Southern Company Case Study
...Assignment #4 Southern Company Case Study June 5, 2013 1. Evaluate the effectiveness of the roles that the strategic leaders played in the formation of the performance management strategy. Southern Company is an electric utility company headquartered in Atlanta, GA. The company owns electric utilities in Alabama, Florida, Georgia, and Mississippi and services roughly 4.4 million customers. Southern Company also provides fiber optics and wireless communications. Southern Company brands are known for excellent customer service, high reliability and retail electric prices that are below the national average. Historically, Southern Company hired at the entry level and promoted individuals internally to fill leadership positions. The company typically had a very low turnover rate which resulted in an older and more tenured workforce. Over the years, Southern Company developed a group of leaders that possessed a profound level of business knowledge and aligned with the organization and culture. Southern Company hired a large number of people in the late 1970s and 1980s, so by 2003, most of those individuals that had remained with the company were beginning to retire. At Southern Company employees are eligible to retire at 50 years old, so many executives began to retire in large numbers, and their successors would also leave shortly after. Southern Company decided that it was time to review and revamp their succession planning and leadership development......
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Disney Company Case Study
...[pic] Case Study 1 Ryan Duran Amanda Greathouse Andy Cook Nick Miller Hillary Hughes Elizabeth Schaible Table of Contents Company Profile History 3 Organization, Mission, and Culture 3 Functional Area Assessment 9 Internal Environment Financial Position of Disney 14 Assorted Financial Ratios 14 IFE Matrix 17 External Environment Key External Forces 19 EFE 23 Competitive Analysis 28 CPM 30 Objectives Short Term 32 Long Term 33 Grand Strategies 34 Initial Findings 36 Company Profile Company History The Walt Disney Company, originally known as Disney Brothers Cartoon Studio, was formed by Walt and Roy Disney in 1923 with the creation of a cartoon named Alice’s Wonderland. With the start of that popular cartoon, the Disney brothers had unknowingly created a legacy that would live for generations. Since the creation of the Walt Disney Company, it has produced hundreds of chart topping animated films, put on dozens of Broadway plays, acquired TV and radio stations, and has created the most magical place on earth on three continents. Even after the deaths of the founders, the company has thrived for several decades every intent to continue growing. Organizational Mission and Culture Mission Statement The original mission of the Walt Disney Company was to “nurture......
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Tjx Companies Case Study
...T.J.X. Companies, Inc. Final Case Study Report Nichols College T.J.X. Companies, Inc. is the leading off-price apparel and home fashions retailer in the United States and worldwide, ranking number 115 in the most recent Fortune 500 listings. They have the broadest demographic reaches in retail, all of which have enabled them to achieve successful, and profitable growth year after year, through many types of economic and retail cycles. With over 3,000 stores in six countries, approximately 179,000 associates and a fresh e-commerce presence, and they are growing faster than ever (“About the TJX Companies, Inc.,” 2014). Through T.J.X. Company’s innovative buying and sourcing strategies, they discover and deliver value for shoppers in many ways. Their goal is to provide customers with quality merchandise for the entire family, every day. Value means more than price to T.J.X. Company professionals; buyers are trained to recognize that true value is a combination of fashion, quality, brand and price. T.J.X Companies are known for their brand name and designer fashions at 20-60% off department store prices. They are able to do this by purchasing merchandise from designers when they over produce or other department stores over purchase. They go in during these certain situations and negotiate the lowest possible price to pass on the savings. How they buy is just as important as what they buy. They pride themselves in never having the same selection twice with new......
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Battling Company Case Study
...Bottling Company Case Study Vincent Bacon Dr. Pamela Self MAT 300 Statistics December 14, 2013 Bottling Company Case Study Calculate the mean, median, and standard deviation for ounces in the bottles. To determine the mean, which is the statistical average of all numbers involved, we will add the number of ounces together and divide by the number of bottles, in this case 30. For the mean we get 446.1 / 30, for a mean of 14.9. The median, however, is the ‘middle’ number of the bottles ounces. Since we have an even number, it will be the average of the two middle numbers, which will give us a better perspective of the average than just the mean will. In this case it will be 14.8 + 14.8 / 2, which equals 14.8. The standard deviation is calculated to show how far apart the data can be. In the bottling case, after using the mean to get the variance, we divided by 30-1 to get a standard deviation of 0.55 (rounded down to two decimal places). Construct a 95% Confidence Interval for the ounces in the bottles. In order to construct a confidence interval, we need several statistics. The first is the sample mean, which is 14.9. Since we have selected a confidence interval of 95%, we need to find the margin of error to calculate our findings. Using the t-score model ( compute alpha, find the critical probability [.975], the degrees of freedom ) (StatTrek, 2013), we find that the critical value is 1.96. When we multiply this by the confidence......
