Evaluating his approach to bringing about change in his organization. Comparing his approach with that of Jack Welch.
In March of 2012 Steve Parkland was hired as the new president at Charles Chocolates. He was immediately faced with numerous decisions about the future of the company. The board of directors had tasked Parkland with doubling or tripling the size of the company over the next decade, but the board and the senior management team had different opinions about the strategy that would accomplish this goal. The main issues that Parkland faced were how to increase the company’s operations while maintaining the traditional culture and support of the board.
The Holocaust can be seen as one of the most devastating genocide that occurred in history and that is well known in many places worldwide. One may assume that those who played a part in the acts done by the Nazis in Germany may have been mentally disturbed and/or sick, evil people. However, the novel Ordinary Men: Reserve Police Battalion 101 and the Final Solution in Poland by Christopher R. Browning provides another alternative to this statement. Browning provides the reader with the idea that anyone is capable of becoming a murderer, especially when the opportunity presents itself. In his book he attempts to prove this statement through multiple ideas and theories and also provides events which took place to analyze some of those ideas.
ASC 320-10-35-33F: “Changes in the quality of the credit enhancement should be considered when estimating whether a credit loss exists and the period over which the debt security is expected to recover.”
In the book Ordinary Men, Christopher Browning tackles the question of why German citizens engaged in nefarious behavior that led to the deaths of millions of Jewish and other minorities throughout Europe. The question of what drove Germans to commit acts of genocide has been investigated by numerous historians, but unfortunately, no overarching answer for the crimes has yet been decided upon. However, certain theories are more popular than others. Daniel Goldhagen in his book, Hitler’s Willing Executioners, has expounded that the nature of the German culture before the Second World War was deeply embedded in anti-Semitic fervor, which in turn, acted as the catalyst for the events that would unfold into the Holocaust. It is at this
The men of Reserve Police Battalion 101 were just ordinary men, from a variety of backgrounds, education, and age. It would appear that they were not selected by any force other than random chance. Their backgrounds and upbringing, however, did little to prepare these men for the horrors they were to witness and participate in.
The factors I will use to weigh in on reaching my decisions will be the evidence that is incriminating against Mr. Tim Defoy. Embezzlement is a serious charge against the superintendent over the school district. According to Forman (2017), "Embezzlement is defined as the misappropriation of funds for personal use by an entrusted individual. Studies do show that most embezzlers work alone, too many people working on the same task makes it much easier to be caught." In this case, Mr. Defoy was the only person that had been accused of the crime. I will have to investigate how long do the reports show the misappropriation of the public funds. I will also have to rule out everyone in that office at the time because Mr. Defoy was caught that does not mean anyone else was apart of the scheme. Once I
"There are no extraordinary men... just extraordinary circumstances that ordinary men are faced to deal with" (William Halsey). The same can be said about volatile men. This is the quote Christopher R. Browning thought of when he named this book. The men of the 101st battalion were rarely faced with decisions. Even if it had been proposed by Trapp the morning of Jozefow that "any of the older men who did not feel up to the task that lay before them could step out" (Browning, chapter 7, pg. 57), he didn't actually allow them any time to truly think about it. He brought it up moments before they were about to go out to the slaughter. They were blind-sided and the men who didn't want to risk the future of their jobs as policemen or the men
The setting of this case study was the Texas Plant. The Texas Plant produced excellent quality goods, but it was not competitive because of its slower speed of product changeovers, higher costs, and environment of “bureaucratic status quo” (Pryor et al., 2011, p. 111). In addition, the plant’s union leaders, management, and employees lacked positive, working relationships. Corporate leaders hired a new, aggressive vice president, David, to transform the plant by empowering employees and establishing continuous improvement processes (Pryor et al., 2011). David, in turn, bypassed the plant’s Human Resources (HR) and hiring director, Harvey, and hired Paula
Based on what you know about George Montgomery, assess his management style and describe what bearing it may have had on his selection of Joe.
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
Young Professional magazine was developed for a target audience of recent college graduates who are in their first 10 years in a business/professional career. In its two years of publication the magazine has been fairly successful. Now the publisher is interested in expanding the magazine’s advertising base. Potential advertisers continually ask about the demographics and interests of subscribers to Young Professional. To collect this information the magazine has commissioned a survey to develop a profile of its subscribers. The survey results will be used to help the magazine choose articles of interest and provide advertisers with a profile of subscribers. As a new employee of the magazine, you have been
• Continue to follow the family branding line extension strategy in order to introduce new products such as skin care, soaps, mouthwashes, lotions, and antacids in order to gain increased market exposure and economies of scale. Recent launches of products such as chewing gum with baking soda are testing this strategy.
Three different leadership styles emerge from the case depending on Ed Sullivan, Rusty Means, and Wallace Thomas approaches. The comments in the case prove that Ed Sullivan operates or use a laissez-faire style. The style allows him to give people within the organization to make all the critical decisions. Ed has delegated all decision-making power to the manager Rusty Means and is satisfied with the output. On his part, Rusty ran the production department with an autocratic style; a type of leadership style that allows him makes all the decisions for the subordinates. Moreover, Wallace Thomas as the newly hired general manager shows an inclination to try to involve employees at all levels in making suggestion and decision-making process.