Cineplex Entertainment Ellis Jacob's Undercover Bosses

Harvard Business Review case, The Nuclear Tube Assembly Room, is an excellent example of how managing and leading a team effectively can make a substantial difference in terms of results and goals achieved, all the while creating new ambitious expectations for workers. This particular case revolves around Ralph Langley, general foreman of the process department at American Radiotronics Corporation. Within the first 24 months of being promoted to general foreman, Langley has swiftly changed the mentality and efficiency of the workers in the nuclear tube assembly room. He has changed their terrible reputation into one of the most

Chipotle’s organizational structure is centered on the functional structure. The top levels of management include the co-CEOs, CFO, Head-Media Relations, and Chief Creative and Development Officer CCDO (Chipotle). Chipotle is a smaller corporation relative to its competitors, which allows it to focus on a vertical hierarchy based on functions. The fact that there are few departments demonstrates that Chipotle is still a growing corporation. Chipotle is a highly centralized corporation as all of its stores are corporate owned and they must follow the rules set by the corporate headquarters this involves the same menu throughout the country and the same prices. The restaurant business follows high levels of formalization a set of guidelines must be followed in order to comply with food and health regulations. There is low division of labor at the restaurant level as those cooking can shift to serving and cleaning when needed, allowing the allocation of labor to match whatever is needed in the situation. A unique aspect of Chipotle’s upper management is the fact that there are two CEOs (Feloni). The two CEO help ease job functions and enables them to be more accessible. Another managerial aspect of Chipotle is the through the position of restaurateur. There are 183 of these positions and they work to manage several Chipotles, bringing management close to each store (Investor’s Business Daily). From their organizational structure we can see they place high importance on

The story of Market Basket became a fascinating case study for researchers studying organizational leadership as well as for members of the business world. Aside from being modeled after a symbolic-interpretive perspective, this case caused sensation as it proved that employees, customers, and even stakeholders do have the power to, not only halt operations, of an organization, but also were able to cripple a 4 billion dollar company. The once mom-and pop- store throughout the years grew to become a 4 billion-dollar company led by two cousins Arthur T. Demoulas and Arthur S. Demoulas. After, Arthur T. Demoulas, was ousted by the company by his own cousin, Arthur S. Demoulas, employees & customers took matters into their own hands and banded

It all started in 1979 when FBI agent Robert Hanssen, using the pseudonym “B” committed espionage against the United States for the former Soviet Union and later on the Russian Federation. Mr. Hanssen’s spying activities against the United States were conducted over three different phases over 22 years. While working as an FBI Agent at the Bureau’s Soviet Counterintelligence Division in New York City and at different leadership posts in Washington, DC, Mr. Hanssen provided the Komitet gosudarstvennoy bezopasnosti (KGB) and later on the Foreign Intelligence Service of the Russian Federation the identities of Russian spies, two of which were executed as a result. Mr. Hanssen also provided over 6000 national security classified documents

1. The observable artifacts associated with the Chrysler culture was that the CEO was located in a penthouse office of the building which Mr. Marchionne moved to the middle of the engineering department; he streamlined senior leadership, and to the remaining 15 members he gave them added responsibility feeling that the more decisions they had to make the faster they would work to meet the deadlines; he also gave them the opportunity to take full authority to take risks without worrying about bureaucrats barriers and they were allowed to make smart decisions and to be held accountable for them (Lueneburger, 2014).

• Starbucks establishes a well-developed system to keep good relationship between managers and employees. At first, the leaders of a retail shops use the same title “partner” as a basic level worker to narrow the gap of bureaucracy. Furthermore, they co-work in the first line to eliminate the distance between different statuses.

• Create an exciting and rewarding place to work. Donald C. Burr, founder and CEO, believed that this strategy would produce high quality employees who would perform at a level above their competitors. For example, the

Nearly every business experiences ups and downs sooner or later along the way, and only those who can find the pattern and answer from the crises can survive and thrive. The Leadership of the Engstrom Auto Mirror Plant encountered some road blocks and troubled by issues such as productivity in the business.

THE ORGANIZATIONAL BEHAVIOR OF FOOD RETAILER TRADER JOE’S IS UNIQUE IN MANY WAYS. FROM OWNER, JOE COULOMBE, TO A STORE CLERK, THEY ALL HAVE THE SAME VISION IN MIND- TO SET THEMSELVES APART FROM THE REST. NOT FALLING INTO STEREOTYPICAL FOOD CHAINS, TRADER JOE’S DOES BUSINESS THEIR WAY. THIS MAKES THEM PERFECT AT BEING THEM. FROM INTERVIEW QUESTIONS TO JOB DESIGN, THEY ARE NOT YOUR STANDARD FOOD MARKET. THE SOCIAL CAPITAL IN WHICH MANAGEMENT IS CHOSEN, TO THE STORE’S ATMOSPHERE AND POSITIVE REINFORCEMENT FOR ALL EMPLOYEES ARE HAVE A PROVEN TRACK RECORD OF SUCCESS. ADDED WITH IMPECCABLE CUSTOMER SERVICE, THE ORGANIZATIONAL BEHAVIOR OF

Besides, managers in Lincoln Electric Company were not high in the sky, they worked and lived with workers in daily life, they had free atmosphere at work and they strengthened the feeling that workers were managing themselves.

Detailed examination of the impact Jack Welch has had as CEO over the past twenty years reveals a leadership style that is the driving force behind a

The organization of the company decentralized, which is decision making authority is distributed throughout the company. One of the key elements of the “productivity triad” program is employee involvement. “First, line workers were encouraged to contribute to the decision-making process” (Nolan & Kotha, 2007). Further under Teerlink’s leadership, two senior VP positions (in marketing and operations) were replaced with teams, a create-demand

The Portman Hotel sought to maximize service while minimizing management overhead; therefore, they cut some middle management, such as the manager of food and beverages. Because of this strategy, some top level managers had many more employees reporting to them directly. For example, Spencer Scott, the director of room services, had over 60 personal valets reporting to him directly when the hotel first opened. Exhibit 2 in the case study shows that the position of the executive assistant manager was vacant. Some PVs and their supervisor blamed Scott for lack of supervision because they thought he was too busy to know answer for every little question.

• Jasper Hennings, president of Rio Grande Supply Co., knew that a company’s top executives are responsible for determining an organization’s corporate culture. He was proud of the culture of the Texas-based wholesale plumbing supply company. His management team espoused and lived the values: integrity, honesty, and respect.

Then, even if the vision seemed clear to Harold, his role in implementing it wasn’t a success.