...CASE ANALYSIS OF JAMIE TURNER SUB: ORGANISATIONAL BEHAVIOUR GROUP NO. : 7 Overview of the case Jamie Turner is a management graduate hailing from Scranton, Pennsylvania who is working with Modern Lighting Industries Inc. He worked at Wolf River and Lambowland.com earlier and had found opportunities wanting there. Although both the companies were paying him well, he quit for different reasons. He thought he was stagnating in product management in Wolf River, so he went in search of a better opportunity. Although he found one in Lambowland.com, he learnt that the company had some serious cash flow binds and he had to leave that as well, and found himself in a job search in less than 18 months. Then he learnt about MLI and Cardullo, and after a few meetings with him, realised that this was what he was searching for. MLI, a struggling regional distributor of industrial lighting systems and equipment based in Chicago, has recently been acquired by a division of the much larger San Diego-based Specialty Support Services (Triple S). Cardullo, the president of MLI, is the chief proponent of the Triple S acquisition, and he has told Turner to revive MLI, implying that if Turner succeeds he will soon advance to company president. However some time into the company he realised that he had got more than he bargained for. He felt things were moving on too fast and he would not be able to handle them at this speed. He took on the sales management responsibility only after a few...
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...JAMIE TURNER AT MLI, INC. CASE ANALYSIS Joia M. Collins Problem: Jamie Turner accepted a position at MLI under the impression that he would have full autonomy and fast advancements but has since ran into some management and personal style issues with is boss and president of MLI Pat Cardullo. Hypothesis: 1. It may be that there is a conflict in personal style which is causing Jamie Turner and Pat Cardullo to not work well together. 2. It may be the conflicts arising are from generational differences because of the age difference between Jamie Turner and Pat Cardullo. 3. It may be that Jamie Turner and Pat Cardullo’s beliefs and values are different. Jamie Turner is a feeler; he is concerned with the feelings of the individuals he works around. Jamie Turner noticed that while visiting MLI he was not introduce to any of the employees he would be working with and that concerned him. Jamie Turner was also very concerned with the fact that Pat Cardullo wanted to fire Tim Kelly because he felt he was incompetent because Jamie Turner valued the fact that Tim Kelly had excellent relationships with all the longtime salespeople and also because Turner found Kelly to be dependable and helpful. Turner tends to think about the how his decisions are affecting those around him. For example, when Turner had to make the difficult decision to fire the sales team he briefly noted how it made him feel horrible and then immediately noted how the decision was having a positive...
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...Jamie Turner, competent but capricious James Kim & Abbey McDowell Texas A&M University MGMT 372 Dr. Chiaburu 04/20/2014 Modern Lighting Industries, Inc., MLI is a family owned organization that sells lighting units and bulbs to office and warehouse. It has recently been acquired by Specialty Support Services (Triple S) from several financial setbacks due to the death of its founder. It is based outside of Chicago, with fabrication and systems assembly facilities in Illinois, Missouri, and Mexico, and sales and distribution centers in Kansas City and Chicago. There are four departments in this company which are Directing, Controlling, Marketing/Sales and Operations. The company was desperately needed for its vice president position to be filled. So, its new president followed by founder, Pat Cardullo offers to recent unemployed, Jamie Turner with bonuses and possibility of promotion. Turner accepts the offer carelessly, and problems arise. (Intro ends) Jamie Turner, 32 with MBA, started his first job at Wolf River which sellspaper products. He soon became product manager and then senior product manager in three years. He was really successful in Wolf River, but applying same procedures repeatedly made him feel like stagnating and Turner started wanting to challenge himself with autonomy. Looking for a challenge, Turner finds a position at Lambowland.com, a new Internet-based sports shop company. Blinded by new challenges that he sought and benefits such...
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...19155. JAMIE TURNER AT MLI, INC. HARVARD BUSINESS BRIEF CASE 4254 SOLUTION. This paper provides a Berkeley Research analysis and case solution to a Harvard Business organizational behavior case study by John J. Gabarro and Colleen Kaftan on interpersonal, organizational and managerial difficulties at Modern Lighting Industries (MLI), a struggling regional distributor of industrial lighting systems and equipment in Chicago. The case focuses on conflicts between MBA graduate and newly recruited Vice President of Marketing Jamie Turner and MLI’s President, Pat Cardullo. The analysis includes problem identification, problem analysis, identification and assessment of alternatives, and recommendations. APA Style. 12 pages, 11 footnotes, 5 bibliographic sources. 3,340 words. About Berkeley Research Case Solutions: Berkeley Research has offered authoritative case solutions to Harvard Business School case studies since 1984. We also feature solutions to case studies from other leading graduate business schools including Stanford, Darden, Wharton and Ivey. Our case solutions feature in-depth analysis drawing on appropriate analytical tools including S.W.O.T., P.E.S.T. and Five Forces analyses, and include secondary references from scholarly journals and leading business periodicals. We do not offer student-written essays; all of our case solutions are professionally written by MBA and DBA –degreed writers with proven aptitude and long experience in writing insightful case solutions. Unlike...
