Wolfgang Keller is the Managing Director of Konigsbrau-TAK, which is the Ukranian subsidiary of a major premium beer brewer. Keller has previous experience in financially turning around a German food product manufacturer’s two subsidiaries (relatively smaller in scale than his current organization). Keller’s foremost strength is his ability to turn around an apparently difficult (for example, the economic turn-around of various subsidiaries) and at times apparent impossible situations (for instance, resolution of a distributor’s lawsuit, collection of payment from a near-bankrupt distributor, etc.). He has been
Dena Marshall, Interim Chief Operating Officer; She talks on the meeting and inform the CEO what is happening in GOSH and is responsible for everything what happen in the GOSH so every important information is inform to her.
A macroeconomic shock came in the form of the Russian Financial Crisis (RFC). This preceded the Global Financial Crisis. As a result of the RFC, Pibrex’s sales slipped even further and management was now fully involved in crisis management with the ultimate goal being survival. Whereas in the past Pibrex had relied on a decentralized governance structure, on this occasion, Pibrex formed a “steering committee” to direct strategy in its Russian operations.
Pibrex, a European leader in the production and development of polymers, faces the loss of its three Russian subsidiaries. This threat stems from issues encountered after entering the region in 1992 and then being hit with the Russian financial crisis of August 1998. As result, a steering committee comprised of three senior managers from Pibrex Region Europe North (PREN) exercised many anti-crisis initiatives including assigning newly appointed financial controller Elena Michailova with the task of auditing all three Pibrex Russian subsidiaries.
* Delegated authority by Office of the President and CEO for Company-wide Business Continuity Process.
The VP will be responsible for P&L of the expansionary branch. They will have to make hiring decisions and business growth decisions. They will likely be responsible for recruitment. They will be responsible for acquiring local grant money, establishing
“This case portrays the highly uncertain scenario facing BP in Russia at the end of 2007. In the midst of unraveling relations with its cooperative partner and undesirable host government practices, ideal strategic conditions are implausible. In order to maximize outcomes under such imperfect circumstances, BP 's senior management needs to fully assess the situational risks, understand the dynamics and motivations driving stakeholder behavior, and establish a plan which can appeal to all interested parties.” TNK-BP is a joint venture established in February 2003 by BP and Alfa Access/Renova (AAR). The two companies combined their resources in Russia
* The Russian economy is discouraging foreign investments, but the producers needed that money to update technology, modernize infrastructure, develop marketing and packaging solutions, develop dealer and distributor networks and so on.
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
1. Using the competing values framework as a point of reference, how would you describe Verizon’s current organizational Culture? Provide examples to support your conclusions.
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.