Corning Glass Company Case Study

While working for the department, it became very apparent that the practices and management style of the Department Director significantly affected the culture and daily activities of the individual sections under his leadership. First, he would set objectives and standards for the individual sections. These objectives usually looked good on paper but were often unrealistic when applied to daily operations. These lofty ideals, set as goals to middle management, seemed overwhelming and out of touch with the reality of hands on field operations. As a result, middle management would frequently choose to either change or completely disregard the given directives. This disconnect in the chain of command would often cause confusion and inconsistencies at the operations level. Additionally, lack of follow-up meant the Department Director assumed his set objectives were being carried out while lower level employees remained uninformed.

The objective of this case is to understand the importance of crisis management. This case is intended to make the reader consider not only financial implications at the time of the event but the effects on the long term strategies of the organization. Also, the case urges participants to think about the consequences not only on the customer but on those within the organization as well.

Lack of overall direction with multiple CEO’s- Over time the CEO of tech depot didn’t know what to do. From so many changes to the company it causes the employees to get out for hand and we threating to quit. Francoli was going to change that introducing the OME to the different part of the company to see how it will do in the different departments and what they can change about it to make it more effective to tech depot.

Hewlett Packard (HP) decided to produce 1.3-inch disk drives to become the market leader in a new market and increase HP’s revenue. Although the market for 1.3-inch disk drives was still unclear and still developing, HP decided to organize a special team to develop this new product. This group was multi-talented, with the best engineers from every department in the company. The group also had many priorities for the company. However, things didn’t develop as the Kittyhawk team expected. They failed to sell the new product to the customer they planned. Even though some new customers were interested in this

The Corning Glass Company many product developments throughout the 1950s, 1960s, and 1970s. During that time they always had been a leader in the arena of glass and ceramic products. Corning Glass Company focused on commercial products until the 1960s when it entered the consumer market. One of Corning’s exceptional technologies in this market was Z-Glass. After several successful years of producing Z-Glass at the Harrisburg plant,

Giberson is a skilled glassblower whose business is a bit confusing.他的作品几乎每天都在他的工作室，他的产品卖得相当好。 He works in his studio almost every day, and his products are popular and unique.他正在考虑扩大自己的产品线，或自定义，一种订单，客户要求他做，在过去，但他却没有这样做还。他目前生产的纸镇，玻璃杯，图案的眼镜和花瓶。 He currently produces paperweights, tumblers, patterned glasses and vases. 他正在考虑扩大自己的产品线，或自定义，一种订单，客户要求他做，在过去，但他却没有这样做还。 He is considering expanding his product line, or taking on custom work (one of kind orders) as customers have asked him to do this in the past, but he has not done so as yet. 平均而言，他至少有一两个星期积压的订单。Because of the product cost mess he has no order in management.

The old crew began to hate the new supervisors. The supervisor’s attitude towards the employees were close monitoring, giving orders, and yelling. This caused stress and frustrations among employees, reducing their job performance. The supervisors made changes from the previous year that resulted in job satisfaction. The supervisors decided when to eat, how they wanted to do the job, and always drove the truck. They didn’t allow employees to talk to each other or to the customers on the job. This negatively affected customer service and customer relations.

1. Describe the main challenges faced by brand managers Marcilie Smith Boyle and Allison Warren. Of what relevant trends should they be aware?

AAA 5 Star Auto Glass, LLC is a company situated in Oklahoma City, Oklahoma. This business was passed on in 2008, after the death of the mom of Tricia and Michelle, Sharion. Since then they have made a commitment in continuing the legacy of providing fast and quality auto glass service for the surrounding communities. They provide services such as complete auto glass services: repair rock chips, replace windshields, replace side windows, and replace back windows. AAA 5 Star Auto Glass gets the job done either in their shop or in their customer’s locations.

Big Daddy’s Glass and Detail Co. is one-stop shop for auto glass and auto detailing needs. They service Tulsa, Oklahoma and 14 of its surrounding areas. Big Daddy’s Glass and Detail Co. is serving Tulsa, Broken Arrow, Bixby, Wagoner, Coweta, Owasso, Collinsville, Sapulpa, Glenpool, Okmulgee, Sand Springs, Muskogee, Catoosa, Claremore, and all of Green Country. This establishment has mobile glass services. So if customers can’t make into the shop, Big Daddy’s Glass and Detail Co. comes to them.

Marketing is all about creating a really solid decision, which will lead to more money. In this paper I will give some history of my organization, and explain how each element of marketing affects the organization. In addition I will cover the industry in which the organization resides in.

Evaluation of mentioned alternatives will be conducted from mainly five aspects: transportation costs, average inventory levels, time responsiveness, fill rates and finally additional costs and benefits.

Scientific Glass (SG) provides specialized glassware for a variety of organizations such as pharmaceutical companies, hospitals, research labs, quality-control sites and testing facilities. As of January 2010, there was a substantial increase in their inventory balances which tied up the capital necessary for further investment needed for expansion. The debt-to-capital ratio surpassed the target of 40% preventing the company to use their capital in other areas. In addition, the shipping costs were rising, competitive pressures were accelerating, and certain markets in North America and Europe were becoming saturated which underscored the necessity for capital investment

The main problems of the organization were that the company set strategies to achieve objectives that weren’t focused in the core business and set without considering how many resources and skills does the company would need to reach them, focusing their efforts in processes or products that didn’t add value to the company and decreasing the profits of the

1 Conduct a situational analysis of EPD using the information presented in the case. Why has there been such a strong tension among functional department?