Achieving The Same Mission At The Kimberly Clark Andean Region

The CEO of the Camp Bow Wow claims that it is the best way to make people committed to the organization and its goals. The key objective here is to let everyone in the company communicate their ideas. As each person has different set of skills, different experience and different view, they can come up with different amazing ideas that otherwise would have never been discovered. The employees of the organization are the great source of new creative ways to approach business, new products or even new strategy. However, it is essential to remember that there needs to be balance between the new ideas offered by employees and what is better for the brand. This point is important, because any business at some point should come up with innovative ideas to at least keep stable profits. The world is changing every day and business owners should react quickly and adapt to the new circumstances. Usually, people working on different levels of organization are most familiar with their particular field and can offer new ideas for development and growth which the CEO or anyone from another department would not be focused on. The best ideas usually appear throughout discussion and healthy conflicts; therefore, it is important to make sure that employees are empowered to speak up.

In 1999, Charlie Eitel became CEO of Simmons, a leading mattress manufacturer with a long tradition of success. However, Simmons was experiencing a decline in sales, low morale issues and increased costs (Casciaro & Edmonson, 2007), and Eitel would need to institute organizational change throughout the company in order to revive the slumping sales and employee satisfaction. Eitel believed “no organization can survive over an extended period of time without the proper focus on people as its most important resource” (p. 1), so in order to redirect the company’s focus on its personnel, Eitel discovered the Great Game of Life, a program designed to foster personal growth through choosing growth over fear (Casciaro & Edmonson, 2007). The Great Game of Life resurrected Simmons by acclimating employees to a culture of change, motivating employees to overcome a stagnant organizational culture and utilizing the organizations most valued resource, human capital, in order to bring about change (Abrahamson, 2004).

The understanding of the goal to be envisioned at Seagram moving forward is to become, remain, and develop an outside reputation as the top beverage company with 15% growth each year (Jick & Peiperl, 2011). The vision must effectively be passed to the 200 senior managers to make it a shared goal to be given and embraced company wide. The hope is that the top managed beverage company will be efficient and customer-centered, recognizing employees, while not micro-managing. The old model, based on decades old vision, needs to be replaced with a quasi-tried vision that has helped Seagram remain as one of the top, well-known companies. The new vision has seen success and is moving the company alongvtowards being the top managed beverage company. There are yet and still steps that will provide some right now actions that may help Seagram reach this goal of being the top managed company in the near future.

Business decisions are often difficult to make especially with the viability of the company’s future is at stake. This is the situation in the case of “The Chattanooga Ice Cream Division”. Charles Moore, the President and General Manager of the Ice Cream Division, must choose between a decision to expand and a cost reduction plan (Bethel, 2011). This decision will have a lasting influence on the future of the organization. Even though Mr. Moore is in a leadership role, the input of direct staff members will contribute to the final decision. The input of an effective management team can guide the organization into a positive direction or internal issues can derail the organization’s progress. Mr. Moore must react in order to insure the Chattanooga Ice Cream Division thrives for years to come.

Kohl’s is dependent on attracting and retaining a large number of reliable and quality full-time and part-time employees. They tout that their employees are the reason they are successful.1 The Greatness Agenda’s framework reinforces the importance of Kohl’s associates. This fifth pillar in the Greatest Agenda is about building great teams and having great leadership. Kohl’s’ has been restructuring and adding new talent.1 Personnel risk factors include: changes in minimum wage laws, Federal employee benefit requirements, unemployment levels, competitor’s compensation levels, and seasonal staffing needs.1

Clark ( 2012) suggested that “Implementing a new culture, organizational structure, or strategic plan requires leaders to engage and empower their staff to take ownership of the process (p. 35).”

This shows that organizations can be affected by negative and positive both behaviors during the change process. Starbucks always faces challenges and resistance whenever applies the change, there are some effective principles that can employ to manage the resistance during strategic changes, such as (Campbell, Stonehouse, and Houston,

In studies, there is a correlation between a highly engaged workforce and the overall success of the company. Engaged work groups are 33% more profitable and 50% more productive (right.com 17). Common problems employers have is they carry the false assumption that employees are aware of the corporate goals of the company. This problem is easily overlooked in both management and employees as they are focused on the immediate tasks and are not aware how their actions contribute to the organization as a whole. This causes employees to not goals aligned with their organizations goals. Not having this understanding, employees become disengaged because they believe their work contributes to anything significant. When an organization’s goals are not understood, it becomes increasingly difficult to improve their performance (business salary). Keeping well performing employees is vital to the success of any company. It is also important to identify TWK’s employees do not work as a team. Instead, employees work for their individual goals. In TWK’s case, the goal for the majority of people at TWK is to retain their jobs, keeping themselves employed. An example of this separation