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Bottle Company Case Study
...Bottle Company Case Study Statistics MAT/300 As Manager of the Harley Bottle Company, I have been receiving complaints from customers on the quantity of product received when purchasing our sixteen ounces soda bottles. These complaints have caused my boss to worry and would like me to investigate the issue at hand. I will begin my investigation by instructing the employees to pull at random 30 bottles from all the shifts at the bottling plant. By pulling random containers from all shifts, I can eliminate the possibility of if being a human error. To start my investigation I begin by weighing the sample size of 30 bottles. The weight ranges between 14 oz. and 16.1oz., which lets be know there is a problem with our bottling consistence. For more detailed information to complete my investigation I must calculate the Mean, Median, and Standard Deviation of the sample size. * The Mean is the sum of the sample size in ounces divided by sample size. Based on the sample size of 30 bottles, there is a total of 446.1 ounces divided by the sample size of 30, gives is the mean of 14.87. = 14.87 * The Median is the data set middle number when the set is sorted in numerical order. Median of the 30 bottles is 14.8. * Standard deviation is the measure of how spread out the numbers is. To find the (Standard Deviation), you must find the square root of the variance. The is 0.5503. The Harley Bottling Company is very optimistic of is bottling process. I will now......
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Case Study Part a
...learning, entrepreneurship and innovation. ` ´ Domenec Mele is Professor and Director of the Department of Business Ethics at IESE Business School, University of Navarra, Spain and chairs the bi-annual ‘‘International Symposium on Ethics, Business and Society’’ held by IESE. He has a Doctorate in Industrial Engineering from the Polytechnic University of Catalonia, Spain (1974) and another in Theology from the University of Navarra (1983). He has been working in the business ethics ﬁeld since 1986 and has been a member of EBEN from its beginnings. He is author of three books on economic and business ethics (in Spanish) and has edited eight books (in Spanish), which include different topics on business ethics. In addition, he has written 20 study cases (IESE Publishing) and 60 articles and chapters in this ﬁeld. proﬁts, political performance, social demands and ethical values. The ﬁndings suggest the necessity to develop a new theory on the business and society relationship, which should integrate these four dimensions. KEY WORDS: corporate social responsibility, corporate responsiveness, corporate citizenship, stakeholder manage ment, corporate social performance, issues management, sustainable development, the common good Introduction Since the second half of the 20th century a long debate on corporate social responsibility (CSR) has been taking place. In 1953, Bowen (1953) wrote the seminal book Social Responsibilities of the Businessman. Since then there has been a......
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A Case Study of Abc Company
...A Case Study of ABC Company COMM/215 Essentials of College Writing 8 May 2014 A Case Study of ABC Company What follows below is an analysis of the ABC Company’s hiring and training practices. In reviewing the events as described, many issues have surfaced regarding the assigned recruiter, Carl Robins and the human resources and training practices of the ABC Company. There are numerous examples of disorganization, lack of following through and areas of overlapping responsibilities, requiring a possible reorganization of the business itself. Although the Case Study does not specify, for the purposes of analysis it is assumed that there are separate Human Resources and Training Departments within the company, for, in today's business world, it would be difficult to imagine a company structure that did not include these two key departments. Initially, there appears to be a definite lack of coordination, planning and follow-through of the newly hired recruiter, Carl Robins. There are many incidents that demonstrate his lack of follow-through in the entire hiring and training processes. Many questions arise that deserve to be asked and examined. For example, 1) Why did he not immediately follow-through with the newly hired employees to ensure all required paperwork was properly and timely completed? 2) Did he assume that the Human Resource Department or Monica, the Operations Supervisor would follow-through with the scheduling of drug testing, physicals, etc. of......
