...HRM822 Strategic Human Resources Planning Case Study Stonewall Industries Limited by Charles Purchase Read the following case study carefully. • The case study will form the basis of three individual assignments that are to be completed at various points in the course. • For all responses to each assignment, provide the rationale for your answers and any assumptions that you are making. • Before you begin, ensure that you have followed the General Instructions for Assignments, and reviewed the Criteria for Written Assignments. • Consult the Timeline for the due date for each assignment. • Stonewall Industries Limited is a construction materials company with its Canadian head office located in Mississauga, Ontario. • The firm is a wholly-owned subsidiary of British Wallboard. • The company has been in existence in Canada since 1960 producing gypsum wallboard for the Canadian construction industry. • The senior management team is located at corporate office in Mississauga directly in front of the Mississauga production facilities. • These facilities provide product for the Ontario market. • A plant in Montreal produces wallboard for Quebec and the Maritimes. • A plant in Winnipeg produces for Manitoba and Saskatchewan. • The Calgary plant manages the Alberta market and Vancouver’s plant manages British Columbia. • Two mines produce the gypsum for all of the plants in Canada. • Each plant is headed by a plant manager and they in turn report to...
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...5. Would you like to work for Lynn Tilton? Explain why or why not. 6. What did you learn about leadership from this case? – analyze and answer each of the questions in the case study – It is not necessary for you to type the question itself, but you should number your answers to correspond to the question you are answering -2 pages long (excluding cover page, attachments, double-spaced) , using 12-point font and 1-inch margins. BACKGROUND INFORMATION: Earlier this year [2011], private-equity chief Lynn Tilton flew to Detroit to try to improve sales at one of her auto-parts companies. She got a cool reception from Ford Motor Co.’s purchasing chief, Tony Brown, who asked if she was like other private-equity chiefs that “strip and flip” their companies. “You must be mistaken,” she shot back. “It’s only men that I strip and flip. My companies I hold long and close to my heart.” With her platinum blonde hair, tight leather skirts, and penchant for racy remarks, Ms. Tilton has a talent for getting people’s attention. Yet behind the glam facade is a sophisticated distressed-debt investor and manufacturing tycoon who has quickly become one of the richest self-made women in America. Through her New York–based holding company, Patriarch Partners, Ms. Tilton owns all or parts of 74 companies, with revenues of more than $8 billion and 120,000 employees. By most measures, Patriarch is now the largest woman-owned business in America. Ms. Tilton, 52 years old, built her fortune from...
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...Case Study: Treadway Tire Company 1 Case Study: Treadway Tire Company Case Study: Treadway Tire Company S. LaDuew GB520: Strategic Human Resource Management Case Study: Treadway Tire Company 2 Treadway Tire Company When Ashley Wall had just finished attending a meeting at work, the plant manager Brandon Bellingham stated “we have a serious problem” (Skinner & Beckham, 2008, p.1). Wall had just presented the figures for the plants projected turnover rates for foremen the year ending in 2007. Bellingham was not happy because they had 50 foremen at their Lima Plant and in 2007 23 of those positions were turned over. When the Treadway plant closed in Greenville, South Carolina in 2006 Ashley Wall was transferred to the plant in Lima where her position was going to be the Director of Human Resources, since she already had over 10 years of work experience in the Human Resource department with Treadway Company. Wall had decided to make it her top priority to do what she could to reduce the foremen turnover rate at the Lima Plant since it had the highest foremen turnover rate out of all of the other Treadway plants in their division. Wall planned...
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...A Diagnostic Analysis of the Lima Tire Plant Sabrina D. Foster American Military University Abstract This paper will provide a diagnostic report of the Lima Tire Plant. There are many problems within this company, and without them being properly addressed the company will continue to lose employees and production will continue to drop. The main problems that I see within this company are high turnover of the line foremen due to production and morale, training within the company. I will attempt to analyze these areas through the different metaphors we have studied over the past seven weeks. I will also provide possible recommendations and solutions that may help get the company back on the right track to success. A Diagnostic Analysis of the Lima Tire Plant The Treadway Tire Company employed almost 9,000 hourly and salaried staff in North America. The Lima Tire Plant, located in Lima, Ohio, is one of eight manufacturing plants operated by the Treadway Tire Company. (Skinner and Beckham, 2008, p. 1) In 2007, The Lima Tire Plant produced approximately 25,000 passenger and light truck tires per day. The plant encompassed about 1.5 million square feet on 128 acres of land. About 1,120 people were employed at the plant – 970 were hourly employees and 150 were salaried. The hourly personnel at the plant were unionized by the United Steel Workers,...
