Task 3 SEMCO came into being in 1912 by Antonio Semler‚ at that time SEMCO was a centrifuges producing company‚ in 1980 his father retired from the company and handed over to his son Ricardo Semler . Ricardo Semler is the CEO of SEMCO‚ when he took over the company‚ he got very stressed because of the disastrous situation of the company plus he wanted to end the autocratic leadership style that his father had adopted as being the CEO of the company. On his first day in SEMCO he fired the majority
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decentralized‚ participatory style. Let us study in brief. History of SEMCO SEMCO‚ A Brazilian manufacturing company‚ invented by the founder’s entrepreneur son‚ Ricardo Semler‚ turning it into one of the worlds most unusual and admired workplaces. SEMCO’s headquarters is located in São Paulo‚ started in 1952 by Ricardo’s father‚ Antonio Semler‚ with a small patent for a centrifuge that could separate lubricating oil from vegetables‚ later growing under the entrepreneur’s hands into one of those countries
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crucial element in business‚ can be defined as “a process of influencing the activities of an organized group toward goal achievement” (Yukl‚ 2013‚ p.76). There are four main types of leadership styles: the autocratic‚ democratic‚ paternalistic and laissez-faire leadership styles. Daft (2008‚ p.44) suggests that “the extent to which leaders should be boss-centered or subordinate-centered partly depends on organizational circumstances.” After taking into account the organizational circumstances‚ companies
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managing styles. The articles look at how three very important people keep a handle on their employees. Steve Jobs co-founder of Apple and his non-text book approach to an autocratic managing style‚ CEO of Google Eric Schmit and his laissez-faire catastrophe and Ricardo Semler CEO of SEMCO and his participative ways that surprisingly seem to be working. All run in different markets and have created their own rules to follow. They are the companies paving the way and demonstrating how to be successful
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want to know where SEMCO is headed. It doesn’t unnerve me to see nothing on the company’s horizon. I want SEMCO and its employees to ramble through their days‚ to use instinct‚ opportunity‚ and ingenuity to choose projects and ventures. - Ricardo Semler‚ CEO‚ SEMCO1. Admiring though many are‚ few have tried to copy him. It seems that the way he works‚ letting his employees choose what they do‚ where and when they do it‚ and even how they get paid‚ is too upside-down for most managers‚ But
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Plymouth MBA: a case study on Ricardo Semler of SEMCO Leadership and Corporate Social Responsibility Ayisat akande Justina Brown - biney Christopher Harpe Introduction From the dawn of time‚ the world has been shaped and changed through the efforts of leaders. Their foresight and vision has lead to some of the most amazing discoveries mankind has seen‚ as well as the darkest moments of humanity. Leaders range from the religious in the likes of Jesus Christ‚ to the political leaders like
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University of Redlands School Of Business Masters of Business Administration Is laissez-faire dead? The New Economic Thought of Ben Bernanke By Eyitejumade A. Sogbesan Abstract The Feds failure to recognize an economy moving towards the choke-hold of a recession due to the immense pressures from the credit bubble‚ increase in number of mortgage foreclosure‚ the weak exchange rate of the US dollar and the higher crude oil trading might be the “invisible hand” that Adam Smith predicted
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Radical Leadership (Ricardo Semler) 1. Describe Ricardo Semler’s leadership style. What do you think the advantages and drawbacks of his style might be? Ask your students to select two leadership models that would help to portray Ricardo Semler’s leadership style. In his own words‚ Semler is the “leading proponent and most tireless evangelist” of participative management. He places little emphasis on traditional features of corporate management as he avoids written rules‚ policy manuals‚
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By encouraging a flat organizational chart‚ participative decision-making processes‚ rational-critical approach to power‚ and using a concertive control in organization communication‚ Ricardo Semler transformed Semco’s culture from a classical management approach to a critical approach. When Ricardo Semler arrived at Semco‚ his father‚ a traditionalist‚ had a classical management approach to organizational power. Work attire for leadership was suit and tie‚ all executives had their own secretaries
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RICARDO SEMLER AND SEMCO S.A. * Mr. Ricardo Semler‚ One of the youngest ever MBA graduate from Harvard took control of his parental business at the age of 24. * He renamed the company SEMCO‚ implemented the aggressive product diversification strategy and consequently within 6 years SEMCO transformed to $100 million Company from $35 million. * Right from the first day he was focussed to diversification as his belief was that diversification in other product line can save the future
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