Enterprise failure diagnosis--论文代写范文

51Due论文代写平台essay代写范文:“Enterprise failure diagnosis”，这篇论文主要描述的是Invigorate Footwear原先是一间被顾客和市场所看好的公司，该公司拥有着非常好的盈利，并且勇于承担企业的社会责任和遵守着基本的商业道德，但该公司在2011年时，因为市场的竞争越来越激烈，导致企业的成本不断增加，为了降低企业发展的成本，该公司匆忙决定开展一个项目，因为没有充足的准备和分析，项目最终失败了，这也使该公司陷入严重的危机当中。

Invigorate Footwear was the most profitable, favorite among consumers and a company holding a reputation of high CSR and Business ethics. It enjoyed 30 odd years of excellence when in 2011 owing to high competition and increased costs it undertakes a project to lower is cost. The decision is made under pressure and haste and fails badly. The failure of the project does not only create for them an adverse reputation in the market but the entire labor force also feels betrayed and cheated. Leiber is in trouble. Profits are falling and the company is in crisis. Consumers lost their trust in Invigorate. The company that once was renowned to be an extremely socially and environmentally responsible becomes a hypocrite. Each of the sons is struggling to take over the company. Leiber has not given any influencing power to anyone of them despite their high qualification and business training. This is creating frustration among them. The company is on the verge of breaking up. There is a need for change to secure its survival. To save the 30 year old company from disappearing, much will be needed to be done.

介绍--Introduction:

The aim of the study of the mentioned case becomes to provide the necessary changes, improvements, replacements needed to let the company regain its position on which it had once been. The critical analysis will direct the company towards the achievement of its goals and objectives and the ways through which they can be most effectively gained.

Invigorate footwear, as the name suggests, aimed to provide high quality, design and comfortable footwear, initially for the higher rich class then to the mass market. Its founder, George Leiber managed to set out an example of a highly responsible employer, producer, manufacturer and consumer. The high quality manufactured shoes were produced keeping providing the employees with a generous remuneration, customers a high quality, comfortable and trendiest footwear and purchasing hides from the local suppliers making them entirely dependent upon Invigorate Footwear. Invigorate footwear continued to enjoy high profits, loyal employees, satisfied customers, high reputation of socially and environmentally responsible and supplier dependency upon it till 30 odd years.

Reaching a saturation point of its business cycle was probably inevitable for Invigorate Footwear. Increased competition of competitors entered the market by 2010. Having a competitive edge over the costs, technological changes making the manufacturing extremely resource sensitive, aging workforce of Invigorate footwear, employees reluctant to changes accompanied by falling profits suddenly threatened the survival of Invigorate Footwear. The management team piloted a project to purchase tanned leather from Vietnam to reduce costs. Later on, the news covered the highly irresponsible attitude of the Vietnam group towards it community, environment and labor laws. The mismanaged project proved to be a great disaster and proved a blow not only to the financial investment for the project but also Invigorator's reputation that it had earned over the decades.

The project created dissatisfied employees who thought they were being cheated as they were kept unaware of the project. The exclusive reputation of corporate social responsibility went down the drain in a single moment. Millions of loyal clients found their trust broken and betrayed. The suppliers were annoyed who were catering Invigorate for over the decades and relied completely on it. The sounds of 'neglected social responsibility' echoed everywhere.

The presented report will carry out a detailed analysis of the current situation of Invigorate Footwear. It will diagnose the complexities, problems and threats that Invigorate footwear is undergoing and explore opportunities existing in its business environment. Not only this, the analysis will lead to suitable conclusion to direct the company to come out of crisis and regain its position that was once looked upon as an example for all.

案例诊断 --Case Diagnosis

To correctly diagnose the case of Invigorate Foot wear, reaching the root cause of the crises needs to be identified at the initial stage. We see a flourishing, highly reputable (CSR), quality conscious and employee empathetic organization suddenly moving down the slope of its business cycle. The sudden and drastic does not have a single reason to relocate the position of Invigorate on its business cycle. To place the entire burden of the downfall upon the failure of the project carried out to reduce cost is not justifiable. A paternalistic management style within the organization followed which exaggerated the affect of the failed project. Too much confident of one's designs and 30 years of success made Leiber a little too over confident and self centered. Nearly all the stakeholders felt betrayed, not because they were provided less but they were made to expect too much. The stakeholders were too accustomed to be treated like a 'family' that was taken 'too much' care of. Failure to do so in a single circumstance, affected all of them at once, because they all were in fact 'too close' to 'their' organization. An unusual high reputation of corporate social responsibility and business ethics was too much to bear for Invigorate in an exceptional circumstance

分析--Analysis

The above diagnosis identifies some of the major causes that followed the crises of Invigorate. Provided below is the analysis of each of the issue that has contributed to the sloping position of Invigorate on its business cycle.