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...We have identified Lynn Tilton to be an active and effective transformational leader who engaged in all four sets of leader behaviour. The first set is inspirational motivation. This is seen from the establishment of the company’s vision to rebuild America, one company at a time, one job at a time, in an attempt to fix the U.S economy. There is an urgent need to transform companies with portfolios of distressed debts into profitable turnarounds. This motivates employees to work towards a common purpose to save the manufacturing line. Next, Lynn Tilton exhibited idealized influence when she "started on Wall Street as a single mother, working 15-hour days and putting herself through Columbia's business school". She even has “detailed knowledge of metal alloys and machine tools”, which was considered rare for a woman. These demonstrated great commitment and persistence, which are desired influences for the company to realize its vision. Employees can therefore learn from this role model. Thirdly, individualized consideration entails behaviours associated with providing support, encouragement, empowerment and coaching to employees, by paying special attention to individual needs of followers and allowing them to self-actualise. Lynn Tilton displayed this leader behaviour by being able to quickly bond with workers with her earthy jokes. She was also seen to be liked by workers. These interpersonal connections made with employees were ways in which Lynn showed care and concern...
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...Background Treadway Tire Company is a major North American supplier of tires to original equipment manufacturers (OEMs) and replacement tire markets. They currently manufacture Treadway Primo, Treadway Performance, and other private tire brands. Treadway’s Lima Tire Plant, based out of Lima, Ohio is considered one of the company’s top plants for productivity and quality ratings. A continuous operations plant – operating 24 hours a day, seven days a week with four rotating shifts – the Lima Plant produced approximately 25,000 tires per day in 2007 alone. There are over 1100 employees at the Lima Plant location – 970 hourly and 150 salaried. The hourly employees are unionized by the United Steelworkers (USW) and are directly supervised by the salaried line foremen. The foremen possess a large bulk of the responsibilities at Lima, supervising all phases of production and quality assurance work as well as dealing with a variety of personnel, resource and administrative duties. They are often pulled in conflicting directions by the hourly employees, the union regulations and upper management. According to Brandon Bellingham, the plant manager at Lima, “Meeting performance goals is the most important duty of the line foremen.” However, the lack of proper training does not allow the foremen to successfully handle situations causing them intense pressure and a feeling of inadequacy. In the past year, the Lima Plant has experienced a high rate of foremen turnover...
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...What did the historian Frederick Jackson Turner argue about the importance of the western frontier in American history in 1893? a. The western frontier made the United States different from Europe. Correct Why did the U.S. government decide to move Indians to reservations around the mid nineteenth century? c. The government's policy of pushing the Indians further west to make way for white settlement no longer worked because there was no land left to push the Indians further west. Correct Why did the Indians sign the Treaty of Fort Laramie, which ceded some of their land to allow passage of wagon trains? d. They hoped to preserve their culture and way of life in the face of white settlement of the West. Correct What was the Comstock Load? b. The richest vein of silver ore found on the North American continent. Correct Which is the largest ethnic group in the western mining district of the U. S. in the late nineteenth century? a. Chinese Correct The Chinese men were hard workers but anti-Chinese prejudice barred them from work in which jobs? b. Mining jobs Correct What was the purpose of the Chinese Exclusion Act of 1882? c. To limit and decrease the number of Chinese immigrants to the United States. Correct Which two factors helped stimulate the land rush in the trans-Mississippi West? c. The Homestead Act of 1862 and he building of the transcontinental from the Mississippi River to the California coast. Correct What did the Homestead Act of 1862...
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...Corporation in 1986 and back to United States Steel Corporation in 2001 when the shareholders of USX spun off the oil & gas business of Marathon Oil and the steel business of U. S. Steel to shareholders. In 2001 it was still the largest domestically owned integrated steel producer in the United States, although it produced only slightly more steel than it did in 1902, after significant downsizing in the 1980s. U.S. Steel is a former Dow Jones Industrial Average component, listed from April 1, 1901 to May 3, 1991. It was removed under its USX Corporation name with Navistar International and Primerica. Formation J. P. Morgan and the attorney Elbert H. Gary founded U.S. Steel in 1901 (incorporated on February 25) by combining Andrew Carnegie's Carnegie Steel Company with Gary's Federal Steel Company and William Henry "Judge" Moore's National Steel Company for $492 million ($13.58 billion today). It was capitalized at $1.4 billion ($38.63 billion today), making it the world's first billion-dollar corporation. At one time, U.S. Steel was the largest steel producer and largest corporation in the world. In 1907 it bought its largest competitor, the Tennessee Coal, Iron and Railroad Company, which was headquartered in Birmingham, Alabama. This led to Tennessee Coal's being replaced in the Dow Jones Industrial Average by the General Electric Company. The federal government attempted to use federal antitrust laws to break up U.S. Steel in 1911, but that effort ultimately failed. Time...