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Kitchenware Company Case Study
...Change Management, 2nd edition Case studies – text and questions Contents Case study 1: Aster Group 3 Case study text: Aster Group 3 Introduction 3 History, culture, orientation 4 Drivers for change 6 Leadership 8 No shotgun wedding 9 The transition period – one year on 11 Project management 12 Organizational development 13 Developing management and leadership capacity and capability 14 Case study questions: Aster Group 17 Individual change 17 Team change 17 Organizational change 18 Leading change 18 Case study 2: The Institute of Public Health in Ireland 19 Case study text: The Institute of Public Health in Ireland 19 The work of the Institute 19 Beginnings 20 Initial challenges 20 Strategy implementation 22 Vision and values 22 Leadership style 23 Management board 24 Working across the border 24 Learning 25 Case study questions: The Institute of Public Health in Ireland 28 Individual change 28 Team change 28 Organizational change 29 Leading change 29 Case study 3: The Kitchenware Company 30 Case study text: The Kitchenware Company 30 Drivers for change 31 Taking the bull by the horns 32 Leadership 33 Moving forward 34 Taking stock 34 Stakeholders 35 Next steps 37 Case study questions: The Kitchenware Company 38 ......
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Enron Company Case Study
... International Journal of Business and Management Vol. 5, No. 10; October 2010 The Case Analysis of the Scandal of Enron Yuhao Li Huntsman School of Business, Utah State University, Logan city, U.S.A E-mail: firstname.lastname@example.org, email@example.com Abstract The Enron scandal, revealed in October 2001, eventually led to the bankruptcy of the Enron Corporation, an American energy company based in Houston, Texas, and the dissolution of Arthur Andersen, which was one of the five largest audit and accountancy partnerships in the world. In addition to being the largest bankruptcy reorganization in American history at that time, Enron undoubtedly is the biggest audit failure. It is ever the most famous company in the world, but it also is one of companies which fell down too fast. In this paper, it analysis the reason for this event in detail including the management, conflict of interest and accounting fraud. Meanwhile, it makes analysis the moral responsibility From Individuals’ Angle and Corporation’s Angle. Keywords: Enron scandal, Accounting fraud, Moral responsibility, Analysis 1. Review of Enron’s Rise and Fall Throughout the late 1990s, Enron was almost universally considered one of the country's most innovative companies -- a new-economy maverick that forsook musty, old industries with their cumbersome hard assets in favor of the freewheeling world of e-commerce. The company continued to build power plants and operate gas lines, but it became better known for its...
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Bottling Company Case Study
...Strayer University MAT 300 Dr. Soosan Shahrokh December 12, 2014 Bottling Company Case Study In this project we were given the case of customer complaints that the bottles of the brand of soda produced in our company contained less than the advertised sixteen ounces of product. Our boss wants us to solve the problem at hand and has asked me to investigate. I have asked my employees to pull Thirty (30) bottles off the line at random from all the shifts at the bottling plant. The next step in solving this problem is to calculate the mean (x bar), the median (mu), and the standard deviation (s) of the sample. All of those calculations were easily computed in excel. The mean was computed by entering: =average, the median by: =median, and the std. dev. by: standard deviation. And the corresponding values are x bar = 14.87, mu = 14.8, and s = 0.550329055. The next to last step in solving the problem is to construct a 95% confidence interval for the average amount of the company’s 16-ounce bottles. The confidence interval was constructed by drawing a normal distribution with c = 95%, a = 0.050, and Zc = 0.025. The Zc value was entered into the Z◘ (z box) function in the Aleks calculator that resulted in a Z score of +1.96 and -1.96. We can calculate the standard error (SE) by dividing the s by the Square root of n which is the sample size. When the margin of error is calculated by multiplying the z score = 1.96 by the std. dev. = 0.5503/the square root of n = 5.4772.......
