Business Corporations : A Modern Titanomachy

Vidsoft Technologies is an internet company that is headquartered in California and operates as an internet company in a high-tech sector. The case presents a problem between three employees. The primary conflict involves an employee named Hsu who works as a support engineer and his supervisor named Li. After a short period of working together, Hsu requests a transfer to a different team within the same company. The conflict between these two employees is complicated for a variety of different factors. The case involves how a supervisor named Babatunde should tackle the problems that emerge as negative organizational behaviors and how to best lead the team.

We see on the text that the CEO is unhappy about some problems in the company. We see in the text in the first page that the CEO isn’t happy about the sale , we see that the company need revenue growth and a constant profitability , this can be explain by the fact that commission are based on sale , and not on the gross margin of the product . So if the HF76 managers’ are unhappy it’s because the commission are not based on the product

In April 1985, Donna Dubinsky attended the “Leadership Experience” seminar. Ms. Dubinsky thought that Ms. Coleman used this seminar to “lobby for her cause.” Ms. Dubinsky began to see her own disillusionment as part of a larger problem where the executives were “confused, demoralized, and critical of the company.” She ended the seminar with the realization that proposed distribution strategy was “so radical that it would shut the company down.” So the next day she met with Bill Campbell who was Roy Weaver’s manager and presented him with an ultimatum. Ms. Dubinsky wanted thirty (30) days to develop her own distribution strategy proposal or she would leave Apple.

Although surveys showed customers were very satisfied with Pioneer products, the sales force was unhappy and felt the lower margins were unacceptable. This drove a few dealers to speak disparagingly about Pioneer products and use bait and switch tactics to create profits for themselves. Mitchell knew the dealers’ support was critical to the current distribution chain, but he couldn’t go back to the old incentives. To continue to be profitable and adapt to the new electronics market, Pioneer reconsider its current distribution network.

Patrick Lencioni is an American writer, who focuses on writing books particularly in relation to business and team management. He is best known for ‘The Five Dysfunctions of a Team’, an allegory following the journey of DecisionTech’s new CEO, Katheryn Peterson. In this tale, Lencioni revels the basics of teamwork by creating a fictional business, in which is struggling to grow as a company, due to lack of commitment by its employees. The company fails to accept responsibilities and to come to any agreements, ultimately, resulting a plummeting disposition. Furthermore, throughout the fable, the five dysfunctions of a team become more evident, in which are, absence of trust, fear of conflict, lack of commitment avoidance of accountability and

Hewlett Packard (HP) decided to produce 1.3-inch disk drives to become the market leader in a new market and increase HP’s revenue. Although the market for 1.3-inch disk drives was still unclear and still developing, HP decided to organize a special team to develop this new product. This group was multi-talented, with the best engineers from every department in the company. The group also had many priorities for the company. However, things didn’t develop as the Kittyhawk team expected. They failed to sell the new product to the customer they planned. Even though some new customers were interested in this

CompuCo is attempting to move from a domestic producer to that of an international producer. In order to achieve this feat, the company must have an international focus in regards to its overall business operations. It is quite apparent from the case, that CompuCo does not have the will or desire to be proactive with its international subsidiaries. In order to achieve greater international success, Dr. Durand must first alter the company culture. First, all international subsidiaries should be treated as a primary business irrespective of their individual performance. It seems, through reading the case, that much more emphasis is placed on French product development and applications that is given to its international counterparts. This is a detriment to business as many of CompuCo's international customers have differing tastes and sentiments in regards to product offerings. The case cites numerous examples of this between both French and American consumers. French consumers, for example, like to read product manuals and prefer complexity over simplicity. Their American counterparts however prefer ease of use, and a simple design. The company was slow to discern these changes in consumer demands and elected instead to emphasize its French product design. This created consumer ill-will and

Tommy Jones begged, pleaded, and hoped beyond hope for that new touch screen phone that would immediately move him up the social ranks at his school. His wish was granted on Christmas morning. He was rewarded with that sleek, black phone with 4G capabilities. Two months later the next phone in that series is out; it is almost an exact clone of the first model with the most moderate changes, and suddenly Tommy’s phone is obsolete. There was no great improvement when compared to the old model, no; the corporation knows that it will sell, no matter how small the improvement. This model of constant obsolescence has become the norm in the economy today; companies reap profits with mediocre products, completely uncaring of the consumers. To put

Again, prices will be cut and reduce our company’s perceived value (Conrad “The Advantages of…”).

