Management Department At Concord Machines

Market Basket opened the first store in Lowell, Massachusetts in 1916, and almost one hundred years later, the family owned and operated company has expanded its chain to seventy one supermarkets across Massachusetts, New Hampshire, and Maine. By all accounts, the grocery store chain has been very successful, generating four billion dollars in revenue in 2012, and making a profit of over 200 million. (Kohn, S. 8/1/2014 Market Basket Workers are Right; Retrieved from: www.wcvb.com) However, a change in leadership has brought on a temporary demise of the company, providing evidence that a great leader is the backbone upon which an organization thrives.

The second chapter begins with a “celebration” lunch between Barbara and Jack. During the lunch, Barbara shares a story with Jack about an experience she had with a former manager of theirs named Stan. She told Jack that Stan had been rude with her in the past and described a time when she felt she was sexually harassed by him at the office. Jack was surprised to learn this had happened, but was impressed with the way Barbara handled herself in response to the incident. Barbara sharing this story with Jack showed that she trusted him, and considered him a friend. This story brings to attention one of the problems women may encounter while in the industry and gives an example of how it was handled in this particular instance. The chapter ends with Jack returning home and discussing the pros and cons of being a partner with his wife, Libby. Jack is looking forward to many of the perks, such as private golf club memberships, but is worried that the extra hours and responsibilities may affect his family life.

Another major issue that needs to change is the managerial style. Currently, DCCL is operating in a classical managerial style. This has caused problems from poor communication, lack of motivation, low job satisfaction, and increased employee turnover rates. In order for DCCL to change their managerial style, they need to re-evaluate which style would work best. We believe that DCCL will excel with a shift to a human relations managerial style; this will allow for more autonomy and individual responsibility from employees, while still allowing managers to retain a level of control. Currently, managers are having to make every decisions and also supervise employees, such as the TSS’s, to an extreme degree.

The chief concern is the major change and transformation that needs to take place, a new model that has the potential for new ground, trailblazing ahead. Currently, due to economic, social, and cultural shifts, Seagram recognizes a need for a shift as well in order to meet new demands, attitudes, and perferences. In attempting to increase profits, retain reputability, and influence, Seagram

Upon review of the information provided, it is clear that a vision set forth by Upper management, President and CEO Edgar Bronfman, Jr. had not been implemented and there is much work that needs to be completed to fulfill his legacy. Bronfman’s statement was clear and concise with a vision to be sought after no matter the cost. His vision, according to Jick & Peiperl, 2011 is for Seagram’s to be the “best managed beverage company” (p. 255). Bronfman had an idea/image of how he wanted Seagram’s to be viewed by the world and its employees. His vision offered a baseline for all employees to follow which in turn offers a one company initiative. Offering this baseline for the corporation leaves no chance for deviation from the cause. This company with deep roots in diversity and was losing ground due to changes in the new ideas of sobriety, increases in taxes on liquor, the 1990s recession, increased government regulation and social criticism (Jick & Peiperl, 2011). To define this project is to give direction and purpose to Bronfman’s word by backing them with actual progress towards his vision. This vision for Seagram’s is to not be confused with the need of the newly acquired MCA Corporation. This company should have its own visions and values.

The industry is in the sinking market as sales are declining for the last two years. Gilcrist must avoid re-establishing the company in a sinking market, but to make innovation and change. She should invest her marketing budget into the power boat segment of the industry and expand the company or even move the company to a different location. The challenge for Gilcrist will be to stimulate employee creativity and tolerance for change due to her new directorship as president.

In September 2009, Julius Walls resigned from his position as CEO of Greyston Bakery. William Mistretta became the new CEO after Walls’ resignation. These two men were different in that one had more corporate business experience than the other. More specifically, William Mistretta had about 25 years of experience in corporate when he became CEO of Greyston. In comparison, Walls had only worked in a chocolate company and served on the board of Greyston as a marketing director. In my opinion, the transition from Walls to Mistretta should be a smooth transition for the corporation. According to the text, Walls strongly valued a task-oriented system based work environment. He seemed to know exactly what he wanted from his

In 1967, Leon Gorman was made president of the well known Maine retail company known as L.L. Bean. Gorman was elected president by the board of directors just eight months after the death of his grandfather and company founder L.L. Bean. After working only six years for the company before being promoted, Gorman had an immense task to take the company to the next level and begin planning for the future. Through calculated leadership, Leon Gorman was able to accomplish that task and take L.L. Bean from $4.75 million to $1.5 billion in sales before stepping down in 2013. Leon Gorman reached far beyond his grandfather’s expectations and made L.L. Bean one of the most recognized brands in the United States and abroad. What makes Leon Gorman a great leader was not not only what he did for sales and profits, but what he did for his employees and community. Mr Gorman “was a boss, mentor, coach, community leader, dear friend, and inspiration,” Chris McCormick, president and CEO of L.L. Bean Inc., said in a statement on his death. “Most importantly, he was the most decent human being you would ever want to meet. We will all miss him greatly” (Marquard, 2015).