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Case Study: the Cannon Company
...Case Study: The Dannon Company Student’s Name Institution Affiliation Case Study: The Cannon Company Introduction Dannon Company was among the US subsidiary of Danone, which was one of the largest health-focused companies in the whole world. Its global business centered on fresh dairy such as active yoghurt, medical nutrition, baby nutrition and the bottled water. In 2008, Dannon did manufactured and also marketed the fresh dairy products in US and they became number 2 player in domestic yoghurt market. Dannon’s marketing efforts did focused on the growing US yoghurt consumption and expanding the category, and this was while growing the brands. Dannon has been maintaining some strong commitment to CSR, which was integrated into the overall mission of the company. They have internalized its CSR commitments and programs (Marquis, Et al, 2010). Danone took some holistic approach to social responsibility and this was indicated by the mission statement. The social values were embedded deeply in the company’s culture and also the business. Antoine Roboud, who was the CEO, communicated the vision of Danone double commitment to the economic performance and social responsibility in 1972. According to the senior leadership, the social responsibility was the basis to the purpose of Danone as the economic performance. This was the double project and it stipulated some equal respect for the social influence and the financial results of the business......
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Quality Parts Case Study
...CASE: QUALITY PARTS COMPANY Questions 1. Which of the changes being considered by the manager of Quality Parts Company are counter to the lean philosophy? The philosophy of Lean Production involves the removal of wastes and non-value processes or production in the supply chain. The manager of Quality Parts Company has been contemplating to install an automated ordering system to help control inventories and to keep the skids filled. But this means the use of inventory as the reason to continue moving production forward. This change would not be recommended in a Just-In-Time process, for it will create holding time and non-value storage production. She is also planning to add three inspectors to clean up the quality problem. This would also be a waste and a non-value aspect, for it will add new salaries to pay. In-process inspections can be done by their own factory workers. They should be their own inspectors to create personal responsibility to motivate them to produce quality output production. Another is about setting up a rework line to speed repairs. This does not follow a lean philosophy for this will only add more time and cost for labor and machine utilization. The company should only focus on reducing waste including overproduction. Finally, to look into high-rise shelving to store parts coming off machine 4. Installing high rise shelves would create or add non-value storage of wasteful inventory in......
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Case Study Whistler Company
...Whistler Corporation Case Study Ivana Cizmic BU502 Instructor: Dr. Peggy Bilbruck Southern States University 2016 Abstract This case study is about analyzing the Whistler Corporation business issues. The Whistler Corporation at some point had to make a very important business decision. The decision was about if the company should continue manufacturing operations in the US or not. The company had experience some serious problems with the domestic production in the US, where competing with companies that had their supplies imported from the east Asia become impossible. The Whistler Corporation hired a consulting company to solve these issues and also to help with manufacturing process. The corporation management had to make big decision in order to decide whether to make changes in general or if the products should have to be acquired offshore (Ellet, 2009). Whistler Company Case Study Analysis In 1983, Whistler Company was still small and it was in development. However, in that time the Whistler corp. was profitable and it was considered as one of the companies with the highest level of growth in the market. During the 80s, Whistler Corporation was the only company in the market that was making innovated radar detectors. In that period company made many new successful models, but with the rapid growth in business came some issues. The issues were shown thru some limitations in the process of production that was in need of new technology in order to make......
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Case Study: Quality Parts Company
...CASE STUDY: Quality Parts Company BUS520 OPERATIONS MANAGEMENT 04 January 2008 Introduction: I. Which of the changes being considered by the manager of Quality Parts Company are counter to the lean philosophy? II. Make recommendations for lean improvements in such areas as scheduling, layout, kanban, task groupings, and inventory. III. Sketch the operation of a pull system for quality for Quality Parts Company’s current system. IV. Outline a plan for introducing lean at Quality Parts Company. WHICH OF THE CHANGES BEING CONSIDERED BY THE MANAGER OF QUALITY PARTS COMPANY ARE COUNTER TO THE LEAN PHILOSOPHY? The manager is considering installing an automated ordering system to control inventories. This would not fit into the lean philosophy as it would have the skids filled with workers making products two days in the front. Lean philosophy calls for not producing a product until it is needed. MAKE RECOMMENDATIONS FOR LEAN IMPROVEMENTS IN SUCH AREAS AS SCHEDULING, LAYOUT, KANBAN, TASK GROUPINGS, AND INVENTORY. Some lean improvements that could be made for the Quality Parts Company are; In the scheduling area to ensure that there are equal shifts and hiring for areas of the line which need more attention and it would fit the need and wait time for that line. The layout of the Skids are currently counterproductive to the lean philosophy, most of the skids are very far apart and cause wait times for processing. Realignment of the skids is necessary to......
