Pilkington: an Organisation in Transition Essays

To develop the innovative and high-quality products required by their customers, Patagonia succeeded in a third strategic area, specifically quality control. Despite being a huge cost for Patagonia, quality control was necessary to enable them to deliver on the two aforementioned strategic goals. To obtain a high level of quality, Patagonia developed long term relationships with reliable vendors for production of goods and procurement of materials, which resulted in a drastically lower defect rate than competitors

Training and Development is imperative to the organization’s progress. Training helps addressing employee weaknesses and builds a reliable and skilled workforce. This will improve the employees’ performance and boost their self confidence, and innovation. By acquiring the needed knowledge and skills, employees can perform more efficiently and increase the overall productivity of the organization.

Much of the company’s success has been attributed to its superior customer service, along with low process and a broad selection of products.

Through this high quality and lack of flawed parts they have gained a good reputation, which was something that was normally reserved for American companies. The continuous inspections, replacement or worn parts and the high level of maintenance of the equipment allowed the factory to run smoothly. The focus on fixing problems before they happened has led to fewer problems encountered on the production line.

The company’s can be attributed to several reasons. Primary reason for their success would be their motto of simplicity. They have kept products simple and elegant apart from their marvelous functionalities. In order to simply a product, they have never compromised on the capabilities of the machine.

All the fascinators we sell online are of supreme quality and truly “Made in Australia”. Of course, as the name

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

PMMA is a short form of Poly (methyl methacrylate). The primary acrylic acid was made in 1843. Methacrylic acid, got from acrylic acid, was figured in 1865. The reaction between methacrylic acid and methanol results in the ester methyl methacrylate. The German scientific experts Fittig and Paul found the polymerization in 1877 that transforms methyl methacrylate into polymethyl methacrylate. In 1933 the German chemists named Otto Röhm licensed and enrolled the brand name PLEXIGLAS®. In 1936 the first economically creation of acrylic glass started. During World War II acrylic glass was utilized for submarine periscopes, and windshields, shelters, and weapon turrets for plane.

Introducing organisational change is often hard, the main reasons for that can be variation in perceptions of the employees, fear of disruption or failure and underlining the right approach to apply change. Then even if the change in a specific organisation is projected successfully there is still lot to be done to manage it in an appropriate way (Oakland, 2007).

The case deals with two major transformational organisational changes that take place within a span of 5 years in Marconi PLC. The first change process was under the leadership of Lord Simpson who took over this large diversified conglomerate in 1996 when the company was in a mature phase, already in decline. The company was under performing, had a rigid structure, lacked a clear vision and the employees had become change averse and complacent. To recharge the company Lord Simpson lead a change process with a clear vision with a growth oriented strategy, acquisition and a cultural change process for the employees. To motivate the employers to embrace the cultural change he introduced an attractive stock option plan.

In this individual assignment, reading material including the different ways companies innovate, re-energize a mature organization, and change corporate culture provide the basis for analyzing British Airways’ (BA) transformation and the difficulties encountered in making an organizational change. Identification of critical factors leading to British Airways successful transformation as well as steps, sequence, and risks taken to transform the organization and personal assessment is provided for this case study.

Managers are constantly faced with critical decisions that will heavily impact on the company’s competitive ability and profitability. This report will analyse the critical decisions made in the case study The Change Story of Yellow Auto Company from a sociologic decision making perspective. The case study presents four main decisions which are: increase of market share, change in decision management style, clarify job description and invest greater time and money in human resources. The analysis of these decisions centres on the relationships between employees and managers and the

Decreased incident rate 50% within 3 months and overall accident rate 80% by working in tandem with Senior Safety Coordinator to design and facilitate general safety programs. Restructured safety manuals to align with OSHA standards.

Not only with the customer, but Pep also built strong relationship with the supplier in order to keep production continuously with still in high quality.

The author currently consults in employee relations, organization change, and development. His clients include both private and public sector organizations.