John Deere Case Study
...It is common knowledge that John Deere is one of the largest manufacturers of agricultural equipment. Many people looking from the outside think they have a well-oiled machine, which make superior agricultural products. According to Sprinkle and Williamson (2004), the entire industry took a severe downturn in the 1980's. In reaction to this cycle, Deere presented innovative ways to inspire employees and raise moral. Like many companies, John Deere used a standard hourly compensation for their employees. John Deere decided to install a team-based gain-sharing plan that it believed would encourage more cooperation, innovation, and higher levels of motivation from its employees. (Retrieved 10/12/07) Much like the Good Sport scenario, management needed to find a way to promote teamwork and employee participation. Management reached out to the design group at Good Sport, the development and design teams found ways to use existing processes to manufacture the new product by using existing parts and manufacturing with little additional cost or change to production methods. Because the corporate culture at Good Sport promoted teamwork, solutions developed resolved the issues between departments. In John Deere's case, management realized they had a wealth of knowledge and experience within their front line employees. In many companies, the employees usually hold trade secrets in the production process. The John Deere employees were no different. Management needed a way to open the......
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John Smithers Case in Leadership
...January 30, 2009 Professor Curry Case # 2: John Smithers Participating Members: CANADY, WR. Response Summary: Group Response to the John Smithers’ Case 1. In the case of Sigtek, was the change to a Six-Sigma Quality program a directed change or an elected change for the company? Does this make a difference in how top management supported change of the organization? Identify at least two instances in the case, which demonstrate the level of support provided by top management. It was definitely a directed change after the dismal first [1st] quarter of 2001, Telwork a $5 billion European organization seized the opportunity to capitalize off a poorly managed company. The direct change was to find acceptable solutions to problems Sigtek faced in the area of quality, production, and managerial practices. The change was also to implement Six Sigma Quality program, primarily, because the model was successful in other large organizations. Nonetheless, we agree that Telwork fail to adequately plan and research Sigtek before implementation to range its effectiveness. Because the change was not elected, support rendered by Richard Patricof, VP of Operations, other members of management, and several employees served as a facade, a false cover for non-supportive management as in the case of Sigtek. There was one prominent supporter of Six-Sigma, John Smithers, the Engineering Service Manager and passively Andrew Cross, VP of Engineering. To complicate......
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John Deere Case Study
...Case Study of John Deere Contents OVERVIEW OF JOHN DEERE 3 A. PRODUCTS 3 B. MARKET CONDITIONS 4 C. COMPETITIVE LANDSCAPE 6 II. 2012 FINANCIAL STATEMENT ANALYSIS 7 A. REVIEW OF INCOME STATEMENT AND BALANCE SHEET 7 B. REVIEW OF KEY FINANCIAL RATIOS 11 C. REVIEW OF FINANCING ACTIVITIES 16 D. RECOMMENDATIONS – Business Performance Improvement 19 E. RECOMMENDATIONS – Buy/Sell/Hold Strategy 20 III. APPENDIX 21 IV. EXHIBIT 2 - ACCOUNTING POLICIES 22 V. Bibliography 24 VI. DEERE & COMPANY – 2012 10K financial statements 25 A. CONSOLIDATED INCOME STATEMENT 25 B. CONSOLIDATED BALANCE SHEET 26 C. CONSOLIDATED STATEMENT OF CASH FLOWS 27 * OVERVIEW OF JOHN DEERE PRODUCTS John Deere & Company is a publicly traded company headquartered in Moline, IL. The company’s roots trace back into the 1800’s when John Deere began with an idea to assist farmers and would forever change the agricultural industry. Today with over 66,000 employees and a corporate family that has nearly 650 companies’ worldwide, Deere ranks number 85 on Forbes list of top 1,000 companies. With over $56 billion in assets and a market value that tops $31 billion, Deere’s financial position is very strong. We will present a detailed analysis of the firm to see how it stacks up against the Caterpillar, the market leader. We will exam key financial ratios and finally give a recommendation on whether the stock is a buy, sell or hold. Deere operates its......
