Case Study: Verizon

Their current organizational culture is establishing a leadership that leads to shareholder value. The (LSV) is the key lever for Verizon’s culture change. This illustrates on having a goal to increase shareholder value and the Individual Action Plan (IAP) just as well as the sales force being evaluated on more than one metrics over some time (Kinicki & Williams, 2013, p. 258). In extinction, by forcing the organizational systems and procedures, it also caused a change in Verizon’s corporate culture. Mentioning before the senior leaders submit (IAP), has well-established a system in which it put a place of procedure that it can complete the organization goal to increase shareholder value and accomplish a performance criterion, in which it can hold the senior leader accountable (Kinicki & Williams, 2013). Additionally, the corporate goal to make more subject matter experts is a great example of implementing an organizational structure with the intent of achieving the corporate goal (Kinicki & Williams, 2013). Verizon’s goal of this leading for shareholder value can be rewarding for its

Training and Development is imperative to the organization’s progress. Training helps addressing employee weaknesses and builds a reliable and skilled workforce. This will improve the employees’ performance and boost their self confidence, and innovation. By acquiring the needed knowledge and skills, employees can perform more efficiently and increase the overall productivity of the organization.

For any individual, learning and growth are personal important which also makes important for the company because, if you learn, indirectly company benefits, therefore learning and growing should always in the balance scorecard. Verizon employees need to take 6 hours of training mandatory. We

A lot is hinged on good training and development of the staff that are used to develop, make, maintain and represent a product or service that will be sold to a consumer. This industry leader claims the # 1 ranking in Fortune magazine as the “World’s Most Admired Company” within the communication’s industry (Verizon, 2013). Verizon probably has what is considered to be a competitive advantage which speaks to the training methods used to help a business grow and improve by providing employees with the knowledge and skills they need in order to achieve success (Noe, 2010).

Significantly more had Data Limits/Overages issues w/ prior carriers, with 26% claimed the Needs to Change Data Amount triggered their switch

Verizon continues to be the number one contender in telecommunications by solidifying the number one spot on the Training Top 125 in 2012. Regardless of their tight budget for training, Verizon has made a commitment to effective training tied to corporate strategic goals. Verizon had three main goals they focused on in 2011. 1. To build a business and workforce as good as its networks, 2. To lead in shareholder value creation, and 3. To be recognized as an iconic technology company. Verizon wanted their business priorities and business goals to align with their core values. BU, establish training priorities/ initiatives that align with each BU’s priorities and Verizon’s business goals and values—top to bottom and across,” says Magda Yrizarry,

Verizon the company, purchased Verizon Wireless in 2015 and merged the two companies so that they are now One Verizon. The Wireless part of the company was owned by Vodaphone and Verizon the Company had only the FiOs internet at home service, and landline phones. The merging of the two companies signified a unique strategy. It brought together the strengths of the wireless operations, its networks and vast number of customers to the wireline business which owns tremendous network infrastructure and has the large and small business clients. Immediately after the merger, senior level managers and human resources started to look at all of the organization as a whole to flatten it out. This move helped to remove the several layers of management

As a long-time Verizon employee, Lowell McAdams, displayed imagination and forethought in the approach to implementing the strategic processes that would be the basis for company success (Kinicki & Williams, 2012). Staying involved, McAdams led the one and a half day, mandatory program for all top executives, designed to help the leaders comprehend how to develop sustainable value. In this beginning stage, he realized the need to engage top leadership and to get everyone on the same page, so to speak. The next step was to develop an employee training system, which was accomplished in several ways, including developing partnerships with outstanding colleges and universities to recruit the top achieving graduates, and offer them ten to twelve week internships, as well as, semester – long co-ops that could lead to full time employment. This was an ingenious method of procuring and indoctrinating top talent, insuring future leaders. Once hired full

LSV was constructed to train the senior leadership on how to comprehend an enduring value creation (Kinicki & Williams, 2013). LSV was designed to challenge the high ranking managers with several assignments to recognize and eliminate all problems that would prevent Verizon from creating more share-holder value (Kinicki & Williams, 2013). After the problem has been identified, each manager gives a carefully planned recommendation to remove the problem

Marvin, I really enjoyed reading your post and the example that you provided. I see exactly where you are coming from with this post as I myself have made an attempt to help my parents lower their FIOS bill or change provider. As I was comparing the companies, they both in my opinion force a customer into a package they were not fully satisfied with. Yes maybe you I could have left, but the other provider lacked something that I needed or had what I needed and charge more than what it was worth. I truly feel like these two companies Verizon and Comast are monopolies because the limited option's when building a package. Again great idea for using Comcasat as an oligopoly especially in the Henrico area. If Verizon was to ever set foot in the

The company appeared in the Top 10 of Training Top 25 for six years before taking the No. 1 spot in 2012 (Kinicki & Williams, 2013). Verizon had a small training budget and suffered a work stoppage after employees went on strike. However, the company was able to achieve the No. 1 position. Results are very important at the communication company and they look to the future to continue to produce desired results. Verizon is always searching for new talent on college campuses in order to keep the company with a pool of knowledgeable recruits. These recruits go through a two year training program learning all facets of leadership. Fresh talent leads to fresh ideas and technology keeping the company relevant and poised to compete. This demonstrates a market culture, as the objective is competitiveness and

Received an email from the FCC stipulating that the above case was closed. It's too bad you didn't ask the consumer if they were satisfied or not because I'm certainly not.

Verizon structured a teaching tool for the higher level employees to endure that would enable cross training by presenting problems and expecting teamwork in order to solve and then present the solution to a board for review (Kinicki & Williams, 2013). Structure was also implemented in the training of new hires in order to achieve

Verizon is an international for-profit corporation, publicly traded (NYSE: VZ) in the telecommunication sector providing both products and services while maintaining its devotion to effective decision-making and accountability. Verizon’s commitment is putting its customers first, providing products and services that produce the best experience possible (Verizon, 2016-A). Verizon credo shows commitment to being a good neighbor and providing its ingenuity in technology to advance the working world as a better place (Verizon, 2016-B). They have a culture of supporting their communities through the relationships of its employees’ contribution in time and donations to non-profits and other community outreach programs (Verizon, 2016-B).

Historically, Verizon Wireless focused its customer-base direct marketing efforts primarily on speaking to customers during the points in their lifecycle when they were equipment-upgrade-eligible. The purpose of these communications was to renew customer contracts using an equipment-upgrade message and offer. The challenge was that these points in the customer lifecycle coincided with spikes in customer churn.