Across the board leadership and new value development organizes changing companies
Summary :
Table of Contents
- Introduction
- Key course concepts
- Employee motivation
- Organizing for success
- Outsourcing
- Companies researched
- Wal-Mart
- Melaleuca
- ICS cleaning
- Diversified Natural Products, Inc. (DNP)
- Dell
- Comcast
- Bank of America
- Delta Airlines Inc
- Exxon Mobil Merger
- SBC Communications and AT/T Merger
- Conclusion
- References
Abstract
InterClean, a major sanitation competitor realizes that in today's environmentally friendly atmosphere, customers express increased interest in solutions and services (rather than products) to contour cleaning endeavors. InterClean, through its reorganization, hopes to offer increased turnkey solutions in the form of employee training, regular monitoring, in addition to info-sharing of new regulations (full cleaning contracts in some instances). InterClean's future profitability depends on satisfying this rising demand. Leading companies like InterClean, who rely on customer solutions/service and personalization to court the customer, often seize a greater share of customers through enlarging product offerings and tailored, differentiated services.
In an effort to regroup, InterClean will conduct employee appraisals and after assessing the results, HR may realize the need for internal organizational changes to assist in an easier changeover. Since InterClean acquired EnviroTech--an environmentally-conscious domestic competitor--competitive effective policy development in human resources proves even more instrumental. This paper will explore the green initiatives taken by the following organizations: (1) Wal-mart and Melaleuca; (2) ICS Cleaning and Diversified Natural Products, Inc. (DNP); (3) Dell and Comcast; (4) Bank of America and Delta Air Lines; and (5) Exxon Mobil and SBC Communications/ AT&T. After reviewing the growth and issues derived from these organizations, this paper will assess how their decision to go 'green' is comparable as well as contrasting to that of InterClean.
In an effort to regroup, InterClean will conduct employee appraisals and after assessing the results, HR may realize the need for internal organizational changes to assist in an easier changeover. Since InterClean acquired EnviroTech--an environmentally-conscious domestic competitor--competitive effective policy development in human resources proves even more instrumental. This paper will explore the green initiatives taken by the following organizations: (1) Wal-mart and Melaleuca; (2) ICS Cleaning and Diversified Natural Products, Inc. (DNP); (3) Dell and Comcast; (4) Bank of America and Delta Air Lines; and (5) Exxon Mobil and SBC Communications/ AT&T. After reviewing the growth and issues derived from these organizations, this paper will assess how their decision to go 'green' is comparable as well as contrasting to that of InterClean.
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