Stone Finch notes
Stone Finch, Inc.:
Jim Billing Best Leader
Risk Taker
Energetic
Social
Hands on Leadership
80°/° of employees followed him
Assessment of Jim Billing’s performance as president of Stone
Finch Billings showed innovation but he made very radical changes.
He wanted to start reward scheme for motivating the employees and he did it but in an unfair manner.
He decentralized the authority.
Assessment of the entrepreneurial subsidiary concept
Conducting subsidiaries is a good opportunity for workers to help the company in different areas as well as in technological innovation.
Bringing new options and initiatives which can generate unique strategies.
Putting the workers in action who had been performing poorly and had been discouraged for their initiatives and effort.
To give incentives to the employees who have been generating great ideas for encouraging their work in a better way. In this way employees could have a better position, a better salary (if they are successful) and better recognition.
Problems
lacked support from the whole team lack of communication in the environment
Contradictions regarding the management of the existing products and innovation simultaneously
Motivate employees by adopting various methods such as periodic assessments, monetary and non-monetary incentives, bonuses, etc which was not working successfully.
Action Plan:
Having a strong relationship between the two divisions of Stone Finch will help the company excel in technological innovation. - Employees working under Eli Saunders do not have the same opportunities for extrinsic rewards that others do. Jim Billing should build trust among his employees and customers, this will make Stone Finch stronger. Stone Finch also needs to change the infrastructure of its two divisions.
Adding a program of training and skills development in the organization for employees will seek growth opportunities within the organization.
To work on the culture of company that can motivate the
Jim Billing Best Leader
Risk Taker
Energetic
Social
Hands on Leadership
80°/° of employees followed him
Assessment of Jim Billing’s performance as president of Stone
Finch Billings showed innovation but he made very radical changes.
He wanted to start reward scheme for motivating the employees and he did it but in an unfair manner.
He decentralized the authority.
Assessment of the entrepreneurial subsidiary concept
Conducting subsidiaries is a good opportunity for workers to help the company in different areas as well as in technological innovation.
Bringing new options and initiatives which can generate unique strategies.
Putting the workers in action who had been performing poorly and had been discouraged for their initiatives and effort.
To give incentives to the employees who have been generating great ideas for encouraging their work in a better way. In this way employees could have a better position, a better salary (if they are successful) and better recognition.
Problems
lacked support from the whole team lack of communication in the environment
Contradictions regarding the management of the existing products and innovation simultaneously
Motivate employees by adopting various methods such as periodic assessments, monetary and non-monetary incentives, bonuses, etc which was not working successfully.
Action Plan:
Having a strong relationship between the two divisions of Stone Finch will help the company excel in technological innovation. - Employees working under Eli Saunders do not have the same opportunities for extrinsic rewards that others do. Jim Billing should build trust among his employees and customers, this will make Stone Finch stronger. Stone Finch also needs to change the infrastructure of its two divisions.
Adding a program of training and skills development in the organization for employees will seek growth opportunities within the organization.
To work on the culture of company that can motivate the