An employee ownership program that rebuilt success

Article Abstract:

Originally a subsidiary of International Harvester, Springfield Remanufacturing Center Corp. is an employee-owned remanufacturer of engine components. Sales increased from $16 million in 1983 to $30 million in 1985, and the number of employees increased from 115 to 390, after the management buyout of 1982. Springfield attributes it success to high quality control backed by employee commitment. The company's open management style allows employee access to corporate financial information, and there is an overall emphasis on human relations and communications. As profits and the value of corporate stock rise, the employee stock trust fund grows. Bonus programs reward successful cost control, which is decentralized. Management uses a 'games' approach to transform dull daily activities into enjoyable ones.

Motor vehicle parts and accessories, Internal combustion engines, not elsewhere classified, Case studies, Mergers, acquisitions and divestments, Employee ownership, Management buyouts, Leveraged buyouts, Navistar International Corp., Springfield Remanufacturing Corp.

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The service imperative

Article Abstract:

Total customer satisfaction is an important company goal for many firms, and one company that has increased success by focusing on customer service is Motorola. Motorola has achieved positive results by studying their customers using a diagnostic tool called quality function deployment (QFD), which collects customer data and integrates it into process and production requirements, designs, and materials. The QFD process helps reduce design time, cost requirements, and costs. Other techniques used by Motorola include benchmarking and verifying proposed improvements. Firms wishing to introduce total customer satisfaction should utilize a few quality service suppliers, focus on total cost of purchases rather than lowest bids, and emphasize high quality service.

Management, Motorola Inc., Customer service, Customer relations

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Survival tactics: coping with incompetent bosses

Article Abstract:

An inferior boss may cause the workers under him or her to rebel. There are various types of superiors in business who present themselves as inferior to the workers. They may attempt to exert their power needlessly, they could stunt the profession development and growth of the employee, and they tend to decide all matters which will reduce the employee to a glorified gofer.

Social aspects, Analysis, Human resource management, Labor relations, Labor supply, Labor force, Executive ability

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