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...CHAPTER The Industrial Age 17 Learning Outcomes After reading this chapter, you should be able to do the following: LO 1 Describe and discuss the development of the Industrial Revolution in America after the Civil War, concentrating on the major industries and their leaders. LO 2 Explain why the late 1800s in America have sometimes been called the “Age of Innovation.” LO 3 Describe how America’s regional and local markets merged into one truly national market, and how this influenced the consumer demand for products and services. 9781133438212, HIST2, Volume 2, Kevin M. Schultz - © Cengage Learning. All rights reserved. No distribution allowed without express authorization “ The world that had consisted of small farms, artisans’ workshops, and small factories transformed into a full-scale industrial society. ” The Art Archive / Culver Pictures As the process of ensuring political, economic, and social rights of African Americans waned during the 1870s, most Americans turned their attenNo invention had more lasting impact than the incandestion to another transformacent light bulb. tion brought on by the Civil Strongly Disagree Strongly Agree War: the Industrial Revolution. 1 2 3 4 5 6 7 During the half-century between 1865 and 1915, the United States evolved from a relative economic backwater to become the most powerful economy in the world. Industrialization played a key role in the nation’s advances, and both the Civil War and a core group...
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...Chapter 17 The Industrial Revolution Learning Outcomes After reading this chapter, you should be able to do the following: 17-1 Describe and discuss the development of the Industrial Revolution in America after the Civil War, concentrating on the major industries and their leaders. 17-2 Describe how America’s regional and local markets merged into one truly national market and how this influenced the consumer demand for products and services, as well as some of the costs associated with the transition. 17-3 Discuss the functioning of national, state, and local politics during the late 1800s. 17-4 Describe the formation of the early labor unions in the United States, including their goals, activities, and situations at the end of the nineteenth century. 290 C h apt e r 15 The Continued Move West “ The world that had consisted of small farms, artisans’ workshops, and small factories transformed into a full-scale industrial society. ” As the process of ensuring political, economic, and social rights of African Americans waned during the 1870s, most Americans turned their attenNo invention had more lasting impact than the incandestion to another transformation cent light bulb. brought on by the Civil War: the Strongly Disagree Strongly Agree Industrial Revolution. During 1 2 3 4 5 6 7 the half-century between 1865 and 1915, the United States evolved from a relative...
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...Readings for American History Since 1877 Historiography in America...................................................................................................................................................... 2 How to teach history (and how not to) ................................................................................................................................ 6 How Ignorant Are Americans? ........................................................................................................................................... 9 The West ............................................................................................................................................................................... 11 The Education of Native Americans ................................................................................................................................. 11 Bury My Heart at Wounded Knee .................................................................................................................................... 15 Prostitution in the West: .................................................................................................................................................... 17 The Gilded Age ..................................................................................................................................................................... 21 The Duties of American Citizenship ...........................
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...A C L A S S W I T H D R U C K E R This page intentionally left blank A Class with Drucker The Lost Lessons of the World’s Greatest Management Teacher BY WILLIAM A. COHEN, PhD A M E R I C A N NEW YORK I M A N A G E M E N T I A S S O C I A T I O N I AT L A N TA I I B R U S SE L S I CHICAGO I MEXICO CITY I SAN FRANCISCO D. C. S H A N G H A I T O K Y O T O R O N T O W A S H I N G T O N, Special discounts on bulk quantities of AMACOM books are available to corporations, professional associations, and other organizations. For details, contact Special Sales Department, AMACOM, a division of American Management Association, 1601 Broadway, New York, NY 10019. Tel: 212-903-8316. Fax: 212903-8083. E-mail: specialsls@amanet.org Website: www.amacombooks.org/go/specialsales To view all AMACOM titles go to: www.amacombooks.org This publication is designed to provide accurate and authoritative information in regard to the subject matter covered. It is sold with the understanding that the publisher is not engaged in rendering legal, accounting, or other professional service. If legal advice or other expert assistance is required, the services of a competent professional person should be sought. Library of Congress Cataloging-in-Publication Data Cohen, William A., 1937– A class with Drucker : the lost lessons of the world’s greatest management teacher by William A. Cohen. p. cm. Includes index. ISBN 978-0-8144-0919-0 1...
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...Barack Obama Dreams from My Father “For we are strangers before them, and sojourners, as were all our fathers. 1 CHRONICLES 29:15 PREFACE TO THE 2004 EDITION A LMOST A DECADE HAS passed since this book was first published. As I mention in the original introduction, the opportunity to write the book came while I was in law school, the result of my election as the first African-American president of the Harvard Law Review. In the wake of some modest publicity, I received an advance from a publisher and went to work with the belief that the story of my family, and my efforts to understand that story, might speak in some way to the fissures of race that have characterized the American experience, as well as the fluid state of identitythe leaps through time, the collision of cultures-that mark our modern life. Like most first-time authors, I was filled with hope and despair upon the book’s publication-hope that the book might succeed beyond my youthful dreams, despair that I had failed to say anything worth saying. The reality fell somewhere in between. The reviews were mildly favorable. People actually showed up at the readings my publisher arranged. The sales were underwhelming. And, after a few months, I went on with the business of my life, certain that my career as an author would be short-lived, but glad to have survived the process with my dignity more or less intact. I had little time for reflection over the next ten years. I ran a voter registration project in...
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