WEYMOUTH STEEL CORPORATION Case Overview: Weymouth Steel Corporation in September‚ 1990 is having a critical time in finding out the ways to communicate the bad and good news to its salaried employees. An erroneous selection of time and communication channel selection may demoralize the workforce completely resulting in a disaster for the company. The good news is that the company management has decided to increase the salary and benefits of almost all the salaried employees regardless of their
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WEYMOUTH STEEL CORPORATION Weymouth Steel Corporation is currently in the sort of dilemma which may turn into a disaster for the company. However‚ given the situation if the top management is able to inspire its employees (who survive this downsizing) with a vision and hope for the rejuvenation of the company; this dilemma can easily become a pivotal time for its success. Once the bad news is broken and the downsizing process starts‚ stress is inevitable; for both the employees who will be terminated
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Johannsen Steel Company (JSC) initially focused on high-quality‚ high-carbon‚ and high-margin steel wire and ever made big success. In 1946 it was sold to West Virginia Steel (WVS) and then experienced the shocking change of steel industry during 1960s and 70s. Facing the pressure of competitors‚ JSC began to intend to expand sales and cut cost to maintain its profit level. As a result‚ the sales revenues kept increase‚ but the net profit was very low (no more than 2%). JSC now has to make some
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HR in the Target Corporation Introduction Human resource is an appellation used in referring to the workforce of an organization or company. Human resource management is involved in the act of putting together employees in an organized manner to assure the objectives of the organization are achieved in a competent and experienced manner. Human resources are the most important services of any organization since they are the catalysts of non-human resources and the medium for developing competitive
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Situational Analysis Steel Door Technologies‚ Inc. (SDT) is experiencing growing pains. This privately held corporation is regionally based and moderately sized. SDT has recorded sales gains in each of the past ten years that exceeded the industry growth rate and have added 50 dealers in the past decade. This growth has catapulted SDT to the brink of becoming a large corporation with an ever increasing geographical footprint. On one hand‚ SDT has enjoyed a better than average growth rate. However
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Case Overview: Weymouth Steel Corporation in September‚ 1990 is having a critical time in finding out the ways to communicate the bad and good news to its salaried employees. An erroneous selection of time and communication channel selection may demoralize the workforce completely resulting in a disaster for the company. The good news is that the company management has decided to increase the salary and benefits of almost all the salaried employees regardless of their grades while on the other
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| | INTRODUCTION The Bethlehem Steel Corporation (1857-2003)‚ base in Bethlehem‚ Pennsylvania‚ once was the second largest steel producer in the United States (after Pittsburgh‚ Pennsylvania-based US Steel). But following its 2001 bankruptcy‚ the company was dissolved and the remaining assets sold to International Steel Group in 2003. In2005‚ ISG merged with Mittal Steel‚ ending US ownership of the assets of Bethlehem Steel. During its life‚ Bethlehem Steel was also one of the largest shipbuilding
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President October 20‚ 1990 TO: Weymouth Steel Corporation Salaried Employees I am writing to tell you about two important matters. One is extensive improvements in your compensation and benefit programs. The other concerns the need for the company to make sizeable reductions in its overall operating costs in the U.S. The compensation and benefit improvements include substantial base salary increases for eligible General Salary Role employees; more liberal adjustments in the cost-of-living
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HR MANAGEMENT : LOOKING INTO THE FUTURE INFOSYS Since the dawn of the millennium‚ Infosys expanded at an incredible rate both in terms of size and scale (doubled its size every 20minutes) .The management was unable to cope up with the expectations of the employees and the employees felt they were being left out of the employee favorable culture Infosys was always known for. Most of this was experienced when Infosys‚ while expanding from a “large” small company to a “small” large company‚ brought
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Group Report Maureen Frye at Quaker Steel and Alloy Corporation What were the mistakes made by Maureen Frye? Frye made several mistakes with respect to her initial attempt to implement change‚ however there are wider company issues beyond Frye’s immediate control that also contributed to the failure of her initiative. Having seen her original memo attract criticism for its arbitrary nature‚ Frye failed to fully comprehend the reasons for the initial rejection of her proposal‚ when
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