Celeritas Case

4) What advice would you offer John Chambers in managing Cisco’s culture through the transition?

b. Bring Miczek and Andrews together to resolve conflicts and sensitize them on the urgency of the situation and motivate them to work together to get all

The CEO. Although nameless in this study, the CEO is the source of the problems amongst the VPs described above. The CEO has created the need for branding of his company which, again, has tripled in size in a very short time. The CEO desires to be set apart from other HMOs but his desire

How should Barton communicate with people outside of IT to rebuild his credibility? How frequently should he communicate with the CEO? His peers?

What recommendations would you make to Jim Sinegal regarding the actions that Costco management needs to take to sustain the company’s growth and improve its financial performance?

1. What types of decisions must Chad Thomas make daily for his company’s operations to run effectively? Over the long run?

At the beginning he was told to report to Jenkins, however, once he got to the site he was assigned to Jeff Hardy.  After the company reorganization, he found himself wondering whether he should report to Knight or Hardy. However, despite the confusion, he never brought up this question to Hardy, Jenkins or Knight. He perhaps then fell into the trap of a “boss­subordinate relationship” and went with the structure he felt was assigned without truly understanding its reasoning. ii. He didn’t take enough time to understand HQ’s perspective on various issues a. Replacing the chief engineer, rejecting frequency reuse patterns, or failing to get sign off on agreements for GMCT cell sites indicate failures in managing upward management relationships. Problem #2: Employee Dynamics Strengths 1. Peterson was committed to building an empowering environment for employees. i. Peterson called weekly construction meetings, which invited all to report on the company’s weekly progress and issues. Shortcomings 2. He failed to consider alterations in team dynamics when making hiring and salary decisions. i. He hired Trevor at a higher salary rate to the resentment of other employees, causing significant damage to the trust and respect between employee and manager.

3. Hire a few more software engineer talents to strengthen RLK’s long-term in-house capabilities and transfer a few of his R&D leaders to

Assess the need for a change in Best Buy 's strategy when Brand Anderson became CEO.

1) What are the challenges that Ivan Guillen faces in his role as marketing manager of the RBG business?

According to Mintzberg, this was a prominent role of a manager’s job. We can see Wagoner executing this role by going above and beyond for the company and not being afraid of failing. “The bureaycartic in chief, who has been CEO since 2000, hasn’t been afraid to change the status quo.” (pg. 34, paragraph 5) In other words, “A lot of success in this business,” wagoner alluded, “is having a big plan and implementing it better than the next guy. Another example of Wagoner perservernece an striving for excellence is when he looked at the “results of a bleak first quarter 2005, in which North American operaions piled up 1.3 billion in losses.” (pg 34, paragraph 9) obviously there was a problem that has to be recify right away so Wagoner decided to “to hop in there myself.” (g 34, paragraph 9) This sentence illustrated Wagoner taking aproperiate action while being

If you had to compare this philosophy to Kotter’s book, The Heart of Change, this company was in huge trouble. There was definitely no leadership—just really greedy chairman, in my opinion. There was definitely no sense of urgency and such a lack of vision. The unfortunate this was it still remained the same even when reorganization occurred in 1976, by Sir Frank McFadzean. According to the study, divisional loyalties prevented the carrier from attaining a common focus (Changing the Culture of British Airways, 1990, pp. 3-4).

(4) Absent any resource constraints, which of the four departmental directions do you think is the most viable? Which is the second best strategy? Which is the least viable? In my humble opinion the most viable option would be to follow Eric Stanger’s advice to go ‘back to basics’. In order to underwrite the new line of LR trademark and experiment with more new products, they had in effect been milking the OM lines. Their price increase on several of our more critical items had outpaced those of their key competitors, in order to always deliver more bottom line profits. They had shaved their A&P budgets for the same purpose and this was resulting in slippage in value and trust among our consumer franchise thus the declining sales and share. They thus needed to cut on

Recommend and justify a marketing strategy that Andy might use to increase sales at AHC

1. How difficult was the task facing Immelt assuming the CEO role in 2001? What imperatives where there to change? What incentives to maintain the past?