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...FEBRUARY 9, 2011 JOHN J. GABARRO COLLEEN KAFTAN Jamie Turner at MLI, Inc. “Had I known how hard this job would be, I might have thought twice about leaving the one at Wolf River,” Jamie Turner reflected as he waited for his boss, Pat Cardullo, to arrive at the office on a blustery September morning. At 32, Turner was struggling in his third marketing management position since completing his MBA six years earlier. Only six months into his current assignment at Modern Lighting Industries, Inc. (MLI), he was starting to worry that his string of previous successes had hit a serious snag. Working for Cardullo had become as confusing, unpredictable, and frustrating as anything he’d ever experienced. When Cardullo, president of MLI, had interviewed Turner and invited him to join the company as vice president for marketing and sales, Turner had found the older man smart, friendly, even charismatic. Cardullo had offered him a free hand in reorganizing the marketing area, and had all but guaranteed that Turner would take over as president within two years. Before long, however, things began to go wrong: Cardullo started to seem distant and critical, and he intervened frequently in marketing decisions, sometimes undermining or even reversing Turner’s decisions. The turnaround Cardullo was attempting to engineer at MLI had stalled, sales were again declining, and things in general were rapidly deteriorating. Turner didn’t know whether to be happy or anxious—or both— when...
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...1. How did Turner get himself into this particular predicament? Solution: The following reasons form the root cause of Turner being so indecisive about his position at MLI towards the end of the case: Firstly, Jamie Turner earlier worked at Wolf River, where departments such as control, budgeting, planning and similar tasks were well supported. When he was allowed autonomy and was all on his own, he could not get enough time to prepare himself for all the challenges that were posed for his position and he ended making hasty decisions based on his prior experience. Secondly, his differences with Cardullo regarding their views on the cash flow problem, pricing halogen bulbs below the break-even point with reduced margins, and their other arguments left Turner in distaste and anger. Turner’s strategy of reducing production cost and lesser margins did not go well with Cardullo who wanted higher margins for his products. Moreover, Turner was initially indecisive about joining MLI given the financial situation of the company and other complexities that a merger had created. Also, he was not really keen to go into industrial marketing. He did not weigh the positives and negatives completely before accepting the offer at MLI and started repenting his decision after just a few months into the company. All these things along with the problem of dealing with Julie Chin, lead to this particular predicament. 2. What did Pat Cardullo and Jamie Turner each initially bring to the situation...
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...Discover and explore jamie turner case analysis predicament on Yahoo.com. How To jamie turner case analysis predicament - Search for How To jamie turner case analysis predicament Yahoo.com/jamie turner case analysis predicament Discover and explore jamie turner case analysis predicament on Yahoo.com. See recommendations from your friends: Facebook | Twitter x • help • privacy • terms Search Results 1. Jamie Turner Case - Essays - Yayayaa www.termpaperwarehouse.com › Business and Management o Cached o Similar May 4, 2014 - Read this essay on Jamie Turner Case . Come browse ... Case 2: Jamie Turner at MLI, Inc ... How did Turner get himself into this predicament? 2. Jamie Turner_百度文库 wenku.baidu.com/view/4695dfcf5fbfc77da269b186.html o Cached o Similar Nov 30, 2012 - Problem Statement Jamie Turner joined the MLI Company as vice ... Analysis In the case, there are five major conflicts between Jamie and ... 3. [PDF]“Jamie Turner at MLI, Inc.” Discussion Questions - Timothy A ... www.timothy-judge.com/.../JamieTurnerDiscussionQuestions3.pdf o Cached o Similar How much of Jamie Turner's predicament would you attribute to mistakes he made? 3. ... How should Turner approach Cardullo at the end of the case? 5. 4. Jamie Turner at MLI, Inc. - Case - Harvard Business School www.hbs.edu/faculty/Pages/item...
