The main problem that Peter Browning faces with regards to White Cap Continental is how to revitalize and make positive changes to White Cap’s declining market and unmotivated management without disrupting the family-oriented traditions of White Cap and without damaging the image of White Cap. The main root causes are lack of intrinsic motivation from management, the lack of change due to keeping stakeholders happy, lack of creativity, and how White Cap Continental is run. To make positive change to White Cap Continental, Browning should, in the short-term, motivate the managers such as Jim Stark and Joe Green, who will in return motivate their subordinates, and implement change while keeping the White Cap traditions alive. In the long term, …show more content…
Director of marketing, Jim Stark has tense relations with his marketing and sales team and therefore does not push for them to develop new ideas to help White Cap become more up to date with their products. Tom Green, manager of human resources, was found to be delegating jobs that he should be taking care of. This lack of intrinsic motivation feeds all the way down the corporate ladder causing White Cap to fall behind their competitors.
• The second root cause is answering how to keep the stakeholders happy. There are many people involved in stakeholders and many people invested in White Cap Continental. These people include: the investors, the community, the employees, Jim Stark, Tom Green, Dick Hofman, Art Lawson, Bob White, and all the rest of the management of White Cap Continental and Continental Group, Inc. All these people have an opinion on what Browning should do. Browning must keep all their best interests in mind when making a decision.
• The third root cause is a lack of creativity. White Cap Continental has been selling the same products and running business the same way for years. Their R&D and full service have become common and mundane to their customers. Their lack of creativity in products and unwillingness to branch out is hurting
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To do this Browning should sit down with Stark and talk about different ways to motivate his marketing team. This will motivate him and in turn motivate his team. To motivate the marketing team Browning and Stark should use job enrichment. When the marketing team creates a successful way to market they should be rewarded for it. This way Stark was better relations with his team and Browning keeps Stark’s boss happy by not firing him. Browning also needs to motivate Tom Green. In order to keep the stakeholders happy, Browning should sit down and talk to him about his job. If a simple conversation cannot solve the problem, then Green should be let go. Browning should also prepare the employees for change. To do this, Browning should keep the traditions set in place by the Whites while also implementing change such as price slashing. Browning should also hold a company lunch, just like Mrs. W.P. White did, and during that lunch talk about the long-term plans for White Cap with a question and answer at the end. This way the employees will have familiarity but also be prepared for change with the option to express concerns after. The overall changes will solve the problem of White Cap employees being too comfortable in their
The two organizations explained in this assignment are “Anheuser Busch” and “MOLSON Coors”. Anheuser Busch is a multinational company brewing more than 100 brands in the United States and holds a 45.8 percent of the beer market share1. The company is recognized as the No. 1 brewing company by Fortune magazine – “World’s Most Admired Company”2. Dreaming Big, Unity and Culture are the three main driving values and guiding principles which account for the success the company has achieved during the years1. All these combined with the dedication and motivation
Broadway Broker’s management team is faced with the challenging task of downsizing and consolidating the organization. A thorough investigation as to how to execute proposed changes will need to occur before the organization can forge ahead. Change processes must be executed in a fashion that portrays compassion and consideration for all involved. For change to be successful the management team must have understanding and empathy for the psychological impact of imposed change and how employees will react. Most humans are fearful of change and do not embrace change in a positive manner. The road ahead will be difficult for the management team at Broadway Broker’s, however; with proper planning and understanding positive change can sustain the future of the organization.
Elite Engineering has been unable to successfully implement change because they haven’t been able to get the employees to see the need for the change and to believe in the change. “It must be considered that there is nothing more difficult to carry out, nor more doubtful of success, nor more dangerous to handle, than to initiate a new order of things.” (Kotter & Schlesinger, 2008) Change is often met with resistance. When it comes down to it many people fear change. At Elite Engineering, the engineers were happy with the way things were being run. They enjoyed the billable work they were doing and did not want to take the time to collaborate with others, as it would take away time from their billable work. The engineers saw the billable work they were doing as a way to ensure they received their bonus at the end of the year. However, they were failing to see that the litigation business was going to begin to shrink and in order for them to remain competitive, changes needed to be made. Kotter and Schlesinger state that there are for common reasons that people resist change. The four reasons are the desire not to lose something of value, a misunderstanding of the change and its implications, a belief that the change does not make sense for the organization, and a low tolerance for change. (Kotter & Schlesinger, 2008) At Elite Engineering, I think upper management was unsuccessful at implementing change because the employees didn’t want to lose their bonuses (something of value to them), they misunderstood the change, and they didn’t feel that the change made sense for the organization.
The Coop has no major market research to go off of in order to effectively position them in a changing market. R&D doesn't seem to be supported by good research in the market segments.
I. PROBLEM DEFINITION December 1993: Charlotte Beers appraises the developments made by the company after she became CEO: she apprehends that clients love the Brand Stewardship idea, but employees who are below executive levels, have not understood and accepted the newly created vision. The problem I will focus on this document is: most employees did not embrace the new vision. I will analyze why this is a crucial problem, why it is happening, and I will suggest steps to accomplish more acceptance. II.
