Organizational Restructuring of Weston Nurseries: A Case Study

Ever since Angela has become the 100% owner of Wheeler she has concerns about some possible negative goodwill that Wheeler might have. She is also worried that the corporation might not be employing the best practice to dispose of hazardous waste; she fears that a personal liability might arise from that practice. Also, Angela does not like the idea of the Texas franchise tax that Wheeler is subject to. Because of the above concerns Angela is contemplating the idea of liquidating the corporation and reorganizing the business as a sole proprietorship.

142). The Hershey Company`s board can be described as an Anglo-Saxon model, which is typically for American companies. It is a one-tier board, where the employees of the company has no direct affiliation or representatives among the directors. This may be a source of Type 3 agency problems (stakeholder vs. shareholders) (Thomsen and Conyon, 2012, p. 20). The board is led by the companies` CEO, Mr. John Bilbrey while other directors are in charge of different committees. Pearce and Zahra (1991) examine the relative power of the CEO and the board. Their matrix suggest that The Hershey Company board is a Participative board as both the CEO and the board exercise a lot of power. John Bilbrey has been involved with The Hershey Company in several positions since 2003 several years and is likely to enjoy the trust and favor of the board of directors through his seniority and as the company stock has been steadily increasing throughout his period at the wheel (Thomsen and Conyon, 2012, p. 172). Due to the fact that he also is on the board himself, he also get to know the board better and get better handling of them.

Inferior Company Leadership - President Barry Louden failed to manage the business at a high level, recognize the warning signs, and proactively deploy a strategy for improvement. He fired his accountant and allowed the company to flounder, displaying no sense of urgency, taking on increasing amounts of debt, and failing to reach out to Ashmark for help until it was too late.

Each organization must have a structure of the authority defined and distributed to help in the organization of the tasks and functions with the aim of achieving the objectives of the organization. An organization structure offers details of the formal structure of the authority in the organization. It is essential to study the organization structure of the organization in order to understand the functioning of the organization. This paper examines the organization structure of the nursing department in Kingston Centre hospital. The paper will look at the nursing and the nursing service management department in the hospital (Burke, 2013). The hospital is selected because I have been able to interact with the facility many times. I have been able to work in this department hence I understand the organization structure and the services offered in the department.

Ever since Angela has become the 100% owner of Wheeler she has concerns about some possible negative goodwill that Wheeler might have. She is also worried that the corporation might not be employing the best practice to dispose of hazardous waste; she fears that a personal liability might arise from that practice. Similarly, Angela does not like the idea of the Texas franchise tax that Wheeler is subject to. Because of the above concerns Angela is contemplating the idea of liquidating the corporation and reorganizing the business as a sole proprietorship.

The stakeholders involved are the board of Weston, new president, deans and faculty. The board's stake in the new president is by taking a risk on her ability to achieve the goal of rebuilding Weston's reputation. Next, Dr. Ball's confidence lies within the board, and rejecting her incentive program will endanger her leadership status. Dr. Ball's stakes are high using the Kotter's change strategy is risky, sticking to the process and refusing to quit (Bolman & Deal, 2013, p. 390). Furthermore, if the incentive program is rejected, Dr. Ball will lose her creditability before the deans and faculty and her ability to lead the college. The deans and faculty risk losing their beloved way of academic life and job security.

Within NHS Scotland, the Nurse Manager role is afforded an array of designations such as Clinical Nurse Manager, Head of Nursing, Lead Nurse, and Service Manager. The role is routinely referred to as a leadership and management role and is cited as within the echelons of middle management (NES 2014; The Scottish Government Workforce Directorate 2009). A concept analysis of the Nurse Manager role identified a significant absence of Scottish based literature. This leaves one to conjecture that the role has emerged within NHS Scotland in an ad hoc manner, being highly dependent on locality drivers, and with no formally agreed definition of role.

Westmount Nursing Inc. is a for profit chain with seven different nursing homes. It has a grown from a small few bed facility to a facility with 4 different divisions that made to help make seniors more independent. The Westmount Nursing Homes were in search for a chief executive officer and president, which was filled by Shirley Carpenter. After Shirley Carpenter came on to the company, many changes were made and implemented. Some implementations were successfully, but she was also challenged with many problems with the Union Federation of Nurses and the Board of directors regarding wages and total quality management implementation. My recommendation would be for Shirley to stop the implementation of total quality management and focus on

Another major event in the case was Levy’s decision to fire his COO. When he first took the job in January, many board members urged him to fire her. He declined, and as of April 9th, he was happy with her performance and said he would not be making any major organizational changes. Less than a month later, however, he asked her to step down saying, among other things, that she never “got anything done” and that she exerted too much control over “people and data.” Structurally, her dismissal reinforced the hierarchy and role definition he had been working hard to establish. Additionally, he appeared to operating from the symbolic frame because, had he fired her immediately based on the advice of the board, it would have looked as though he wasn’t in charge. By waiting to fire her, he made it appear as though it was strictly his decision because deciding who the COO should be is not the “board’s job.”

Even though the company has been turning in profits, the ineffective collection practice, not availing trade discounts on time and ineffective inventory management has led the company in need of larger financing needs.

In 2002 the Hershey trust company board decided to sell school shares from Hershey stock. The board wanted to sell the 33% of Hershey shares at premium and reinvest the money in another company to make profit for the school. The board was responsible to oversees the investment and make sure the school was doing fine. Looking on this issue as financial personnel the board decision was better to sell stocks at premium and reinvest in another company.

1990). On the other hand, resistance is any conduct that tries to keep the status quo, i.e.,

Change management is relevant as though the research finds that change is taking place at an ever-increasing pace, the evidence suggests that most change initiatives fail. For example, recent CIPD research suggested that less than 60% of re-organisations met their stated objectives which are usually bottom line improvement. This is consistent with other published research.

On the other hand, Mega Corporation’s financials are going downhill. Despite having a strong balance sheet, there was a benefit pension plan that was hugely under-funded. The income statement was worse. Sales were nearly cut in half, due largely to the fact that foreign competition was squeezing out the margins. Profits and cash flow dropped even more than sales.

Here we see a failure of the board to look at management critically. They accepted only the information presented to them by the CEO and did not demand a better picture on the state of RBS’s business in mortgage trading even while the CEO’s story seemed to constantly be changing. The board exists as a watchdog to the executive management yet nothing was done to hold the CEO accountable to the truth.