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...Vivek Pandey( P141051) PGPM(E) 1. How did Turner get himself into this particular predicament? Reasons:a) Turner’s sudden decision of taking the job at MLI was very fascinating but he was not thinking thoroughly of his capability of doing industrial marketing which is totally different from his past work in which he is expert. b) Jamie Turner was overloaded and trusted with many responsibilities at the early stage of his job. He needs time to absorb all the information and get an understanding of a segment entirely new to him. c) Turner faced unpredictable behaviour from Cardullo in matter relating to pricing and expansion plans he proposed. Cardullo was very judgemental and rude to his subordinates. He sees people as either competent or incompetent. d) Lack of communication between Turner and Cardullo as Turner without consulting Cardullo for approval of large scale of excess inventory halogen bulbs at below the breakeven point which made Cardullo feel Turner is bypassing him. 2. What did Pat Cardullo and Jamie Turner each initially bring to the situation at MLI that should seem to ensure success? Failure? Reasons a) Hierarchy conflict in organisation as while working at his first job out of college Jamie’s boss had taught him cardinal rule when handling subordinates “Praise in public, censure in private.” b) Jamie Turner’s decision in price of large scale of excess inventory without consulting Cardullo created egoistic problem. c) Lack of communication and understanding...
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...Case Study: Jamie TurnerThis case study covers the hurdles faced by Jamie Turner, an upcoming VP of marketingand sales at MLI. He started his career at Globalbank after which he did his MBA from one of the top universities in the USA. After graduation he joined Wolf River Paper where he had asuccessful career for five years but was unhappy with the monotony of the job and the rigidhierarchy. He then joined Lambowland.com a start up internet based company as the VP of planning and marketing. He had a successful stint over there as it gave him the autonomy hedesired, but after eighteen months the company faced serious cash flow issues which forced himto search for a new job. This led him to MLI, a family run business which had been recentlytaken over by a billion dollar conglomerate, Specialty Support Services.The President of MLI, Pat Cardullo was looking for a person who could take over theoperations at MLI as soon as possible. He appeared welcoming of Turner’s ideas in thebeginning but soon their working relationship started to deteriorate and couldn’t meet eye to eye on most decisions.Though both Cardullo and Turner were competent managers, they had completelydifferent styles of working and their assumptions and expectations were not consistent with eachother. Cardullo believed that each department worked independently of each other and withminimal interactions. While Turner was of the opinion, all departments should support eachother and function with more interdependence...
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...Abstract Jamie Turner is a MBA graduate from Scranton, Pennsylvania who has recently joined Modern Lighting Industries Inc (MLI) with designation of vice-president for marketing/sales. Earlier, he worked at Wolf River and Lambowland.com and quit both companies for different reasons, although the compensation is good for him. Jamie Turner was in search of better opportunities and finally landed at MLI thinking that this is what he is searching for. But it was only after his six months stay and meetings with Cardullo at MLI, he realized that his previous successes in earlier companies may go in vain because of his lack of survival and success at MLI. MLI is a family-owned organization who is a distributor of industrial lighting systems and equipment based in Chicago. The company has recently been acquired by a division of the much larger San Diego-based Specialty Support Services (Triple S). Pat Cardullo, the president of MLI, has told Turner, during his appointment as VP to study and reproduce the best possible results at MLI to stop its downfall. He also stated that if Turner succeeds he will soon advance to company president. The current situation is that Turner’s opinions at MLI has developed gap between him and Cardullo and also soured relationships in the company. Differences developed between Turner and Cardullo in ideology and making decisions which has resulted in decline of sales and deterioration of the company’s market values. Turner asked Cardullo to join him for...
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...4254 FEBRUARY 9, 2011 JOHN J. GABARRO COLLEEN KAFTAN Jamie Turner at MLI, Inc. “Had I known how hard this job would be, I might have thought twice about leaving the one at Wolf River,” Jamie Turner reflected as he waited for his boss, Pat Cardullo, to arrive at the office on a blustery September morning. At 32, Turner was struggling in his third marketing management position since completing his MBA six years earlier. Only six months into his current assignment at Modern Lighting Industries, Inc. (MLI), he was starting to worry that his string of previous successes had hit a serious snag. Working for Cardullo had become as confusing, unpredictable, and frustrating as anything he’d ever experienced. When Cardullo, president of MLI, had interviewed Turner and invited him to join the company as vice president for marketing and sales, Turner had found the older man smart, friendly, even charismatic. Cardullo had offered him a free hand in reorganizing the marketing area, and had all but guaranteed that Turner would take over as president within two years. Before long, however, things began to go wrong: Cardullo started to seem distant and critical, and he intervened frequently in marketing decisions, sometimes undermining or even reversing Turner’s decisions. The turnaround Cardullo was attempting to engineer at MLI had stalled, sales were again declining, and things in general were rapidly deteriorating. Turner didn’t know whether to be happy or anxious—or both— when Alan...