Royal Phillips Electronics drastically suffered from poor performance and as a result filed bankruptcy. Many couldn’t believe that they have filed bankruptcy based on great sales. They were very innovative with their products including the head shaver, compact cassette, and the CD. Despite, being Europe’s largest electronic company, Phillip’s profits were not up to par and sales were drastically declining. While the company was on a downward spiral, Gerald Kleisterlee took over as company President and made some adjustment and daring decisions that put the company on the forefront. The company went through a substantial restructuring that allowed for growth and an increase in profits within the company. The new President allowed for the company to revamp and allow for not only growth to occur but a shift in the mission and values of the organization. With the vast change in the company the business was simplified and made even smaller, which allowed for the top level executive to focus solely on the business and employees at hand. This in turn allowed for a substantial amount of strategic planning and implementation of new ideas that caused the company to reevaluate what caused sales to decrease in the first place, and allow for drastic change. Once Kleisterlee developed strong new innovative ideas, which would cause substantial change throughout the organization as a whole, the organization started to develop. The atmosphere and culture shifted, which in turn

Blockbuster’s restructuring of the company under its new owners shows how they were open to organizational change. The text describes organizational change as the movement of an organization from one state of affairs to another. Blockbuster completely changed their strategy and technology in order to compete with the new technology based companies that put them in this position in the first place. Simply put, no one visited the stores to rent movies when they could just turn on their television to order on-demand showings for the exact same price without leaving their home or grab a couple movies for a dollar apiece while grocery shopping. If they did not change they were sure to fail as a business and the company would disappear into the long list of companies that failed in the economic recession. The change was forced by other companies’ utilization of technology that caused a drastic change in the market conditions. This shift enabled the cheaper, more convenient home entertainment to steal a huge chunk of market share from Blockbuster’s traditionally structured company. Blockbuster enjoyed a long period on top of the movie rental/ home entertainment industry and this could possibly be what caused the success of these newer

Gil Reihana is a smart, young, ambitious, and educated entrepreneur. After graduating college with an information technology degree, Reihana inherited a substantial amount of money. With investments from multiple family members & coupled with his inheritance, Reihana launched X-Stream. X-Stream is a technology company that assembles personal computers and sells them through chain stores & independent retailers throughout New Zealand and Australia. The company gained a reputation for having “quality hardware, customized products, excellent delivery times, and after-sales service” (McShane &Von Glinow, 2013). In

Define the situation (case summary) Define the major issues, conflicts, and the network . Describe the options (alternatives) for solving these issues. Several internal and external influences serve as contributing factors in the reconsideration of the company’s current system. Changes in customer demands, domestic and global competition, and a unique decentralized management system is now forcing the Westminster Company to reevaluate their traditional supply chain practices. (Bowersox & M.B., 2014) Westminster’s domestic operations consist of three separate companies that sell and distribute products to several of the same customers. (Bowersox & M.B., 2014) At first glance consolidation of the systems can significantly improve

There once was an owner of a real estate agency, he was known as King Lear because of all the property he owned and leased. However, Lear was growing tired of his job yet he wanted to keep his title as “CEO” but didn’t want to keep on working. Lear was a very well-respected man in the real estate industry however he was growing old and his children were growing eager to take over the business.

The housewives of today rely on innovation to produce household products with the capabilities of simplifying their jobs at home. Companies, such as Electrolux, have teams of employees assigned to the task of creating new kitchen appliances and cleaning products geared around the needs of the world that can take their company to next level in modern technology. With the fierce competition threatening the success of Electrolux, the company revamps their strategy by appointing Hans Straberg as the new Chief Executive. The strain on the company’s finances left Mr. Straberg with no choice but to