Seagram Values

In the mid-nineties, Seagram’s core market, the spirits and wine business, had stalled. At the

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.

In order to successfully and effectively implement change all of the employees should have a good understanding of how the changes will benefit the organization, their positions, and how it might impact their routines. To many employees the implementation of change is not always properly communicated, and the process of change on paper as it is being implemented can be threatening as well as confusing. Also, the people behind the scenes making the changes may not have taken specific details into consideration regarding effective changes that perhaps the employees

Structure and innovation are very important concepts to incorporate in an organization in order to maintain employees invested and motivated in the company. As senior manager, it was my role to conduct an evaluation measuring the motivation level of each employee and determining an action plan for each individual. Employee #1 was a great employee with high standards and expectations. His characteristics were a great asset to the company and his high level of achievement was admired. The motivational strategy will focus on achieving competence and goal development. The action plan was to continue to provide additional training in order to enhance knowledge and help the employee reach a level of achievement within his capacity. Self-determination

The purpose of this paper is to determine how innovations in employee benefits can improve the overall competitive compensation strategy of the organization. Then, it explains how innovative benefits could be tied to specific jobs. After that, it critiques the effectiveness of equity-based rewards systems versus those with more creative approaches and discusses the key elements of integrating innovation into a traditional total rewards program. And last, it recommends a process that optimizes an employee-based suggestion program to continually refresh the total rewards of the organization.

Over several of years, Seagram had a history of diversification. The values to obtain for the new company included teamwork, innovation and customer focus. It important when communicating these values that Seagram implement every plan in tact to secure a solid foundation. Hiring the right employees will elevate to maintain a respectable company. Communicating at a high level with employees and reassuring that customers are top priority. “We face the ending first of whatever the change may be and transition into the new approach, culture, process, and so forth” (Pirrung, 2017).

41). A systematic approach should be used when implementing a strategic change. The first step of the process would be redesigning how the initiative is currently being administered. The process should include how employees can contribute to cost control and outline the desired performance outcomes. Employees would be coached by their direct supervisor and fellow team members to achieve the preset goals. Supervisors can assess current employees to gage their current performance and encourage improvement. In addition, leadership should recruit future employees based desired skills and replace those not meeting or not willing to align to the new desired behaviors. The final strategic step would be having system in place to measure the behaviors and reward them accordingly. The systematic framework will require strong leadership skills to ensure its

Not only were the leaders impressed by the employees insights, they took action to address all of the problems. As a result, participation increased, communication improved, relationship between employees and management improved, and access to training and development opportunities were wide-spread. But most importantly, once the original change initiatives were introduced, employees embraced the initiatives, offered insights on how to improve their outcomes, and ensured their success.

While I do believe that vision principle and core values are important fundamentally in setting and implementing change, however it’s a start that needs additional factors to see true transformational change. In the case of Seagram, Bronfman laid out the vision by declaring that Seagram would be “the best managed beverage company” giving the stakeholders a glimpse of what the organization would be once reorientation is accomplished. In addition to the vision principle, Bronfman sent a clear message that it was critical to change the existing culture of the organization as there would be less reliance on formal rules, hierarchical authority and more emphasizes on a collaborative teamwork. True change or renewal is effective when the individual

What intrinsic and extrinsic rewards could management provide to motivate and increase productivity in ES employees? …………………………………………………………………...4

"…addressing concerns about job security and the workplace, increasing change acceptance, identifying the benefits of the change and create incentives for acceptance, perceive management commitment for satisfaction and commitment to the new workplace strategy, broadcast information through interactive dialogue, explain broad goals, and discuss personal implications" (1997).

This suggests that another barrier to implementation of new ideas is the loyalty an employee feels towards the organisation and how secure he/she feels in their position. There is strong indication in research conducted by Burris et.al (2008) that both loyalty and openness of employees to new ideas are affected negatively if there is a breakdown in the relationship between the employee and the supervisor. This observation is far more advantageous to organisations from a practical standpoint as encouraging strong working relationships between their employees and promoting loyalty to the firm can lead to positive outcomes in the field of innovation.

Keeping employees motivated in addition to creating incentives and/or additional ways for employees to receive more compensation will create better performance overall within an organization. Contrary if company B gives their employees incentives to perform, without any motivational tactics they probably will not have as many top performances as company A, in addition the company may only seek short term rewards verses have long term success. Lack of motivation for employees within an organization, can cause long term damage for the company’s success. Different things motivate everyone; therefore there should be a system in place to keep employees motivated for the long term success of the company. In the MBM textbook under the concept of incentives, compensation, and motivation, there are a couple of different views of how it should be applied within an organization. We will discuss The Social Role of Profit, Personal Profit and Losses, and the way Market-Based Management view how incentives, compensation, and motivation should be applied and the things that effectively drive employees’ actions while at work.

Being rewarded and recognised for their work or contribution is what keeps an employee motivated to work towards achieving the organisational as well as personal goals. When the employees is motivated by rewards, they will have job satisfaction consequently increasing the productivity of the organisation. It necessitates the need of managers to pay more attention in understanding their employees and come up with suitable types of reward systems for the organisation so that the employees are intrinsically and extrinsically motivated all the time. The hypotheses that I put forward here is to support this statement that effective reward management is critical to