When the 1980’s rolled around, it was a thriving company, in the Seattle area. However, the co-founders began to have other interests and were involved in other careers simultaneously. Despite that, the company was about to undergo a major turnaround. A man by the name of Howard Schultz started to pursue an interest in the company. He noticed that the coffee shop had a wonderful environment.
Going back to DG directorate and the two drivers of change mentioned above, there are many resistors that leaders could face. The first thing that leader needs to do when applying any change is the acceptance of change and the full understanding of the change and its benefit. If the leader passes this stage, then he needs to start thinking of the employees at work and how to explain to them and convince them with the change.
James, W. B., & Graham, B. (2004). Strategic change in the face of success? Harley-Davidson, Inc. Strategic Change, 13(4), 205.
This case study demonstrates a young woman leader, Toby Johnson, who used to serve in the military as a pilot and attended Harvard Business School, joined PepsiCo’s Leadership Development Program (LDP), and was working in the management team at the Williamsport plant. She determined to forge ahead, and led the plant to achieve the Level 3 CI and also won the Doolin Award, which the Williamsport plant had never achieved before. The problem that Johnson encounters currently is that if the plant should continue to forge ahead and achieve the ultimate Level 4 CI, which will cost huge amount of money and efforts with the risk of her sudden leave of plant.
BR was sold to Delta Foods in 1996 for US $2 billion. At this time, it was one of the largest fast-food chains in the world generating sales of US $6.8 billion. DF purchase of BR brought in a new cultural paradigm. DF is an individualistic, aggressive growth company with brands they believe are strong enough to support entry into new overseas markets without the need for local partnership. The DF strategy is one of direct acquisition and JV’s were not part of their strong suit. DF strategic implementation is based on hiring local managers directly or transferring seasoned managers from their soft drink and snack food divisions. The DF disdain for JVs is clearly reflected by their participation in only those JVs where local partnering was mandatory (e.g. China) to overcome regulatory barriers to entry. JVs had been the predominant strategy for BR which was unlike the DF outlook. Terralumen’s strategy was misaligned and out of sync with the DF strategy. This was unlike the complementarity that existed with BR’s strategy. This misalignment began to affect the JV relationship that had worked well with BR in the initial years. The failure of Terralumen and DF to recognize this fundamental cultural difference between their operational strategy styles i.e. Individualistic and Collectivism leads to their inability to proactively create steps for better alignment in the early period after acquisition, creating uncertainties and difficulties for both corporations. There is a lack of communication and virtually absence of trust between two new partners. DF appeared to be flexing its muscles in the relationship and using a more masculine approach compared to Terralumen’s more feminine approach. Both the corporations are strategically involved in a complex situation where they appear reluctant to address the issues at stake and move ahead together. The DF strategy of
Kotter, J. P & Schlesinger, L. (2008). ‘Choosing strategies for change’. Harvard Business Review, July-August, 130-139.
CEO Johnston also has plans to bolster the company’s leadership with the best minds available and also use motivational techniques to invigorate his employees. These ideas show the character of the CEO in enhancing productivity from his work force.
Companies all over the world varies but yet shares a common challenge, that is to solve problem not only effectively and efficiently but also creatively. The P-O-L-C framework which stands for Planning, Organising, Leading and Controlling plays a major role in both the company’s survivability and success. The SWOT analysis looks at both internal and external factors that can affect the Starbucks’s performance. The purpose of this report is to define and analyse how Starbucks respond and should have respond to the change of its external environment on the cofee market,This report will also identify and disscuss how The P-O-L-C framework and can help starbucks to compete and reduce the loss of their failing peformance in the Australian market and how SWOT analysis helps to define some externalities that can be a threat to Starbucks.
After meeting with the president and listening to the issues and concerns regarding, Jack I would highly recommend for a personal improvement plan (PIP) to be developed. I would suggest for the president to have a one-on-one meeting with Jack regarding the negative feedback he has received from the staff. Jack should be fully aware of the expectations that are being sought as a result of this improvement plan. When laying out the areas of improvement, the first concern would be the negative attitude he has toward his staff. Next, would be to address the several complaints on company surveys from his department as well as outside of his department. These situations take time so I would recommend a 90-day plan with a follow up with the employees immediately after the plan has exhausted. The purpose of the PIP would be to improve employee morale, create a healthier work environment, and assure that the employees are receiving adequate support and resources needed to perform productively. Jack would also be informed of the consequences he could face if he is not compliant and open to this PIP. I would suggest for an outside,
Systematic Problem Solving, the company just spent “$2.5 billion in 2014 to solve its problems.” (Cooper, 2014) The data has shown an overall slowing growth per year in recent years. So, they started to do some corporate acquisitions such as buying a “16.7 stake in Monster Energy” in 2014, helping them “expand its distribution agreement with the company.” (Cooper, 2014)