Management Case20141031 Essay

Guy has been involved in global application and infrastructure projects, mergers & acquisitions, strategic business and operating planning in Americas, Europe and China with a focus on being a results oriented executive

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

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

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.

Customer Operations Group, C. Greystone expressed frustration with his divisions’ performance—he has also stated, “We’ve been forced”; VP Northeast Region, B. Walker stated, “some branch managers seem to spend most of their time worrying about the new performance measurement system—the skills and attitudes on many levels are mismatched with our current needs”; Branch Manager M. Pauley asks, “Exactly who handles all the pieces of a sale like this”, Sales Team Member 3 stated the situation is getting depressing. The organizational behavior put forth by the CEO and the Research and Advanced Development Group manufactured an internal discontent with divisions and individuals. As a result, the needs of the Manufacturing and Marketing were not considered and retain the support needed to function. The lower level individuals in the these divisions were unfairly treated and disengaged from the goal of the company which lead to ambiguity of company clear and direct goals (accountability and responsibility); flawed construction of Business Units and Sub Units; mass confusion of consolidating; geographic displacement; lack of division communication; lack of training; and most importantly the lack of sharing product

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

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

reported to Barry Zubrow, the bank CRO, from 2007 to January 2012, though he reported to

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.

He holds a BS degree in electrical engineering from an Indian technology institute and an MBA from a major U.S. university. Sean Davidson, director of technology, has more than ten years of experience in software development and integration. Walter Vu has almost ten years of experience in sales and business development in the software industry, including positions at Claris and Maxis. Mitch Feldman, director of marketing, was responsible for the marketing communications function and the Internet operations of a large software company for six years. Management strives for continual improvement in ease of user interface, personalized services, and amount of information supplied to customers.

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.

When new CEO, Jean-Marrie Messier took over the charge of the company, he started managing the company in his own way. Central to Messier 's new operating principles was that CGE must return to its core activities. Looking forward, his plan was to reduce the importance of Construction and Property while building the role of communications. Complete divestment from real estate had been eliminated as an option in the near term because Messier believed that the market would not allow a quick liquidation of these assets. Messier created alliances with cash rich partners to supplement CGE 's resources in fast growth areas with high capital requirements.

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.

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.