Douglas Ivester Case Study Essay

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

1. What role does corporate reputation play within organizational performance and social responsibility? Develop a list of factors or characteristics that different stakeholders may use in assessing corporate reputation. Are these factors consistent across stakeholders? Why or why not?

Choose two business leaders either living or deceased, and provide three examples that illustrate how they demonstrated leadership characteristics. For each of the people in the chosen examples, compare and contrast the differences between his / her leadership characteristics.

Clearly, Jager was unable to change the dynamics of the company in a positive way using his methods and techniques. Do not provoke your employees, because leadership is established by trust and understanding (Proverbs 16:12). Overall, the loss of profit, disregard for employees and the loss of profit along with his abrasive leadership led to his demise. The company continued falling further into disarray and dissatisfaction with the current leadership. It was time for a change and Procter and Gamble decided to make the change and hire a new Chief Executive Officer.

low grades. I think his personality gave assurance to students that he did care about them. In his last year at BGSU, he also got a teaching award.

He dedicated all his time and skills towards ensuring that he improves the company’s performance. The company had not been performing well until he exhibited his skills and expertise in the sector. He possessed great dreams and had great plans for the company right from day one he became the CEO. The company had been in the industry for more than 80 years and was a big name already. There were times it used to be the industry’s giant, but Greg came with a lot of potential and desire towards changing it completely. He didn’t have a choice but to work for its growth through teamwork, hard work, commitment and more innovations. He had the desire of changing the railroad industry through the company and worked to be the leader in the North America region.

After a frustrating year and a half, Dick was suddenly made plant manager of an old British company which had just been purchased by Tri-American. He left his first English assignments with mixed and moved from London to Birmingham. In Birmingham, he become a plant manager and operated much as he had in his troubleshooting job for the first couple of years of his change from sales to administration. He did some changes in Birmingham. Training and reduction programs were instituted for all supervisors and managers who survive the initial purge. He tried to focus/ control on relationship between production and the needs from sales by simplifying and redesign in order to increase profit. Later the company showed a small profit for the first time in many years. For this successfulness, then he requested transferred back to United States.

He recruited Harlan clever, to be the chief technology officer, David Barry to be COO (chief operating officer) and Doug Vlchek to lead the organizational change and culture building efforts. When he came to lead the company October of 1999, the organization was in a mess. It had financial operational regulatory and moral difficulties.” They were technically bankrupt, and being investigated by SEC, they were sued by shareholders, had turnovers at twice our current level, was almost out of cash and in general, wasn’t the happiest of place.”(Thiry)

When the competition started increasing and the market started decreasing, Boyer as a leader, wasn’t able to adapt to the changing environment and instead relied on his managers when its should be visa versa. The managers could not cope with the change and ended up blaming each other. If managers are set on the correct path and lead by an ambitious leader, they are able to adapt and change and once again grow to gain back their market shares.

The Coca Cola Company is very cautious and responsive to change; they act with urgency and have the courage to discourse when needed to work more efficiently. Coke’s focus is to administer its system assets to build values and rewards for the people who take risks by finding better ways to solve problems. Coca Cola Company feels they are accountable for their actions and inactions and hence answerable to the people. They learn from their outcomes and understand what works or what doesn’t for them.

One specific instance of when he practiced resonant leadership was during a time when the organization was going through a time of restructuring and change. Quarterly earnings were out and unfortunately they were not meeting

managed to rebuild a low morale and a high turnover Unit selecting entrepreneurial minded people. He truly believes in

Dr. John S. Pemberton is the man that created the drink today that is one of the most popular beverages in the world called “Coca-Cola.” He created his own flavored syrup but it was his partner Frank Roberson who deserves the credit for the name. The key governance guidelines for the company are as follows: Board Mission and Director Responsibilities, Board Leadership, Director Qualifications, Director term and tenure, Determination of Independence, Committees of the Board, Director Access to Officers, Employees and Information, Director Orientation and Continuing Education, Annual Chairman of the Board, Management Success, Annual Board Performance Evaluation, Director Compensation, and Board Interaction with other Interested parties. One

One example of a company that has demonstrated a paradoxical approach to collaboration, control, competition, and creativity for 130 years is the Coca-Cola Company. In 1886, a pharmacist by the name of Dr. John Stith Pemberton, created the syrup for Coca-Cola, and took his new product to Jacobs ' Pharmacy. Dr. Pemberton’s syrup was sold for five cents a glass as a soda fountain drink. Coca-Cola started as an experiment in the 1800’s and is now operating in more than 200 countries and producing nearly 450 brands (“Coca-Cola history,” 2014). In order to understand how a company goes from selling a five cent glass of cola to the company that Coca-Cola is today, it is important to

Building companies requires the know-how to build long-lasting teams. This is why most managers never become leaders and why most leaders never reach the highest pinnacle of leadership success. It requires the ability to master the “art of people” and knowing how to maneuver hundreds (if not thousands) of people at the right place and at the right time. It means knowing how each person thinks and how to best utilize their competencies rightly at all times. It’s playing a continuous chess match – knowing that every wrong move that is made can cost the company hundreds of thousands, if not millions of dollars (just ask BP and Enron).