
- Explains that people and work are non-mutually exclusive and inter-related. problems that persist on one aspect might spread on to another.
- Explains that the success of a company is based on the contributions of everyone in the company moving towards the directed mission, and highlights those strong performers and the weaker ones as well.
- Opines that the issue of success should be differentiated upon by what is major and what's minor. this would tell the company as a whole what to focus on.
- Explains that development is a component that will drive the company forward in terms of how it operates, being managed, and lastly what it performs in the industry.
- Explains that in a finance company like sam's, the allocation of resources is often influenced by the fluctuations of the market as financial industries face more changes and flux than other sectors.
- Explains that the idea of support can be in terms of company infrastructure, manpower, or even soft concepts such as ideas or secondary roles given from another party towards the company.
- Explains that the company is able to maintain and strengthen such ties even further. in terms of expected supported it would be something that can motivate it and its managers to scout for supportive parties that might assist them in their business.
- Explains that suggestions are a way to summarize what every employee including the management get from such tools of performance management.
- Explains that managerial grid is to restructure the way management is being run in the company and how things are being relayed from the top to the bottom.
- Explains that the od tool allows companies to keep its managers adept towards changes and thus have a fast response to any industrial fluctuations.
- Analyzes how sam mulgrew's sentiments and opinions are ill-informed and superficial. he failed to take into account the importance of performance based results and outcomes in business.
- Explains that to remain relevant in a company one must always assess him or her and address where he or she stands performance wise. money4u finance ltd's motivation revolves around profitability and to sustain such returns, their managers must be positive.
2212 wordsRead More - Nortel Case Studyargumentative essayNortel: Arrogance Leading to Demise and Downfall Nortel Networks Corporation, also known as Nortel, was an international telecommunications company in Ontario, Canada. It was founded in Montreal, Quebec in 1895. During the height of its success, Nortel made up more than one third of the total worth of all similar companies in Toronto and they employed 94,500 team members worldwide. (Gillies, 2009). On January 14, 2009, Nortel filed for protection from all its debts and creditors in the United States, United Kingdom, and Canada in attempts to remedy its debt and financial obligations (Gillies, 2009).
In this essay, the author
- Explains that nortel networks corporation was an international telecommunications company in ontario, canada, founded in 1895.
- Analyzes how nortel fell into the same trap of greed and self-interest. the company's board of directors was detached from the company and lacked knowledge of how it could be taken by manipulation.
- Recommends that companies configure procedures and methods for shareholders to be in direct contact with the company's board and respond to any issues that these investors may have.
- Concludes that nortel's growing dominance in its markets in the 1990s led to a culture of arrogance and hubris combined with lax financial discipline.
- Analyzes how john roth's ambition to become the best had pushed him from sticking to the ethical basics. he dismissed any advice from his team, the media, and peers from wall street.
- Opines that regulating and auditing financial accounting should be a top priority in order to avoid ending up nortel.
- Cites nesin, m., and thain, d. (2004). reflections of a veteran director: the unsatisfactory performance of nortel’s distinguished board
1447 wordsRead More - Nortel Case Studyanalytical essayRoth was in charge of emergency of Nortel, be that as it may it was affected by both individuals and capital business sector forms. Roth settled on the choice to change Northern Telcom to Nortel and put resources into the web notwithstanding doubt and uncertainity from numerous individuals. The Board of Directors of this organization didn 't know about the money related status of the association which demonstrates that the executives, Roth as CEO, and workers didn 't know about great business hones. Business includes a system of human communications (Collins, 2011). The ascent of Nortel was to some degree from the consideration the organization got from the media and the financial specialists. This consideration affected the choices that Roth
In this essay, the author
- Explains that roth was in charge of emergency of nortel, be that as it may, it was affected by both individuals and capital business sector forms. the board of directors of this organization didn't know about the money related status of the association.
- Analyzes how roth felt it important to meet these desires which settled on him settle on the choice to hide genuine profit and capitalization in trepidation of retaliation from people in general.
- Explains that representatives who are conflicted about being moral at work neglect to gain from their untrustworthy antecedents. nortel lay to partners, adulterate time and costs, and had clashing interests inside the upper administration.
- Explains that nortel contracted unscrupulous workers as an aftereffect of roth being untrustworthy, and utilized his authority power to make a deceptive domain.
- Opines that organizations must begin with business training as the workers must comprehend the business before they can settle on educated choices as to how the organization works financially.
- Explains that controlling bookkeeping and impetuses is presumably the following need for a business to dodge unethicla practices.
- Explains that a moral association is one that is led by moral individuals. assessing the bosses and administration using reviews might be an ideal approach to tell about the moral practices of the pioneers.
974 wordsRead More - Southwest Airlines HR Programs and Corporate Strategyexplanatory essayThe most important quality that the company looks for, is the right attitude in candidates to fit their culture unlike expertise or skills
In this essay, the author
- Opines that southwest is looking for creative minds to fit in their corporate strategy of customer service.
- Explains that the company emphasizes on peer recruitment to conduct easier background checks and offers free-space pass to employees who recommend candidates to fill in critical positions.