Today’s companies are challenged by frequent changes in market demands and consumers’ desires for new products and services. Companies which fail to adapt to these changing conditions often find themselves struggling to survive. This is the situation for the Texas Plant, as described in the case study by Pryor, Humphreys, and Taneja (2011). The Vice President, Human Resources Director, and Organizational Development Manager find themselves not only facing the struggles of transforming the Texas Plant, but also the difficulties of working together to achieve it. The following paper describes these difficulties and examines how the actions of the leaders impacted the change process. Recommendations to assist the plant’s leadership in moving forward will be offered.

The intent of the proposal is to address the case brought forward to our organization concerning “The Young Change Agents,” at Price Waterhouse (PW) who later merged with Coopers & Lybrand. It is my understanding that the platform to address the need for change in the organization plummeted with three young pioneers (Shaw, Middleburg and Sgaralgli) recognized a need for change. Prior to Shaw and Middleburg arrival to PWC, they had an opportunity to work in a well-known student organization AIESEC. In their tenure at AIESEC life was different, as Shaw recalled while operating as the president of the national organization in New Zealand division; he recognized that AIESEC focused on developing his leadership skills by focusing on such programs as skills, attitudes, values and cultural understanding. Furthermore, he noted that his transition to PwC led to a lower echelon, and it was difficult to transition from the president to a staff member. PwC also had a high spending budget for stationery compared to New Zealand AIESEC. Moreover, the technology was not up to par for such a large cooperation. (Jick & Peiperl, p. 463) Shaw and Middleburg later partnered with Sgaralgi to fight the deficiencies that they saw in PwC. They created a force that focused on overhauling the existing values at PwC. They approached each situation, manager and employee one step at a time. Expecting nothing in return, but only to share their message on the new

Peter Browning’s job is to revitalize a mature business in the face of serious competitive threats, but without discouraging the loyalty and morale of a family style culture. Market share of plastic bottles was growing fast and White Cap is losing customers due to that, so a change is necessary. However, few managers or employees at White Cap acknowledged the need for change and were resistant to change. Employees have been accustomed to a culture of little change, and consisted of years of rituals, ceremonies and traditions set by the White family. They are extremely loyal due to their expectation of job security and generous benefits. Browning was asked by Continental to

Doug Lothian, the national sales director of Barker’s chocolates and confections division, had worked for the company for half a century. He was one of the top local salespeople and his aggressive sales behavior impressed his supervisor so he was put through leadership training and promoted to the regional manager. After few years in that role, Doug was promoted to the national sales director. Recently, he had been fired due to big mistakes and bad decisions he had made about marketing new products.

Jack Emmons, CEO of Voici Brands realizes that his company is in trouble and a change needs to take place before it is too late in order for the company to succeed and not go out of business. Jack has to address the issues at hand. Jack needs to take a thorough look at the company before deciding what changes need to be implemented. He needs to get his unit managers and board members involved in the process. Before doing this, Jack must approach the unit managers that are suffering the most, review the situation, the impacts that it is having on the unit and then figure out how to deal with the problem. He must

Kotter’s 8-Step approach to transformational change begins with creating a sense of urgency. Creating a sense of urgency involves examining markets and competitive realities and identifying and discussing crises, potential crises, or major opportunities (Weiss, 2012). At its peak, Microsoft was at the forefront of computing technology. This position led to “overnight millionaires” that eventually skewed the perspective of the once eager employees. Long time executives ended up letting new employees handle everything while they waited for the next windfall. Instead of continuing a momentum of innovation, they [Microsoft] had allowed themselves to reach a plateau while the competition past them by. Innovation gave way to employees

To successfully achieve her goal of a more profitable company Helen must rely on the support of the workforce. As resistance to change is common human behavior the