Case Summary: An Interview With Joe Malich

Evaluating his approach to bringing about change in his organization. Comparing his approach with that of Jack Welch.

Morton and Adrienne Goldfine were a husband and wife living in Peoria, Illinois who filed this case in 1983. The case dealt with the taxable years of 1972 and 1973, for which the Goldfines filed joint federal income tax returns. Morton Goldfine was a practicing attorney making between $100,000 and $150,000 a year.

Joe emerged his business by perusing his desire to run a business on his own. Together Joe and Larry took the risk and began Bannes-Shaughnessy Inc. in 1972 (Katz, 2011). Despite their prior experience and low amount of capital they began with, within five years they had received their first million dollar contract, proving their existence. From here on out their firm grew, so did their success, and in turn were helping the community. Joe was compassionate and his work and business reflected that. Their families were benefiting from their success as well as their own lives. They were perusing their dreams, and once Joe became the sole owner, he was able to take the business to the next level. It is as if he was beginning the growth stage again within his own company, he could now continue on focusing on the expansion and diversification of his

He learned a lot of lessons through improving and running this company. He acquired the skills to relate, encourage and listen to his employees, which lead to his company’s success as well as his future success. While Milt was leading the company sales grew from $500,000 to $70million in about 23 years. He then moved onto the next new success, but during that time he remained on the companies board of directors and the sales since than have exceeded 5 billion before retiring from the board.

The owner had a company meeting one Saturday morning and tried to explain what he had set for his goals of the company. “We are going to take on more items to repair and sell, we are going to branch out our services to hardware stores and nursing homes”, he explained. Well right off the bat I was not real sure what he meant by this. Like our text says “such goal statements sound good, but, quite honestly, they are too vague to exert any real influence”. (Influencer, 2013, pp16-17). That statement can’t be more right. This guy started taking in everything from VCRs to children’s battery operated power wheels

Lee Cockerell’s first leadership strategy that he outlines in his “Creating Magic” book is taking care of employees. In this instance Cockerell goes into detail on saying that in order to be able to run a very successful company the owners/company itself needs to give respect, appreciation, value, into everyone. He outlines this with his acronym RAVE (respect, appreciation, value, everyone). In doing so, the company will have a lot of loyalty and respect back from its employees. Cockerell implemented this concept with Disney, as Disney has the lowest turnover rate in their industry. By giving employers the RAVE treatment, employees genuinely care about their company because they view that the company cares about them. This method that Cockerell outlined in his speech and in his book is very similar to a leadership theory that we have learned in class this year, called path-goal theory. The path-goal theory is an ideology that focuses on the leaders to motivate their follower’s. In this instance Cockerell was in an executive position with Disney, and he had to make a decision on how to efficiently and effectively run the company through his position. He decided to motivate his employees through compassion. Cockerell was a very compassionate person towards his employees. One of the most significant ways that Cockerell was able to achieve this was with the RAVE method. The RAVE method was able to motivate his employees by giving them purpose in the business which created a

Mr. Gotcher is in compliance with his treatment plan this reporting period. He has not had any known incidents raises concern about the safety of others in the community, self, and the staff at Ambitions.

However, my father does like the position he is working at in his job. The inconsistent hours and the long days are the most difficult to deal

(NSY) had been providing parts and services to the Mega-Yacht Industry since receiving their initial seed capital in 2000. The Mega-Yacht industry provided an attractive opportunity for NSY. Although the industry was small by comparison, serving only 10,000 vessels, it generated in excess of $1 billion in economic activity annually, divvied amongst the new build, and maintenance, refit and repair business sectors (Mark & Mitchell, 2003, p. 48). The industry’s supporting cast included captains and crews, owners, management companies, procurement agents, yacht builders and repair entities, brokers, and local husbanding agents. Although unknown to the firm at its inception, consultants in 2002 forecasted the mega-yacht industry would see annual growth of 6%, with the potential for even better numbers in the short-term (Mark & Mitchell, 2003, p. 48).

He challenges the employees and encourages them and creates a dynamic environment which motivates them to always work hard. (Dreamforce 2012) He believes to never second guess the person he delegate and the importance of the freedom to make mistakes. He wants to motivate them to be entrepreneurial and ready for their next venture.

So in this chapter, Jon goes on and talkes a lot about how the number one thing that business owners fail to realize is that it’s not enough to just have a business that’s running, rather you need to have a business that leaves a good and positive impression on people to truly succeed.

Most of his cutbacks have been in personal profits. Several times he made reference to having a regular source of income. He published a local community paper. Over the years he has always been looking for ways to make the business grow, but would not take changes that required extra debt. He was working with several Entrepreneurs who were interested in publishing a monthly high school football magazine. They found a popular ESPN announcer to being clout to the magazine, they had passion and were every talented. The problem was that they had no sales

he was resourceful (thanks to his experience from the bottom of the company to the top

3. Lincoln’s culture could not be imposed but must be nurtured. “Willis retained the existing managers of most of the acquired companies to take advantage of their local knowledge, but directed them to implement [underlined by author]Lincoln’s incentive and manufacturing systems [p 6].” While Willis appreciated the benefits of implementing Lincoln’s systems, he did not consider James Lincoln’s caveat that “All those involved must be satisfied that they are properly recognized or they will not cooperate – and

However his ineffectiveness is evident from the fact that despite making plans about writing a proposal about "Custom Chip manufacturing documentation problem" he was unable to accomplish it and he forgot to acknowledge his subordinate Bill on his fifth anniversary in the company. He also forgot to fill in the appraisals sent in by the HR manager showing his lack of self organization. As Mary Parker Follet describes "The first essential of business success is the capacity of organized thinking" . So he was not an effective organizer. He was not able to convince his Boss to hire new employees showing his lack of persuasion and fear of rejection. He also thinks that his judgments are best ones and