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...successful integration of a new employee or manager. In this respect, it is possible to refer to the case of Jamie Turner at MLI, Inc. Description of the case situation In fact, Turner has just joined the company and he is a new team member in the company. He has taken the position of the vice-president and he works under Cardullo, who holds the position of the leader in the organization. However, Cardullo viewed people as either competent or incompetent and he had a very specific management style. In fact, Cardullo could not perceive people somewhere in between but either competent or incompetent. Therefore, if Cardullo considered someone incompetent, this individual would hardly gain his recognition and respect. At this point, it is worth mentioning the fact that Turner had a different management style compared to Cardullo. Turner’s management style was more flexible and creative. Therefore, Turner wanted to develop a management style different from that of Cardullo. However, he had little knowledge of the company and he was a completely new man in the company. In fact, Cardullo did not introduce Turner anyone in the company. Hence, he had to develop relations with his subordinates and other professionals working in the company on his own. Cardullo ignored the fact that Turner needed his assistance to establish positive relations with other professionals working in the company. case study At the same time, the company was still struggling financially that needed effective decisions...
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...About the Instructor: (Please provide email ID):poornima.gupta@greatlakes.edu.in No. of contact hours : 20 (Twenty Hours) Session Duration : 90 Minutes. 1. Course Objective and Scope : 2. Required text Book : Robbins & Judge 13th Edition, Organizational Behaviour Additional Readings : will be given 3. EVALUATION COMPONENTS : |Components of Evaluation for the Course |Percentage Distribution for the Component | |Class Participation | | |Quizzes (please mention the number of |20 (three, best two will be taken) | |quizzes that you wish to do and scores for | | |each quiz) | | |Assignments |20 | |Project |20 | |Mid Term Examination | | |End Term Examination |40 | |Other | | |Total |100 | Please note that evaluation components will not undergo change during/after the course...
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...This article is a detailed, academically supported body of work, designed to retort the following questions: How and why are semantically sexualised women used as a perceptive marketing stunt’ and ‘what role does the media play in legitimizing gender discrepancies through framing and cultivation strategies? Coaxed by the issue of female objectification in the mass media, the following research was conducted both practically, and theoretically, to overtly annunciate the social and democratic problems associated with advertised female subordination. The relative research involves a semiotic analysis of two sources, coupled with a survey of 40 candidates of varying ages. Furthermore, theoretical mechanisms of media framing and cultivation have been deconstructed throughout this article to uncover the impact of magnified female subordination on the domestic expectations of children and young adults. Through the collection of data, it was able to be conclusively recognized the impact of objectification on social attitudes. Results had shown the many conceptions concerning the female purpose, these include; a woman’s role as a domestic and sexual slave to her male partner. Through the convergence of data, semiotic analysis and academic theory, it may be meticulously understood how female objectification in the mass media is a social complication in the construction of an egalitarian future. ‘Women’s bodies are predominantly valued for its use to others’ Fredrickson & Roberts 1997 ...
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...mix. Coca Cola is a global company, therefore, it is important the brand is relevant locally also. To do this is to treat each country differently, while keeping and communicating the same message and brand architecture (www.coca cola.com). Pepsi Cola’s plan for how the company advances and manages its brand, is similar to Coca Cola, in that Pepsi Cola is also global and maintaining relevance locally and globally in products that appeal to local tastes and needs, and also working with local supply chain and encouraging people to live balance and healthy lives (www.Pepsi Cola.com). Coca Cola and Pepsi Cola Company marketing strategy In reading the 60 marketer, Coke vs. Pepsi: Why Coke is a More Valuable Brand than Pepsi, the founder, Jamie Turner states that when you think about Coke you think of more grounded traditions, like America, red, white and blue and Cokes original song, “I’d like to teach the world to sing” and in thinking about Pepsi, one thinks about trends like, Michael Jackson and the new generation. In reading the article, Coke’s marketing strategy is aimed at adults and Pepsi’s marketing strategy is aimed towards kids, the “new...
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