Marchionne Case Study Summary

Setco Automotive is the company that I work for, the first thing I would change is the management. Consequently, because it takes more than just money to run a company just because you have the finances to buy a company does not qualify to run one. Nevertheless, the management plays a significant part in any business. to achieve a high level of performance for the company. Furthermore, it starts with leadership by using their power, personal influence, and persuasion to communicate with harmony to encourage their employees to work together and form a higher level of performances to achieve that is set for the company. All management needs a vision for the company, once they have the vision they need a plan, at most having a group that can

Retention of key employees: the entering into of the Plan, and subsequent contributions made to the

One idea for creating and maintaining a healthy organizational culture is simply to ensure that there are processes in place to select and develop the best people available. A great deal of money and resources should be devoted to carefully screen job applicants, identifying those few whose values closely match the company’s. To be selected to fill a leadership position in the company, a person would have to possess the passion and skills necessary to keep the culture alive and healthy. In addition to the resources necessary to ensure optimal staff selection, the company must be focused on continual employee development. A leader’s skills must be fed and cultivated. The leader must be given this consistent message: change is good… change is vital. According to a leadership article found on www.1000ventures.com, "The operative assumption today is that someone, somewhere, has a better idea; and the operative compulsion is to find out who has that better idea, learn it, and put it into action – fast”. I believe that Allstate attempts to abide by this theory but due to its size is probably not always successful. There are many positions to be filled on a daily basis and it is probably not practical to think that this large corporation could be selective enough to make sure that each employee selected fully embodies the company culture.

My last recommendation is for the company to implement succession planning initiatives. Implementing succession planning initiatives will help alleviate the problem of not having qualified internal candidates for top positions and reduce turnover rate. With the help of succession planning, high potential individuals are developed and prepared for advancement or promotion into ever more challenging roles. Actively pursuing succession planning ensures that employees are constantly developed to fill each needed role. This way, Vitality will improved on internal candidate promotions for top jobs. The company should start by identifying key role positions and then identifying high potential individuals who can take over those roles. After that,

Paul O’Brien in 2009 became the CEO of EasiYo, a manufacturer of powder-based yogurts. With O’Brien’s arrival at EasiYo, the company has overseen a 30 percent growth in the annual sales (Jones & George 2003). With the increase of sale and exports a number of challenges have become evident including the absence of a formal management arrangement and the pressure placed of the efficiency and effectiveness of employees (Jones & George 2003). As EasiYo continues to grow into a multinational business, EasiYo must adopt a mixture of hard and soft approaches to human resource management. Coupled with Mayo’s approaches to management EasiYo will be able to overcome its challenges professionally and

To solve this problem, Foodcorp should develop its human resource strategies. If we look at the progressive companies such as Apple Inc and Google, we will see that they provide their employees the competitive compensation and attractive benefit plans. I believe this is because they know that the most valuable asset is their people. I also agree with them because I recognize that every organization depends on their people. “When the fit between people and organizations is poor, one or both suffer: individuals may feel neglected or oppressed, and organizations sputter because individuals withdraw their efforts or even work against organizational purpose. Conversely, a good fit benefits both: individuals find meaningful and satisfying work, and organizations get the talent and energy they need to succeed”(Bolman, & Deal, p.137). Therefore, many successful companies always seek for the best human resource strategies to keep their employees and make them loyal to the company. According to the memos, there

O’Neill and the workers commitment dwindled when they lost trust in the organization. The company hired recruiters to entice them to apply. Also, the company was in the media, so the employees felt it was a great company. They were not interviewed by a supervisor and only experience with management was

The decision to outsource or off-shore key business operations, in an effort to maximize integral value-chain activity (Sanders, 2009), weighs heavily on any American company as it grows and progresses through an archetypal life cycle. Leadership must consider whether the value of current employees and status-quo operations is advantageous to saving labor costs and hiring outside the company. While discounting current human capital within a company may save labor costs by outsourcing or hiring fresh in lieu of promoting, American companies should be slower to replace American employees because of the synergies that in their current employees, while employee longevity with the company saves the company the recruiting and retention

The recommendations I would make aid in the success to Marchionne’s cultural change are easy to follow yet impactful. First I would advise the CEO to address the company’s espoused values and confirm that all employees are aware of them. Espoused values set the foundation for how employees “interact and represent the organization” (Burkus, 2014). With the organization having to deal with a senior leader who made the decision to put the company in more financial hardship before he was terminated, it would be in his best interest to address this situation along with any other concerns by informing the entire organization on the direction the company will be going forward in. The best approach would be to make these values visibly available for

With globalization which is heightening competition, organizations must continue to develop tangible products and provide services which are based on strategies created by employees. These employees are extremely crucial to the organisation since their value to the organization is essentially intangible and not easily replicated (Meaghan et al., 2002).

Individual Assignment: leading change for Carlos Ghosn at Renault and Nissan – Core Leadership task

Workforce turnover is a complex and important issue amongst today's organisations. It is perhaps one of the most often cited cause of increased cost and decreased productivity. No wonder people management has become an important frontier to extract and create more value from company assets. On comprehending the articles, it has become evident that organisations have moved beyond the traditional approach of only investing in core business activities, to invest in employee retention strategies. Many organisations, for example St. George Bank

Ghosn’s philosophy of change leadership was already developed at Michelin based on three principles: “assume nothing (find answers within the company); work fast; and earn trust and respect with strong results.” He diagnosed the complications that Nissan had as internal. His initial analysis was that the “company culture emphasized narrow, functionality based thinking at the expense of a larger strategic view.” Based on this analysis he formed cross functional teams bringing executives from all statuses and geographical locations to brainstorm and recommend solutions within three months. The plan was clear and straightforward: reduce procurement costs; reduce debt; and close plants that weren’t viable and introducing new models. These

A critical factor to the success of any company is its ability to attract top talent while retaining those already working within the company. Losing employees can have a significant impact on a company’s morale, productivity and overall profit.

During the interview, Bloomberg explains how he treats his employees when they submit their resignation. Bloomberg says that he would acknowledge the resignation, but he would not shake their hand or wish them luck on their future endeavors, but just respond with “OK”. (Hopkins, 3). Bloomberg claims that employees at his organization are not allowed to throw goodbye parties, and once the employee leaves the organization, Bloomberg says that they are never rehired in the future, regardless of the reason for leaving the organization (Hopkins, 4). When it comes to the managers in his organization, Bloomberg makes it known that each manager should know who their replacement is just in case some catastrophe occurs (Hopkins, 5). With the extreme tactics that Michael Bloomberg uses in his organization, he was able to have a successful business by keeping loyal employees, and extreme loyalty to the firm is what he emphasizes in the organization.