ASSIGNMENT#1 Case Study: Stone Finch, Inc. Assessment of Jim Billings’ performance as president of Stone Finch: Jim Billings’ energy, capacity to take risks, build a culture of experimentation and make a team of falcons made him appropriate for the position of President of Stone Finch. His growth and success was quick and remarkable as he moved rapidly from the research group to corporate planning to plant management. He was recognized as high-potential leader throughout the company and he was given responsibility to head R&D and invest capital in it. Due to Billings’ capabilities Richard Stone decided to acquire Goldfinch. Billings believed in the culture of innovation and to make it happen he made very critical changes in the company. …show more content…
Jim Billing’s leadership style: According to me Jim Billing’s leadership style was different from others and good enough to sustain a company. His idea of organizing “company jam” was pretty convincing as he got to interact with employees, read their suggestions, complains and comments about subsidiaries. After reading those comments he started searching for facts and figures and ponder over them. But his leadership quality was not perfect enough to keep his team/employees intact as a group of people got unrecognized and were resigning the company. Assessment of the entrepreneurial subsidy concept: His subsidiary plan gave a golden chance for employees to get themselves and their innovative ideas recognized and put into action. It also gave chance for one to three top tier talents to get identified. The subsidiary was reward for employees with innovative ideas that initially in turn helped in the growth of company. Employees were given chance to work on new technologies and being part of close-knit entrepreneurial teams. Subsidiaries were focused as the primary channel of innovation within Stone Finch and also there were contradictions in manufacturing and service …show more content…
There should be strong relationship between the two divisions. Employees working in core business or existing products should be equal priority and periodic rewards so that they don’t feel left out. There should be some training programs for the growth of employees. Also there should be periodic assessment programs like the company jam in which opinions of employees from both sides should be taken into consideration. Stone Fitch Discussion Questions 1 What is your assessment of Jim Billings’ performance as president of Stone Finch? What do you think of his leadership style? 2 What is your assessment of the entrepreneurial subsidy concept? How can companies manage the contradictions of managing existing products and innovation simultaneously? 3 What are the major problems Jim Billings currently faces? How serious are these problems? How quickly should Billings act? And why? 4 What should Jim Billings do? Jim Billings should do: Jim Billings should prioritize core business and keep a balance for innovation and existing products. Along with innovation he should also give equal weightage to investment in existing products. Though inviting falcons is a great idea but people outside the company shouldn’t be made subsidiary officials unless they make an extraordinary contribution to the subsidiary because this make company employees feel out of the
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Westlake Lanes suffered after the loss of its first owner- Dane Sugar- suddenly passed away. Due to his spontaneous death, Dane Sugar was not able to train someone the functions of his business. Due to the fact Dane Sugar handled all the financials himself and brought in the majority of the costumers based on personal relationships, it left whoever took over his position in a tough spot. The board of Westlake Lanes automatically promoted the employee with the most experience working in the establishment to General Manager.
He is very giving and truly cares about ALL his employees. However, his actions do contribute to the overall success of the company. He is level 5 of relevance. Block 2 I have the Vice Presidents of Operation listed because if there is a problem that Jay needs handled, he can go to him to get it done.
Allan Mullaly exemplifies the leadership qualities and principles discussed in the book “Good to Great” by Jim Collins. In Good to Great Jim Collins shares results on his researched based date on what factors transform good companies to great companies. Collins talks about the framework of establishing discipline people, discipline thought and discipline action with the concept of Level five leadership playing a crucial role in successfully implementing this framework in an organization. Leve 5 leadership refer to the highest level of executive leadership capabilities that embodies all five layers of Collins level 5 leadership
1. What (else) could/ should Jim Barton have done upon arriving in his new position? …… (present one suggestion) (3 Marks) Jim Barton should have set up a meeting with the Carl Williams himself, to make sure that they both understood their positions in relation to each other, and to the company. This meeting should have taken place on the first day of employment to ensure both parties are on the same page from the start. That way, the CIO (Jim) will have the best perspective as to where the company needs to be headed as outlined for him by the CEO Williams.
A major force for any organization is communication. O’Wallace Landscaping information is being passed along through word of mouth. The size of the company limits the amount of people that need to know. The information that is being passed on is done in a pre-job meeting. There is only one person in the office that pass the information on to the owner.
1. Best Buy hired Sharon McCollam, who before accepting the job, has visited many stores in order to determine what were consequences the company is facing and what needs to be changed. Fortunately, after McCollam has been hired, she has help Best Buy in many ways such as saving budget, replace a better IT system in Best Buy, examine cleanliness of the stores by using “white gloves”. I don’t think they are over doing it because after the changes have made, Best Buy has improved magnificently. This has proven that Best Buy has used evidence-based management since according to the book, evidence-based management is “translating principles based on best evidence into organizational practice, bringing rationality to the decision-making process.”
Regarding to such case, I think the court would decide the plaintiff-Lone Star Steakhouse to win the case because defendant-Alpha use the word “Lone Star” in advertising which was a trademark infringement action. These actions created confusion to the plaintiff’s customers and caused them to misunderstand the promotion that was created by another restaurant (defendant), not Lone Star Steakhouse (plaintiff). In addition, it also caused plaintiff to absorb additional cost - free drinks, coupons, or meal discounts in order to keep their customers’ satisfaction. Base on the trademark law, Lone Star Steakhouse is legally own such trademark because plaintiff was the first person who used this trademark. Besides, The plaintiff operates over 30 Lone
KOTA Longboards – The Profit Season 3 Episode 16 In this episode of The Profit, Marcus Lemonis visits KOTA Longboards. KOTA Longboards is a skateboard company that specializes in handcrafted high-quality skateboards. Mike and Nikki are the business owners which started in 2012. KOTA Longboards is proud that every product is made for performance and comfort.
IBM has had a variety of leaderships, however, going forward it could put a policy into place whether to let an IBMer handle the company, or an outsider. Hiring an outsider, like Louis Gerstner, does not seem like a bad option at the moment, as the company will benefit from an outsider’s point of view about the situation. Moreover, when the positions in the top management are taken up, IBM should keep the old CEOs as the consultants to the new team. Not only will this help the new management, but also will streamline or keep the coordination between the earlier strategies and the new plans of
Christopher J. Nassetta, who was interviewed by Blackstone Group about Hilton leadership development, said that his first year working with the most senior member of the Hilton organization was a very though one with a lot of hours of overtime and working days. His purpose was to develop more trust working relationships in the company. In his point of view he wants to have one family of brands and a combined vision for the future success. One thing that Mr. Nassetta does not want to change in Hilton is its basic leadership business model, which had been successful throughout all this time (O’Connor,
There are facilities provided by other companies as well to ensure work-life balance and well-being of their
1) Identify aspects of Jim Quintero’s management style according to the four main management theories (Classical, Behavioral, Systems, and Contingency). While most organizations can more than likely identify at least some aspects from each of the four management theories, Quintero’s steel company identifies most with the Behavioral Approach with aspects of the Systems and Contingency Approach blending together in my opinion. Not having much detail on Cool Steel Company’s (CSC) organizational structural it is difficult to determine how much management falls under the Classical Approach, but seeing there are managers (not first-level supervisors) and reviewing Henri Fayol’s general principals, one can assume a structure of sorts. There are several examples of the Behavioral Approach (e.g., trusting, respect, responsibility…) that will be covered in more detail in response to question number two. It is clear that CSC’s success would be in line with the practices described in the cooperative system outlined in the Systems Approach and by virtue of employees being given the ability or responsibility to make decisions; the Contingency Approach can be applied.