“The sense of urgency refers to the “pressing importance” of action needed to address critical issues—those that are essential to a group’s success, survival, or failure” (Weiss, 2016). This means before focusing on the vision or what is wanting to be met, realizing the need for change is critical for change to be successful. With leadership knowing statistics are often maligned and exaggerated, it is on them to realize the change needs to be made for it to filter down to the unit level. Also, noted by Dr. Kotter, he “found that more than 50% of companies fail during this first phase because executives (a) either underestimate the difficulty of moving people out of their comfort zones or overestimate their own ability to create a sense of urgency; (b) lack patience—or as some say, “Enough with the preliminaries, let’s get on with it or (c) become paralyzed by the possible drawbacks, which can include defensiveness among employees, lack of morale among senior employees, or an overarching fear that things will spin out of control” (Weiss, 2016). With Army executives at the forefront for all changes, they themselves must realize the way business is being handled is affecting everyone from the senior levels to the lowest

Alex Sander is a young and promising product manager in the Toiletries Division of Landon Care Products Inc. Over the past year, he has successfully rebranded two of Landon’s skin care products in the United States. Alex has created a winning enviornment at the Toiletries Division by applying very high standards to everyone, and often pushing his staff to the limits. A recent 360 degree review has revealed that Alex’s strong drive to succeed has come at a cost, as his staff are highly disenchanted by his iron-fisted ways. (Alex has since discounted the importance of the these findings.)

Nike soon realized even though they have attempted to make changes within their subcontracting companies it has not been enough. Nike realized they have an ongoing obligation to the workers, as well to the different cultures that are involved. Nike implemented a process called The Compliance Generation, which involves increasing their business value by establishing the function, fighting fires, building a global team, and establishing partners. Employee management interaction making the work more systematic, building excellence in management audits, building environment, safety, and health global process, creating transparency, and creating ratings. Nike wants to have a transformational focus on building excellence in factory remediation, developing a sustainable sourcing strategy, building business integration and accountability, increasing contract factory ownership of corporate responsibility, and building industry conditions (Nikebiz, 2010).

Nike‘s vertical structure includes CEO Mark Parker and a board of directors chaired by co-founder Phil Knight. Although Nike has functional divisions and divisions based on specific products it is not a matrix organization. In a matrix organization, employees report to a functional and divisional manage. At Nike, employees report to the divisional manager and the president of each division reports directly to the CEO. Nike’s continued product innovation and successful marketing are due to the combination of functional and divisional organization using an operations department to insure communication between divisions. There is division of labor but it is not clearly identified. With a more pronounced division of labor and levels of direct supervision Nike can improve its

When a person has been a part of a large corporation long enough, they are sure to see programs of the moment come and go. They well intentioned and are aimed at meeting the immediate needs facing the organization. However, much like the history of humanity, the programs are slight modifications of those that came before. As a new leader in a company, their role is to make an impact and improve the current state of the business. What is not obvious to these newcomers is the rich and sometimes flawed history that preceded their arrival. These new leaders are unable to reach directly into the historical archives of the organization and realize that the path chosen to fix the current obstacle was attempted previously, perhaps with great success or dramatic challenges. Organizations have a long memory with a tendency of holding onto the negative experiences the strongest. How do these well-intentioned leaders overcome the challenges of a culture where people are tired of repeating the past? According to Kotter “the methods used in successful transformations are all based on one fundamental insight: that major change will not happen easily for a long list of reasons” (Kotter, 1996, p. 20). There must be a clear path that the leader needs to follow in order to shake up the culture, opening people up for the changes. Enabling them not to just stick when they are being watched, but creating value where, if they went missing, the company would desire to have them back. This is where

As I watched many of my colleagues being escorted out of the building on a Wednesday morning in March 2016, my thoughts wandered back to those words spoken at our most recent employee forum from the previous month. Our CEO was on his annual tour of the country speaking to thousands of employees along the way. The message was a positive one. Success in 2015! Projects completed, money saved, and improved customer satisfaction. All of these accomplishments made possible by the innovative and hardworking staff working both behind the scenes and on the frontlines. Now, it was time for new challenges. The message was clear as our CEO

Cabrera and Cabrera (2002) argued that organizations could better leverage organizational knowledge by implementing managerial interventions that address factors that facilitate KS. Empirical research identified the most common KS facilitating factors as rewards, organization climate, and leadership (Assefa et