Business // Case Analyses: Whirlpool Corporation and Corning Incorporated
Case Analyses: Whirlpool Corporation and Corning Incorporated
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Whirlpool Corporation
Summary and Analysis
In the heist of increased competition in market share and talent, decreasing corporate loyalty, business outsourcing, Whirlpool Corporation turned these business challenges into business opportunities by improving the means of maximizing their resources and defining set of leadership competencies and talent management system to enable the company to provide the consistent set of tools to deeply embed the competencies and operationalize the management and continue to be successful (Weireck, 2010). In contemporary, Whirlpool leaders are placing a greater emphasis on filling the gap between science and practice in talent management appraisal system as a means of determining the key drivers of employee engagement into cohesive culture of workforce development and generating higher levels of job performance (Gruman & Saks, 2011). As modern organizations seek to achieve competitive advantage, Delić and Ćebić assert that the process of designing approach to leadership competency development and evaluating performance of staffs serves as the means of “identifying potential employees, providing information that can serve as a basis for human resource planning, forming a basis for assessing the effectiveness of the process of professional selection, establishing training needs and planning employees’ training, reinforcing the motivation of employees at work” (2011, p. 79).
Questions and Answers
1. What are the three (3) phases of talent management system in Whirlpool Corporation?
– These are the following: Phase 1 – Leadership Competency Development, Phase 2 – Top Talent Indicator and Derailer Definition and Deployment, and Phase 3 – Business Acceleration Drives “Next Level” Talent Assessment Evaluation.
2. What is this training program that aim to skill and equip HR professionals and line managers? – the master assessor program (MAP)
References
Delić, A., & Ćebić, M., (2011). Sources of Errors in the Evaluation of Performance of Employees in the Sector of Public Administration Reform in Bosnia and Herzegovina. Economic Review: Journal of Economics & Business, 9 (1), 79-102.
Gruman, J.A. & Saks, A.M. (2011). Performance Management and Employee Engagement. Human Resource Management Review, 21, 123-136.
Weireck, K. (2010). Chapter 14: Whirlpool Corporation, Best Practices in Talent Management – How the World’s Leading Corporation Manage, Develop, and Retain Top Talent (Goldsmith, M., & Carter, L., Ed). San Francisco, CA: Pfeiffer.
Corning Incorporated
Summary and Analysis
Corning, a leader company in glass and ceramic business, became hasty to espouse an empowerment approach to service delivery in which employees face customers ‘free of rulebooks’, expectant to do whatever is essential to satisfy them (Mayle, 2006). Why that is that so? Efficient customer service empowers and highlights the procedurally driven operations of firms to approach the front-line customers, as such, empowering service workers is considered as ‘purposeful chaos’ and ‘directed autonomy’ which are all part of the art of ad-libbing. As of in this case, Corning leaders know the need of effective leadership as dynamic interaction and collaboration to project plan execution. In this case, apart from leadership and management, communication must never be missing to business. Corning industry primarily performs the activities of research and development for the purpose of providing the necessary flow of innovations for the long-term sustenance of business in the face of global innovation (Laxminarayan, 2003, p. 299). Since management assumes viability in business setting not merely by charging to guaranteeing quality products but more of customer satisfaction based on management strategy and customer service.
Questions and Answers
1. What is the lifeblood for the enterprise to secure a sustainable future? – Innovation
2. What is the Five-Stage Model of innovation process? – this is a formalized set of reliable tools that is intended to be use as guide in process of learning across an array of dynamic social and technical networks as commitment of Corning in creating a flexible framework of total quality management and high performance (O’ Leary, Jusela, & Topper, 2010).
References
Laxminarayan, R. (2003). Battling resistance to antibiotics and pesticides: an economic approach. Washington, DC: Resources for the Future.
Mayle, D. (2006). Managing innovation and change (3rd ed.). Thousand Oaks, CA: SAGE.
O’Leary, R.A., Jusela, G., & Topper, H.N. (2010). Chapter 3: Corning Incorporated Creating the Next Generation of Innovation Leaders, Best Practices in Talent Management – How the World’s Leading Corporation Manage, Develop, and Retain Top Talent (Goldsmith, M., & Carter, L., Ed). San Francisco, CA: Pfeiffer.
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