Mitch Slape is considered Walmart’s Mr. Fix It. The nickname is a consequence of countless examples of his ability to save organisations from hapless situations. Critically discuss Mitch Slape as a transformational, transactional and change leader within the context of Massmart’s attempts to remain viable.
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- Assess whether Nike’s organizational structure is still a major strength that contributes to its success, or if it is creating problems that will call for organizational design changes in the future..use Porter's Value Chain Analysis coupled with the VRIO framework analysis to determine the extent to which Delta's leadership is a potential source of a strategic competitive advantage. Be sure to justify your position.From a strategic perspective, discuss recent environmental changes that have caused strategic issues with which the company is dealing in real time, today. Information concerning recent changes in the firm is readily available online. Identify Google’s corporate structure. How does it differ from structures in most organizations? Is Google’s organizational structure effective? Explain. What challenges does Google’s organizational structure create for the company? How should these challenges be addressed? Be specific. Is the culture at Google appropriate for mission accomplishment? Explain. One facet of good leadership is the ability to institute change. Is the current leadership at Google effectively instituting change? Explain?
- Too Much Intelligence?The rapid growth of Pace Technologies was due in no small part to sales manager Ken Bodine and to the skills of the savvy young sales staff that he had assembled. Bodine prided himself on finding and hiring top grads from two major business schools in the area. In addition to the top salaries offered by Pace, the grads were attracted by Bodine's energy, innovative thinking, and can-do attitude. He was the embodiment of Pace culture—moving fast, ahead of the knowledge curve in high-tech. Paces sales force consistently stunned the competition with their high-performance level. Among other things, Pace had the reputation for aggressive business intelligence.Competitors found both amusing and frustrating the company’s ability to outmaneuver others and capture accounts. Bodine enjoyed the air of mystery surrounding the Pace organization. Awareness that some competitor sat on the verge of a big sale always stirred Bodine’s passion for sales and ignited his desire to…HOWARD SCHULTZ GETS STARBUCKS PERKING AGAIN Background. By the time Howard Schultz stepped down as chief executive of Starbucks, in 2000, the coffee chain was one of the world's most recognizable brands—and on a steady trajectory of growth. Eight years later Starbucks was suffering from a rough economy and its own strategic missteps, and Schultz felt compelled to return to the CEO seat. His previous tenure had seen promising growth, but now he faced a challenging mission: to lead a turnaround of the company he had built. [Here are excerpts from Schultz's interview with Harvard Business Review:] HBR: We thought we knew the Howard Schultz story. You had a vision, built a successful company, and moved on. But then Starbucks ran into trouble, and two years ago you had to return as CEO. How hard has it been to get things right? Schultz: The past two years have been transformational for the company and, candidly, for me personally. When I returned, in January 2008, things were actually…HOWARD SCHULTZ GETS STARBUCKS PERKING AGAIN Background. By the time Howard Schultz stepped down as chief executive of Starbucks, in 2000, the coffee chain was one of the world's most recognizable brands—and on a steady trajectory of growth. Eight years later Starbucks was suffering from a rough economy and its own strategic missteps, and Schultz felt compelled to return to the CEO seat. His previous tenure had seen promising growth, but now he faced a challenging mission: to lead a turnaround of the company he had built. [Here are excerpts from Schultz's interview with Harvard Business Review:] HBR: We thought we knew the Howard Schultz story. You had a vision, built a successful company, and moved on. But then Starbucks ran into trouble, and two years ago you had to return as CEO. How hard has it been to get things right? Schultz: The past two years have been transformational for the company and, candidly, for me personally. When I returned, in January 2008, things were actually…
