Management Case20141031 Essay

The objective of this report was to analyze Vivint-Smart Home Solutions’ performance in terms of organisational culture, management and leadership styles and motivation and how organizations have been affected by them. In this report, we identified that Vivint has an association of Hierarchy and Market organisational culture, relationship-oriented and task-oriented leadership styles and servant leadership style. Moreover, it demonstrated that Vivint has intrinsic and extrinsic rewards. These resulted in successful and unsuccessful practices of Vivint based on the Undercover Boss TV series based on three aspects which have been mentioned above. In addition, this report critiqued the Undercover Boss method for discovering the problems within an organisation and recommended other processes for uncovering issues. The results showed that organisational culture, management and leadership styles as well as motivation played significant roles in Vivint’s performance. Recommendations have been made to improve the unsuccessful practices of Vivint such as training managers to be empathic problem solver, examining and updating the working condition regularly, bonus for employees who give feedback voluntarily on management processes and offering fund to employees who are in need of support.

Please note that this Assessment document has 8 pages and is made up of 7 Sections.

Structure of the firm was quite different in the period of two different CEOs. Both Dejouany and Messier had different way of managing the company with different level of experience and understandings.

Aware of the need for action more visible than diplomatic maneuvering and concerned with the

Management is the process of getting tasks done through the use of people. Through management decisions, our team will have one of the leading coffee shops within the BizCafe simulation. Within the management aspect of the company, we must first look at human capital, which are the skills, values, and overall output of an employee and the price at which these facets are worth. The managers of The Grind must delegate tasks through the serving staff of our company. The servers are the face of The Grind, meaning that it will be the servers who will interact to build strong customer relations with the guests of The Grind. However, there should be an efficient number of servers working on the clock at any given time throughout the day; The Grind should strive to always be properly staffed. If the shop is understaffed, customers will experience longer wait times, rushed customer interactions, and an overall subordinate experience; however, if the shop is overstaffed, each individual employee is most likely to give less production, and more importantly, our shop’s payroll will be out of proportion, meaning we will be spending too much money on labor. Wages also effect overall production from the employees. If we pay our servers too little, compared to the competition, we are likely to see less production, unhappy employees, and a large turnover rate. On the other hand, if we pay our servers too much, we risk blowing our weekly labor cap if our sales do not exceed the

He didn't work again until January 2012 when he began working at Connective Capital Management, LLC (Connective Capital) as a senior research analyst. The job posting stated that the senior research analyst would "lead research activities in technology and industrial sectors, with responsibility for all aspects including idea generation, technology/product review, business model and competitive analysis, primary research utilizing Connective's industry network, valuation modeling, and risk management". The job listing also stated a preference for candidates with MBAs from top

SALES BUDGET: Budgeted unit sales Selling price per unit Total Sales April 65,000 10 650,000 May 100,000 10 1,000,000 June 50,000 10 500,000

Dynacorp is “an important source of power is match between styles, skills, and capacities and what is required by the context and the formal position” . Due a competitive market the establishment is currently facing emergent challenges, which included loss of leadership, high costs, and changes in the market. More importantly, the CEO is concerned Dynacorp’s archaic functional structure will not sustain nor compete in the current market. However, the CEO’s mandated “front/end” structure became the “root conflict” between the company’s divisions and employees. The internal core issues which plagues the source of power and interests of the company is the integrity and influence of the CEO and the “Research and Advanced Development Group (Engineers

sales. Schipke later left GE and became CEO of Ryland Group Inc., a home constructi on and mortgage finance

In 2009, promoted to the position of Business Manager and entrusted with signature authority on contracts and checks. Responsbility highlights:

The Daniel Gill, the chairman and CEO faces the possibility of changing the organizational structure of Europe, Asia/Pacific, and the Western Hemisphere. The current organization includes an International Division which oversees production and marketing for countries outside the United States. The goal of changing the organizational structure of these three regions is to increase sales growth internationally and decentralize responsibility away from headquarters to field operations.

The company transformation from private equity ownership with an immediate shift of CEO marked new challenges for the company. The company has been going through rigorous changes to keep up with the strong

Honicker Corporation is a USA based, successful dashboard manufacturer. It has opportunities for international expansion, but due to the ultraconservative culture it did not happened until they faced a change in management in 2009. Honicker was a rich company, and to expand, they took the short road and acquired four companies around the world: Alpha, Beta, Gamma, and Delta. There were two commonalities among these companies: they serviced mainly in their own geographical area, and senior management knew their geographical culture and hold good reputation with their stakeholders.

The positive outcome of this strategy is that the company is easy to control the market. It is because through the franchising, the local company needs to get the agreement contract from the main company. The local company can manage the local market well because it has already familiar with the cultural of that country. The negative outcome is that the local company didn’t follow the rules that have set by the main company and boycott them because they take control of the business.

In the cases analyzed, we might infer that during a period of economic difficulties companies had gone through deep discontinuity. As such, this determined the need for a turnaround to realign the companies’ strategies with the external and internal environment. These changes impacted the four companies analyzed previously.