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Southern Company Case Study
...Southern Company—Case Study Author/Student: Antoine Jean “AJ” Garand Instructor/Professor: Dr. Marie-Line Germain, Ph.D. Course: Talent Management – HRM 532 Date: Sunday, February 26, 2012 Evaluate the effectiveness of the roles that the strategic leaders played in the formation of the performance management strategy. Silzer and Dowell (2010) define Talent Management as “ an integrated set of processes, programs, and cultural norms in an organization designed and implemented to attract, develop, deploy, and retain talent to achieve strategic objectives and meet future business needs” (p. 18). And lists the following as components necessary for a talent management program strategy: recruitment; selection; promotion; placement/assignment; on-boarding/assimilation; retention initiatives; rewards/recognition programs (other than compensation); training and professional development; coaching/mentoring; leadership development; performance management; career p Develop a five (5) point criteria for evaluating the effectiveness of the talent management strategy and how the data could be collected. Silzer and Dowell (2010) go on to state that after determining the talent requirements that are strategically important to the organization, the next step is to consider whether there is a sufficient internal talent to meet that short and long term business needs of the company, this could involve either making or building the needed talent from within the company or......
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Week Four Case Study
Quality Parts Company
Operations Management OSC301
University of Phoenix
6 December 2004
Week Four Case Study
In the case study of the factitious company, Quality Parts Company (QPC), QPC supplies gizmos for a computer manufacturer located a few miles away. Although the text states that QPC manufactures only two models of gizmo, it also states that manufacture for models X and Y start at machine 2, the lathe, while model Z requires milling at machine 1. Based on the latter information, this analysis will assume that the former is a mistake, and rely on the three model scenario. The company produces two different models of gizmos in production runs ranging from 100 to 300 units.
Figure 1. QPC Workflows
The manager of Quality Parts Company has been contemplating installing an automated ordering system to help control inventories and to "keep the skids filled." (She feels that two days of work in front of a workstation motivates the worker to produce at top speed.) She is also planning to add three inspectors to clean up the quality problem. Further, she is thinking about setting up a rework line to speed repairs. Although she is pleased with the high utilization of most of her equipment and labor, she is concerned about the idle time of the milling machine. Finally, she has asked the industrial engineering department to look into high-rise shelving to store parts coming off machine 4.
OPERATION NUMBER AND NAME OPERATION TIME (MIN) SETUP TIME (MIN)
Milling for Model Z 20 60
1. Lathe 50 30
2. Mod. 14 drill 15 5
3. Mod 14 drill 40 5
4. Assembly step 1
Assembly step 2
Assembly step 3 50
5 Inspection 30
6. Paint 30 20
7. Oven 50
8. Packing 5
Table 1. QPC Operations and Set-up time
The Manager of QPC was looking to solve several problems within the work flow of the company. One such improvement contemplated was the hiring of three inspectors to clean up a quality problem.
In the JIT ((Just-in-time) Integrated activities designed to achieve high volume production using minimal inventories of raw materials, work-in-process, and finished goods.) model, one of the elements for reducing waste is "Quality at the Source." Quality at the Source means do it right the first time and, when something goes wrong, stop the process or assembly line immediately. Factory workers become their own inspectors, personally responsible for the quality of their output. Workers concentrate on one part of the job at a time so quality problems are uncovered. If the pace is too fast, if the worker finds a quality problem, or if a safety issue is discovered, the worker is obligated to push a button to stop the line and turn on a visual signal. People from other areas respond to the alarm and the problem. Workers are empowered to do their own maintenance and housekeeping until the problem is fixed. Using this methodology, the need to hire three inspectors would be eliminated.
Establishment of quality circles can also aid in reducing quality problems. In quality circles, employees meet regularly to discuss their jobs and problems and attempt to devise solutions.
The JIT model leaves no room for surplus or safety stock. No safety stocks are allowed because if you cannot use it now,