- Explains that the interview involves customer while interviewing flight attendants to further screen and check for compatibility with the company’s spirit.
- Explains that swa’s manager calls the rejected candidates and provides counseling to help them keep up their self-esteem.
- Explains the selection process, which consists of application forms, phone screening, group and three additional interviews, a consensus assessment and vote.
- Explains that 35 existing top pilots were interviewed to identify common characteristics (for example team player), in order to select new pilots based on those characteristics.
- Opines that the company's most important quality is the right attitude in candidates to fit their culture, unlike expertise or skills.
- Opines that pilots and flight attendants are paid by the trip as the leadership believes that the airplanes don't make money while sitting on the ground.
- Explains that employees can work more to earn more and can bid for shifts and work hours.
- Explains that employees receive a raise on their anniversary of joining and pay increases as they climb up the ladder gaining seniority.
- Explains that profit sharing covers all employees who have been with the firm for over a year.
- Explains that they do not hire based on skills, but on attitude, fit and importance of culture.
- Explains that a dedicated training group called "southwest university of people" trains newly-hired and existing employees.
- Explains that new hires are exposed to history, values, principles, mission and culture of the company, and emphasized on teamwork and sometimes customer service.
- Explains that southwest's culture plays a crucial role in its productivity as it brings in the sense of family.
- Explains that a cultural committee consisting of employees from all levels and regions has been set up to preserve and enhance the southwest spirit.
- Explains that employees are considered customers and the people department does what it takes to keep their customers happy.
- Explains that service in the aviation industry is measured by on-time performance, fewest lost bags, and least number of customer complaints.
- Explains that triple crown is given to a company that does the best in all three categories.
- Explains southwest has received the monthly award 24 times and also won the annual award three times in a row.
- Explains that feedback is given to keep employees focused, and make them aware of how their actions affect costs.
- Opines that southwest's current situation, where it has been challenged directly by its competitors like continental and united airlines, can be solved if it engages its employees deeply.
- Opines that southwest could introduce more variable pay benefits to the employees apart from the current compensation levels.
- Opines that health insurance for employees and their families should be provided, so that employees feel protected by the company.
- Opines that southwest should give its employees retirement plan benefits which could be a percentage of their basics every month.
- Opines that southwest should give employees a time off period, pay for that period and insist that employees go on vacation which could help them focus at work better.
- Opines that employees should be asked to give their creative ideas on any functional aspects of the airlines and rewarded for great ideas, so that they feel like they are indeed a vital part in the organization’s growth.
- Opines performance pay is not southwest's pay policy but by giving spot bonuses and incentives to top performers, they would feel rewarded and be an example.
- Opines that communicating to employees about the threats that the organization faces from its competitors will end their undesired attitudes from successes.
- Opines that other benefits could be, providing all the above benefits in packages, letting employees choose their benefits to their convenience but also within budget.
- Opines that employees would feel content and likely to never leave the company till their retirement, if given the above discussed benefits.
- Describes the issues ann rhoades should raise at tomorrow’s meeting, and recommends her recommendations.
- Explains that southwest airlines has an exceedingly pro employee people team that ensures that every individual is cared for. the company's size has grown to such levels that the present 100 odd employees could no longer maintain the same level of interaction with all the other 18000 employees.
- Explains that southwest can expand to newer locations within the us and gradually go international. southwest has enjoyed profits in running their flights at present locations, but now with the entry of big players such as continental and united airlines, it may lose its monopoly.
- Describes the business and hr strategies adopted by southwest airlines for beating the challenges created by other airlines over a period of time.
- Explains that southwest opened its own website to book tickets in 1995 and by 2006 70% of bookings happened online and 73% of revenue accounted from booking.
- Explains southwest used fuel hedging to protect itself against fuel price inflation to save on fuel.
- Explains that swa built new pilot training facility to train more pilots and expanded its headquarters close to the year 2000.
- Explains the competitive strategy of having low unit costs by reducing aircraft turnaround time is still followed by swa and it serves as business model for other airlines.
- Explains that southwest expanded in terms of its number of employees accounting to a total of 44,831 employees currently.
- Explains that boeing 737 still flies just one type of aircraft, making maintenance and repair at lower costs.
- Explains that southwest is planning to provide 24-hour operation and customer service by 2014 which would attract more customers.
- Explains that southwest airlines gratitude points are provided to employees as rewards, which can be used to buy or redeem gifts.
- Explains that the company has various training programs for employees which they can choose and make use of to grow in their career.
- Explains that southwest believes in happy employees = happy customers and that has served them to serve customers better.
- Describes southwest airlines' seven secrets for success.
- States that southwest airlines reports record fourth quarter and full year profit; 41st consecutive year of profitability.
- Explains that southwest's hr programs were based on the preserving the values and special culture of southwest airlines.
- Opines that southwest should start grooming potential candidates who could be a possible future ceo in the long run. the success of southwest is often credited to the dynamic leadership of ceo herb kelleher.
1341 wordsRead More