CLOSING CASE:
Teams Fuel Global Innovation at Whirlpool
Cross functional team at Whirlpool
Charles Jones came up with cross functional teams with his expertise and knowledge regarding the products that need maximum benefit at Whirlpool. He was actually hired to build a better and a global division that enhanced the cross functional teams, as such he was a Vice president of the company. there were reasons as such to select the cross functional team at Whirlpool because the design of the products matter and as such the new product development part has to be carried with some consequences that led to high quality while looking out to the competition and price in the market. new designs and global functioning were the reasons that made Whirlpool an award winning company as a brand duet (Scarbrough and Swan, 2001).
Benefits of using cross functional teams for innovation
Challenges in managing the global cross functional team
There were challenges that were faced when Whirlpool tried to scatter their products as per the demand of customers and their taste. The next thing that was observed to be and implemented was definitely the design, human factors, usability, engineering, visual impact and marketing impact for the global cross functional team. The US and Europe based market had a great impact over the team factor that made a positive match over the quality of the products with excellent designing for their products.
Observing consumers interacting with products
Cross functional teams learn by examining and observing its customers as they interact with the products. Since this strategy is adopted by the members of the team, it is efficient as far as product development and other approached matter with the two way mirrors. The efficiency of the product development stage was observed with the traditional approach for new product development stage. The consumers are brought together and asked some questions about the reactions and demand of the product, this states that useable products and the expectations of the new product development teams at Whirlpool (Serenko et al, 2010).
CLOSING CASE:
Why Microsoft’s Measurement System Led to Problems with Group Performance
Involving the group employees in performance evaluation
The team works had a good cooperation in Microsoft, since the software engineers were divided into groups that were well organized for development and growth for the company. these teams had made up a proper functioning of groups that led together to work for better options. Reward systems were based on the group and team members innovative software development stock with the benefits and options that may encounter to encouraged reward system. This was actually an individual performance evaluation based upon group involvement. Intensive interactions was observed between the employees and peers. This made an increase in the performance of employees by reviewing the competition and its factors. There was actually a perceived fairness that has been included in the company and this increased the efficiency of the evaluation system (Robertson and Swan, 2003).
As far as team evaluation of team performance matter, there were some personal performance evaluation that was somewhat hurting the interest of employees, thus it helped to overcome the situation of personal performance and group performance.
Team members unfairly treated and the feeling of inequality should be treated
There were performance evaluation that took place in the company by team evaluation, the compensation and the rewards were actually mistreated because of the team members performance. employees were unfairly treated and this was a negative impact over the reward system. Employees should make their concern by asking for the individual performance evaluation sheet that can help them to encourage the objectives that are been achieved by them. They should receive rewards for the work they complete with quality and timely basis. The company performance is even affected if the team members do not contribute to the overall level ofcriteria. Thereby, better conversation and interaction with the peers and supervisors to discuss there ratings is well considered in an organization. this was a rigid evaluation of team and individual performance.
Better device for employee and team performance evaluation
It was noted that there was a gradual shift between the employees that were not actually satisfied with their performance evaluation. Shifting to other solutions and options was a better choice as staying at the same place and working for few benefits. The evaluation system should be on fair basis such that employees as an individual and even as a team get a fair chance of reward system. As far as the company doesn’t improve the performance evaluation system, there is a feeling of inequality and unfair practices so both should be considered while evaluating the performance with team members and individual performance (Robertson and Swan, 2003).
CLOSING CASE:
Tammy Savage and the NETGENeration
Tammy Savage’s approach to leadership
Tammy Savage became a major central figure in the New York city with her leadership qualities that moved to the development group of Microsoft at the first generation and adopted a leadership approach of achievement oriented as the goal for the company and a participative approach that doenst let down the leadership quality. Using as such a senior position was a gain towards the intrins reevaluated business for the success factor in it (Rai, 2011). There was a major research that she used for the new position at this end. As a leader she possessed new ideas in the business for the upliftment of the company and new product development with popular internet service at the best end. Tammy analyzed the whole scenario that left into the conclusion that product development is an important category that has to be challenged by a company and this means that NETGen does not get products that the customers desire, therefore, Tammy made attempt to fulfill the superior quality of products with developmental stage.
Tammy Savage as an effective leader
Adopting the latest technologies in the company is an compulsion for sustainability and increase in the growth and development of the company. The new idea of product development stage and an entire generation for the users has mainly inspired many competitors. Leadership approach has been studied effectively with a continuous improvement in product life cycle is again a positive approach for a leader. Highly competitive people were recruited so that there is an increase in productivity and the achievements were reliable as far as duties and responsibilities are felt by the employees (Robertson and Swan, 2003). Savage used a participative leadership approach and with cooperation she made things possible with the right way of development and as a superior quality within her.
The nextgeneration approach that was highlighted on the online relationships and maintaining them with the mutual groups as far as sharing photos and playlist was a major success of Savage. These is one of the leadership quality that enhanced the work system and lifestyle of the people. The 3 degrees window peer gave a good recognition of name and fame as far as Tammy Savage has made a success in the online relationship’s software.