- HOWARD SCHULTZ GETS STARBUCKS PERKING AGAIN Background. By the time Howard Schultz stepped down as chief executive of Starbucks, in 2000, the coffee chain was one of the world's most recognizable brands—and on a steady trajectory of growth. Eight years later Starbucks was suffering from a rough economy and its own strategic missteps, and Schultz felt compelled to return to the CEO seat. His previous tenure had seen promising growth, but now he faced a challenging mission: to lead a turnaround of the company he had built. [Here are excerpts from Schultz's interview with Harvard Business Review:] HBR: We thought we knew the Howard Schultz story. You had a vision, built a successful company, and moved on. But then Starbucks ran into trouble, and two years ago you had to return as CEO. How hard has it been to get things right? Schultz: The past two years have been transformational for the company and, candidly, for me personally. When I returned, in January 2008, things were actually…HOWARD SCHULTZ GETS STARBUCKS PERKING AGAIN Background. By the time Howard Schultz stepped down as chief executive of Starbucks, in 2000, the coffee chain was one of the world's most recognizable brands—and on a steady trajectory of growth. Eight years later Starbucks was suffering from a rough economy and its own strategic missteps, and Schultz felt compelled to return to the CEO seat. His previous tenure had seen promising growth, but now he faced a challenging mission: to lead a turnaround of the company he had built. [Here are excerpts from Schultz's interview with Harvard Business Review:] HBR: We thought we knew the Howard Schultz story. You had a vision, built a successful company, and moved on. But then Starbucks ran into trouble, and two years ago you had to return as CEO. How hard has it been to get things right? Schultz: The past two years have been transformational for the company and, candidly, for me personally. When I returned, in January 2008, things were actually…HOWARD SCHULTZ GETS STARBUCKS PERKING AGAIN Background. By the time Howard Schultz stepped down as chief executive of Starbucks, in 2000, the coffee chain was one of the world's most recognizable brands—and on a steady trajectory of growth. Eight years later Starbucks was suffering from a rough economy and its own strategic missteps, and Schultz felt compelled to return to the CEO seat. His previous tenure had seen promising growth, but now he faced a challenging mission: to lead a turnaround of the company he had built. [Here are excerpts from Schultz's interview with Harvard Business Review:] HBR: We thought we knew the Howard Schultz story. You had a vision, built a successful company, and moved on. But then Starbucks ran into trouble, and two years ago you had to return as CEO. How hard has it been to get things right? Schultz: The past two years have been transformational for the company and, candidly, for me personally. When I returned, in January 2008, things were actually…
- HOWARD SCHULTZ GETS STARBUCKS PERKING AGAIN Background. By the time Howard Schultz stepped down as chief executive of Starbucks, in 2000, the coffee chain was one of the world's most recognizable brands—and on a steady trajectory of growth. Eight years later Starbucks was suffering from a rough economy and its own strategic missteps, and Schultz felt compelled to return to the CEO seat. His previous tenure had seen promising growth, but now he faced a challenging mission: to lead a turnaround of the company he had built. [Here are excerpts from Schultz's interview with Harvard Business Review:] HBR: We thought we knew the Howard Schultz story. You had a vision, built a successful company, and moved on. But then Starbucks ran into trouble, and two years ago you had to return as CEO. How hard has it been to get things right? Schultz: The past two years have been transformational for the company and, candidly, for me personally. When I returned, in January 2008, things were actually…4.a) Imagine you are the manager of a new company and you want to stimulate innovation. Arguewhich type of leadership “model” is preferable in the management of innovative processes. Which type of challenges is this type of leaderships supposed to address? 4.b) Now imagine that your company is involved in a complex production network spread aroundthe world. From a strategic point of view, which is the most preferable form of GVC governanceyou would like to develop with your own partners? Which is the one it is better to move awayfrom given its reduced opportunities for technological learning? Make a comparison betweenthemAnswer the following questions after reading the case study given at the end. 1. What type of entrepreneur was Mr. Shahid? 2. Which entrepreneurial characteristics does Mr. Shahid have that may be important to his success? 3. Which characteristics could lead to Mr. Shahid’s failure? 4. What steps should Bill take to avoid the pitfalls common to a small business? Case Study: Mr. Shahid was a real craftsman when it came to being a machinist. Mr. Shahid had learned almost all that he knew from Daud, his first and only employer. Mr. Shahid was married and had three young children. He was 33 years old and had worked for Daud ever since he finished his tour in the Army. In 12 years, Mr. Shahid had polished his skills under the watchful and critical eye of Daud. Daud was quick to recognize Mr. Shahid's talent for the trade. Mr. Shahid had a positive attitude about learning and displayed a drive for perfection that Daud admired. Daud's Machine Shop was a successful small…