Case Study: Hiat Furniture Company

A furniture designer for Universal Furniture International started with a design for the furniture from the public domain, but then he mixed and changed the furniture style enough that they were two original pieces. UFI placed copyright on the style as a result of it. The company, Collezione Europe USA looked at the two furniture lines and produced copies that were incredibly similar. Even the UFI’s vice president could not recognize which were the imitations and which were the originals. CE’s imitations infringed on UFI’s copyrights. CE’s copies were cheaper than UFI’s originals which placed CE at a business advantage. Based on the facts stated, CE did not have the right to imitate the furniture designs of UFI. CE

This chapter explained Tenaga Nasional Berhad (TNB) company’s background which is company’s profiles includes numbers of TNB’s staffs and customers currently, field of industry, economic sector, the core business of TNB, TNB’s history of establishments, history of TNB in Alor Setar branch, objectives of TNB, TNB Alor Setar branch location, organization chart of TNB, organization or staffs of Alor Setar branch and other areas structure, explained of TNB’s logo, organization of reports meaning that the ways of reports has been write and organize and also the summary of TNB’s background.

Within organizations, large and small, there exists a sense of identity among its members that separates it from other organizations. This sense of identity is known as organizational culture. All over, managers seek to influence and change this into something that can be beneficial for the organization. In his article, “The Six Levers for Managing Organizational Culture”, Professor David W. Young defines the different elements that can influence and change the culture within the organization and how the reader can use these “levers” to their advantage. While the author does present a decent explanation for changing the culture of an organization, he leaves many questions unanswered that leaves his argument incomplete.

Internally, organizational culture, a set of important assumptions that members of an organization share in common, should be established to provide meaning, direction, and a basis for action (Pearce & Robinson, 2004). The organization would benefit if leaders promote and identify key themes and dominant values within the organization to reinforce competitive advantage they seek to maintain and build (Pearce & Robinson, 2004).

On June 17, 2016, at approximately 11:02 a.m., Hub Representative Torres, met with Witness Caridad Herrera at the Republic Furniture Mfg. Inc. located at 2241 East 49th Street, Vernon, CA 90058. After a brief discussion with Ms. Herrera, she agreed to provide a recorded statement but requested a Spanish Translator because she would feel more comfortable in providing her statement. The interview was then translated from Spanish to English with the insureds Secretary, Ms. Amelia Lopez. The details of that interview are as follows:

I have been look at Ashely Furniture website and there’re some great pieces on the website. Since the remodeling for a family with three kids I thought of comfort, mobility (if its movable), fabric, and cost. I can’t remember but do we have a budget…… are we moving the furniture in the home ourselves, if so that means more money can be applied somewhere else. Sleeper sofa= $598, loveseat= $378, coffee table=$169.99 with free standard shipping, ending tables from $74.99-94.99 with free standard shipping, t.v stand (Brasenhaus) =$398, (depending on how many) area rug=$ 59, and storage=$149. I estimated the total to be $1,900. Do you guy know what are the different parts of the project?

After reviewing our text, it suggests that changes in organizational culture will not occur until managers make adjustments in basic assumptions (Kreitner & Kinicki, 2013). The Chrysler company was in need of a major revamp given their recent financial woes. An existing organization’s culture is more difficult to transform than that of a new organization, as people are inclined to adapting to a new culture, but more resistant to change (Sims, 2000). New leadership was imperative to change Chrysler’s organizational culture and the way in which the business operated. Enter Sergio Marchionne, a man up for the challenge. Sergio Marchionne changed the basic assumptions of the Chrysler company in a few different ways. Mr. Marchionne decided that

It is important to change various aspects of organization culture when trying to institute change in organizations (Kavita, 2005). The aspects that such changes should target include the balance of power in the organizations, the organization structure that supports the framework, leadership and management styles. Organizational history is also very critical, especially if it has a progressive track record success. However, if the culture despite the changes remains aligned to the organization goals and mission the employees will adopt it and embrace change.

Greg Aziz efforts were noted immediately five years after purchase when its performance improved to 200%. It created a lot of jobs for people and realized a tremendous increase in their capacity. He is the chairman and the company’s president and has been working day and night ensuring that the dreams of the company become a reality. He studied economics at the prestigious Ontario University which is based in Western

Some employees believe that politics and power in the workplace is a game that corporate and management plays. However, games usually have rules to follow, a referee or judge, and an ending with a winner. Although politics has a winner, this game never ends, the rules are always subject to change, and there is no referee or spokesperson. Corporate traditions establish much of the biased game of politics that is played on the organizational level. Unfortunately, politics and power is a game that most employees in an organization must learn how to play.

There are three environments that are essential to the organization and they are: the internal, macro and the competitive environments. These environments together with the open systems are vital parts of an organization that should be considered in the determining the approach to adopt (Wetherly& Otter, 2014). The internal environment can be described as all the forces that are within the organization that impacts on the organization. The internal environment incorporates all the managers, workers and the resources that the organization has to assist in the daily operations. The competitive

Different and many definitions about “organizational culture” have been given since managers started to use this term at late of 80s , when it became widely known.

Abans has diversified in to number of areas even it basically started in consumer electronics business. The second generation mainly involve in shifting in to diversified areas of the business. Abans has diversified into trading, manufacturing, services, infrastructure and real estate development. Abans Group owns number of subsidiaries engage in different areas of business such as engineering ,hotels, property development ,restaurants, plantations, financial services, environmental services , auto mobiles ,security services ,logistics etc.

Organizational culture is a set of rules and standards; it through its words, relationships and gestures to guide the behavior of its members, and the leadership is to predict the future, to cultivate the behavior of the followers. The relationship between these two concepts is helpful to improve or minimize the productivity of any company (Schein, 1985).

BQ head office located in Dhahran city, Kingdom of Saudi Arabia which include two separate offices (one for the construction division and one for the rental division). The office complex (where I completed my 305 hours of practical work) is construction division office. BQ Company has a total manpower of about 3,783 people worked in different positions and roles. BQ has more than 2100 qualified personnel from various nationalities, including crane and heavy equipment operators, certified riggers (level I to III) as well as various engineers, project managers and support staff.