Gilberto Garcia
OMIS 442
Chapter 3: Alcoa Case
1. From a strategic management standpoint, why do you think that corporate management at Alcoa delayed taking action for five years as the plant continued to lose money and deteriorate in other operational measures?
I think a lot of key things might have played a role with this decision. Corporate management wanted to see what could be done and introduced new management to the plant. There were a lot of issues to be resolved such as high rates of serious injuries, poor quality control, inadequate leadership, and low morale. It would take time to implement change and establish a new organizational culture in order to turn the company around. I think they wanted to give the new management
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Simonic possessed a strong leadership style and was very clear which played a key role with turning the plant around. He took control of the situation by conveying a clear vision of the group's goals, had a marked passion for the work, and had ability to make the rest of the group feel recharged and energized
3. How easy or difficult would it be for other organizations to duplicate the leadership style of Simonic and the organizational systems practiced at Addy, prior to, and after Simonic’s tenure?
I think that prior to Simonic, it might have been difficult for other organizations to duplicate his Transformational Leadership style. My reason is that at the time, organizational and corporate cultures might have been completely different and there may have been a universal way of doing things throughout manufacturing companies as well as with Addy where profitability is the number one priority. . However, I do think that it takes just one person or company to be a game changer and only after their success, companies will realize the benefit of using this form of a certain form of leadership or organizational culture. In this case, after the successful transition Simonic brought to Alcoa and making safety its number one priority, more and more companies may have followed with his leadership style and with
I will use project scope, work breakdown structure, and AON to evaluate deliverables, set expectations, and estimate the completion date. From the case, we also learned that there are few deliverables new to the company; thus, I will use expert, Delphi, and wide-band Delphi to estimate the project task
1. In 1982 it seems the company will have to downsize. What are the factors that are forcing the company to make that decision? (10 marks)
Keys are not available for four of eight (50%) vacated self-service storage boxes reviewed. FORUM should retain keys for all unused self-service storage boxes. Missing keys could result in boxes being unavailable for member lease. Additionally, contents could be left from previous box owner violating Indiana abandoned property requirements. Lastly, the box could currently be in use resulting in possible legal disputes.
1. Describe Herman Miller’s strategy. Is there evidence it has produced a competitive advantage and good financial performance? Explain.
4. What policies, practices, support systems and management approaches underlie Norton Lilly International’s efforts to execute a turnaround strategy for the company? Has Norton Lilly International built an organization capable of good strategy execution?
An analysis of the leadership practices for myself, Ira Rainey, is provided within this paper.
3. Do you think Jim Sinegal is an effective CEO? What grades would you give him in leading the process of crafting and executing Costco’s strategy? What support can you offer for these grades?
Another problem Coors has when competing with other beer industries is that they do not have very many distributions. They are brewing all their beer in Colorado, in order to advance more with other beer industry, they need to be able to branch out more. They spend a lot of money while transporting their beer because they have to spend extra money to keep their beer cold by using refrigerated cars, and trucks. This problem can be fixed by branching out more to the East, by doing this they can spend less on transportation cost, since they won’t have to keep their products refrigerated as long. This kind of process could either break them or make their company advance more because they are branching out in different areas.
The purpose of this paper is to explain how 1SG Jeffrey Uth influenced my leadership style. 1SG
Professor, I would employ the following procedures to find any bill and hold sales. Initially, I would “examine the supporting documentation to determine whether a sale has actually taken place” (Accounting Tools Accounts Receivable Auditing, Retrieved 2015). Next I would “ “review the receiving log for an inordinately large amount of customer returns after the audit period, which would suggest that the company may have shipped more goods near the end of the audit period than customers had authorized” (Accounting Tools Accounts Receivable Auditing, Retrieved 2015). Subsequently, I would follow up on any bill and hold arrangements with the customer. Specifically, information requested from the customer would be related to which party requested
CpG 1668 (5’-TCCATGACGTTCCTGATGCT-3’) with a phosphorothioate backbone modified with a 3’ amine (3’ CpG-NH2) or 5’ amine (5’ CpG-NH2) with a purity of 97-99 % was obtained from GeneWorks Pty Ltd (Hindmarsh, SA, AUS). OVA (Sigma–Aldrich, Saint Louis, MO, USA) was reconstituted in phosphate buffered saline (PBS) and purified via preparative SEC (Superdex™ 200 10/300 GL; GE Healthcare Bio-Sciences, Uppsala, SE) using PBS as the elution buffer. OVA monomer was collected, concentrated with a Vivaspin 2 spin filter (3kDa MWCO, GE Healthcare Ltd., Buckinghamshire, UK) and was protein concentration was measured at 280m using a NanoDrop 1000 (Thermo Fisher Scientific, Waltham, MA). 3’ CpG-NH2 and 5’ CpG-NH2 were modified with a 30-fold molar excess of 4FB (Solulink) in 0.1M sodium phosphate, 0.15M NaCl, pH 8 buffer for 2 h at room temperature. The unreacted linker was removed by buffer exchange in 0.1 M sodium phosphate, 0.15 M NaCl, pH 6.0 buffer using a Vivaspin 500 spin filter (Amicon Ultra 3K, Cork, IRL). OVA was modified with a 30-fold molar excess of HyNic (Solulink Inc., San Diego, CA, USA) in 0.1 M sodium phosphate, 0.15 M NaCl, pH 8 for 2 h at room temperature. Excess linker was removed by buffer exchange with PBS using a Vivaspin 2 spin filter. The modified OVA was then reacted with the modified CpG at a 1:4 molar ratio for 2 h at room temperature to form a stable bis-arylhydrazone bond. The 3’CpG-OVA and 5’CpG-OVA conjugates were purified by preparative SEC
Low morale among employees in any company eventually leads to decreased profits with other factors of the business decreasing along the way. “And US Airways employees, who have seen their pay cut by more than 20 percent and their health insurance and pension plans shrink, are certainly an unhappy lot” (Claudia H. Deutsch). In order to increase profits, the airline has decreased pay and took away some of the earned vacation. “Company executives say they are taking steps that will improve working conditions and profitability” (Claudia H. Deutsch). Many employees were calling in sick which the company believed would eventually lead to poor customer service.
Q1: Do the traditional accounting practices that the Topeka plant adopted in 1979 to support its mass production process have value in a lean environment? Explain the specific reasons that support your answer.
2) Discuss the prospects of the company in terms of options thinking? What is the company’s dilemma now, and how can it be structured in terms of options?