管理不善的项目，旨在降低成本--The mismanaged project that aimed to reduce costs

The increased competition made it inevitable for Invigorate to reduce its cost in a similar way as they had loose a great market share and much could be lost. The decision to outsource the tanning process to reduce costs was good in its nature but was not being carried out well. No evidence of research is shown before choosing the Vietnam group. Choosing to outsource seemed an abrupt decision that was thought and taken. To carry it successfully, no majors were taken. We also see no evidence of any criteria and standards that the Vietnam Company was being informed of before the deal was being made. Owing to its high reputation the responsibility of carrying the responsibility of the reputation lied on Invigorate. In addition to it the decision seems to be taken in a lot of pressure without the support of effective and strategic management.

管理风格--Management style

Although Leiber was popular among stakeholders, he lacked in some aspects which became too significant is some circumstances, as during the outsourcing project.

Employees were offered a generous remuneration. As Taylor believed in the 'economic man', a part of Leiber also seems to be. On the contrary Herzberg has rejected this idea. He considered forces apart from money that keeps workers motivated (Stimpson 2002). The case provides evidence that Leiber possessed the thought of both the theorists. Leiber carried environmentally and socially friendly manufacturing and production. He offered a handsome rate to his employees whilst taking care of their other nonmonetary needs but lacked behind in an aspect that is described my Herzberg as a motivator. The entire power of decision making was owned and kept my Leiber. His son's were fixed at high positions but no influencing power is what they had. Highly qualified though, Leiber does not wish to recognize their abilities and immediately rejects any ideas, creativity and designs put forward that did not match his ideas. Apparently employees enjoyed being a part of Invigorate and felt it an honor which reflected a lassize faire style but had deep roots of paternalistic leadership which embossed upon the failure of the project.

不受欢迎的想法--Unwelcomed ideas

Leiber is not seen to have been encouraging young blood and advanced creativity with changing styles into his company. He reflects an image of a manager who thinks 'I am always right': total control over deign and its approval'. Design is the main focus in this consumer oriented market. Tastes change among generations. Leiber ignorance towards other creative ideas of his employees may not prove a good approach in future. His young children have the relevant knowledge and a little training will enable them to cope up with the changing market trends of their generation

高期望 --High expectations

A very high reputation among public in all aspects is not always too favorable. The greater you prove yourself, the greater expectations from the public. This makes one undergo a typical pressure which makes him responsible of acts that may be acceptable in case of others but not you. In short, Invigorate has been expected 'too much' from all of its stake holders. Suppliers seemed to have been relying solely on Invigorate, consumers highly impressed by the quality, design and its CSR and employees too much taken care of.

新技术的引入--The introduction of new technology:

Increasing high completion and costs makes it necessary for Invigorate to go for new and advanced technology. It is natural for employees for any company to remain reluctant to a decision that may replace their skills. We see Leiber is finding difficult to delayer its aging staff and feels under pressure to introduce the new technology. Under this pressure the project seem to be piloted. He also fears labor unions. These employees may become liability to Leiber instead of asset. As Herzberg, Adam, Maslow and Elton Mayo described the factors affecting the motivation levels in employees should be followed strictly in order to come out of this critical situation (Kinicki 2003). Labor forms the largest asses for any organization and at this moment Leiber cannot afford to lose loyal, trained and skilled workforce.

结论和建议--Conclusion and recommendations

We will draw conclusions and recommendations on the basis of the analysis and the SWOT (see appendix 1)

The detailed picture of the case reveals some areas of management not dealt with expertise. To come out of this crisis following recommendation shall be made:

We see the leadership style to be paternalistic but keeping the employees satisfied and motivated following Taylor's (Miller 2008) and Herzberg's theory (Stimpson 2002) Leiber should employ a more democratic style and let his sons contribute to the company to ensure the survival of the company in the future.

Leiber should understand that the younger blood, if encouraged to participate will be able to drive the company successfully to the future. This is because they are well aware of the changing styles and trends of the younger generation. Leiber employs a traditional approach to design. Creativity should become a part of the organization where designs are the main focus. Similar patterns will not only create boredom among the consumers but they will seek to competitors designs who may offer something different.

It is beneficial for Leiber to adopt new technological change which will lower his cost. The decision needs to be made after proper planning and excessive research. As for the reluctance from the workforce, it should be handled strategically. This may mean to offer employees shares of the Invigorate Footwear to those who have been made redundant. Those workers retained by the company can have an open discussion with Leiber for the company's future plans. This will motivate them and will develop the trust in the company again.

It is also advisable for the company to devise a policy that would help them bear the expectations from the stakeholders owing to their 'too high' reputation. They should adopt behavior, attitudes and policies that 'just' make them a socially responsible company that follows labor laws and is well aware of the business ethics. These attributes should not be carried by the company at an extraordinary level.

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