CLOSING CASE
Mixing Business and Family Causes Conflict
Sources of Conflict
These huge media companies are driven and are administered by the owners and their family members. Due to the involvement of family members and the conflicts regarding decision making authority and power issues, the companies are facing Felt Conflicts. The felt conflicts develop a negative and competitive attitude of the family members over each other while struggling to attain high designations, more priority and authority. These conflicts effects and ruins the relationships and the progress of the company. This causes the degradation of relationships among the family and develops bitter feelings for each other (Rai, 2011).
Owners of a Company
The people who own a company are the developers or expanders of the company. Nobody else would be highly knowledgeable about the company as their owners are. The thought of the owners to get their family members drive the company is very natural as they would not want to handle the company they developed and nurtured to other people (Spender, 2008). The company can be managed well by the people who know the company and its roots. So elimination of conflicts and provision of proper training to the family members would lead to successful development of the company.
Current situation of companies
Viacom owner Sumner Redstone did split the offices of President and the Chief Operating Officer for Moonves and Freston. Viacom has turned to CBS Corporation now where Sumner Redstone is the Chairman and Leslie Moonves is the president CEO and Executive chairman and Viacom created on 2005 is managed by Freston. These companies are performing quite well than before. News corp. is split into 21st Century fox and News corp. The 21st Century Fox is managed by Rupert Murdoch as chairman, Lachlan Murdoch as executive chairman, James Murdoch as CEO and Chase Carey as the Vice chairman While News Corp is managed by Rupert and Lachlan Murdoch at the same positions, Robert James Thomson as the CEO and Paul Cheesebrough as CTO (Robertson and Swan, 2003).
CLOSING CASE
How Chrysler’s Tom Lasorda Learned How to Talk to Employees
Importance of face to face communication
Face-to face communication helps to understand the feelings, emotions and the point of the opposite person. The face-to - face communication among the workers and managers bring together all the main elements and key people of the company together and they can discuss and share responsibilities and information with each other without and distraction and disturbance. The best thing about face to face communication is, all the concerned people gather at one place and discuss various issues, plans and solutions together where each can give showcase their perspectives and solutions easily without any disturbance (Scarbrough and Swan, 2001).Also the decisions are taken on the spot which would resolve any issues or disagreement from any of the members. The solution or plans would be established more effectively and with the agreement and perspective of each individual. Thus face- to- face communication would be the best way to develop communication among people at various designations and bring them together as a single unit (Serenko et al, 2010).
Written communication
Written communication serves as an ideal method for communication among the managers and unions when there is a legal matter involved. For any agreements, new policies, regulation of new acts in the company etc, written communication can be used as an effective method. When once after the face to face discussion regarding any matter is done and the written formalities are to be undertaken, this method is preferable. For example if the manager wants to arrange a meeting for development of new policies and notify the union members, verbal communication can be preferred. After the face to face communication and discussion regarding the meeting, if the acts or policies need the agreement of the union members, the verbal communication can be used (Riege, 2007).
CLOSING CASE
Turnaround Decision Making at Liz Claiborne
Decision making errors
Decision making is an important aspect in managing any organization. The decision making process must be undertaken while considering the current and future aspects and result. The errors in the decision making were the thought of increasing the brands and clothing line likely as their competitors. The company must grow in small fractions rather than rushing into huge development in little time. The mistake was to start new brand and clothing lines before achieving the expertise or success in its own clothing line. Even the managers did not emphasize on the complexities which can be developed due to suddenly increasing the brands and clothing line. These decision errors led to huge and complex problems.
Decision making and its impact on the company
McComb analyzed the situation of the company while visiting its various operational zones and identified that a huge mixture of brands and clothing line has developed the company to be in trouble. McComb decided to simplify the problem by dividing each sectors and departments into individual sector. He divided the wholesale clothing into one division while the luxury brands into another. Each division was assigned with a manager who had expertise and control over the division and the decision making process was handled over to a single entity. The right merchandising culture was adopted where each division and its manager was made responsible to analyze and develop solutions and plans of the success of division. This made the process more simple and easy (Scarbrough and Swan, 2001).
Current situation of the company
McComb aimed to shrink the divisions and make the company small to decrease the complexities faced by each division but still there were issues that were not able to be solved. The company has shifted to the title Fifth & Pacific companies 2014 and has acquire d quite a stale market in the industry. The product line now consists of men’s and women’s apparels accessories and fragrances. It sells the products under Kate Spade New York and Jack Spade labels. The revenue of the company is 1,242 million and the net income is 17.09 million which shows a significant improvement and development in the company.
References:
Rai, K. (2011). Knowledge management and organisational culture: A theoretical integrative
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Riege, A. (2007). Actions to overcome knowledge transfer barriers in MNCs. Journal of
Knowledge Management, 11(1), 48-67.
Robertson, M. and Swan, J. (2003). Control-what control? Culture and ambiguity within a
knowledge intensive firm. Journal of Management Studies, 40(4), 861-858.
Scarbrough, H. and Swan, J. (2001). Explaining the diffusion of knowledge management. British
Serenko, A, Bontis, N., Booker, L, Sadeddin, K. and Hardie, T. (2010). A scientometric analysis of knowledge management and intellectual capital academic literature (1994-2008). Journal of Knowledge Management, 14(1), 3-23.
Spender, J. C, (2008). Organisational learning and knowledge management: whence and wither?
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