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Leadership by John Maxwell
...The Five Levels of Leadership by John Maxwell Posted: November 26, 2013 in 4-H, Leadership Development, Youth Development 1 I’ve been traveling outside the United States lately – to both Europe and Asia. Just this week I spoke to over 700 leaders for a gathering in Bahrain. And I delivered5 Levels of Leadership one of my favorite lessons: The 5 Levels of Leadership. I came up with the idea of five distinct levels of leadership many years ago, and first described the concept in a book in Developing the Leader Within You. And in 2011, I devoted an entire book, The 5 Levels of Leadership, to exploring the levels – their upsides, downsides, the best behaviors for that level, the beliefs that help a leader move up to the next level, and how the level relates to the Laws of Leadership. Level 1: Position This is the lowest level of leadership—the entry level. People who make it only to Level 1 may be bosses, but they are never leaders. They have subordinates, not team members. They rely on rules, regulations, policies, and organization charts to control their people. Their people will only follow them within the stated boundaries of their authority. Position is the only level that does not require ability and effort to achieve. Anyone can be appointed to a position. This means that position is a fine starting point, but every leader should aspire to grow beyond Level 1. Level 2 – Permission Making the shift from Position to Permission brings a person’s first......
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John C Maxwell Leadership 101
...John C. Maxwell’s Leadership 101 Executive Summary: Leadership 101-- The five levels of leadership Did you know that each of us influences at least ten thousand other people during our lifetime? Maxwell wants us to know that it is not whether we will influence someone, but how we will use our influence. Influence is the measure of leadership and we can increase our influence and leadership potential if we understand the levels of leadership. Maxwell states that real leadership is being the person who others will gladly and confidently follow. Each and every one of us is a leader in some way—we are constantly influencing other people around us. According to Maxwell, everyone has the capability to climb up the five different levels of leadership-- not everyone will become a great leader, but everyone can become a better leader. The qualities of a great leader that are developed along the different levels of leadership include personal humility, professional will, and building a legacy—but it seems that Maxwell places the most importance on building a legacy. Maxwell’s 5 levels of leadership are similar and different when compared to our Level 5 Hierarchy. Maxwell’s 5 levels of leadership are: Level 1- Position (Rights), Level 2-- Permission (relationships), Level 3- Production (Results), Level 4- People Development (Reproduction), & Level 5- Personhood (Respect). The paper compares and contrasts Maxwell’s 5 Levels of Leadership to the Level 5 Hierarchy Leadership......
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John M Case Company
... 1. ¿Es John Case una excelente oportunidad de inversión? Abordar el análisis de esta cuestión supone realizar un doble análisis: I. por una parte la rentabilidad de la sociedad hasta el momento de la toma de decisión y II. en segundo lugar, realizar unos estados financieros previsionales más un cuadro de financiación a fin de analizar el comportamiento futuro de la sociedad bajo los supuestos que se describen en el caso. Empecemos pues por el primero de los puntos: ¿Cuán rentable o buen negocio ha sido John M. Case Company si analizamos la empresa en marzo de 1985 (es decir, en el momento en que los cuatro directivos emprenden la decisión de compra)? Para ello, analizaremos los Estados financieros que nos aporta el caso. Con este análisis pretendemos conocer si la sociedad obtiene beneficios, cómo está compuesto el balance de la sociedad, y cómo evoluciona el cash flow de la misma, a fin de determinar si hay problemas económicos y/o financieros (operativos u estructurales). CUENTA DE RESULTADOS HASTA 31-12-1984 |Cuenta de Resultados de John M. Case Company | |en miles de dólares | | | | | | |ACTIVO |1984 | | | ...
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John Deer Case Study
...Mohamud Hassan DSC434 John Deere case study Due date 11/11/14 Early Supplier Integration in the Design of the Skid-Steer Loader Scott has been offered a new position as supply management manager for a new Deere & Company manufacturing facility of designed product skid-steer loader. As part of his new job, he must make a proposal to identify specific suppliers to integrate into skid-steer loader development process and specific ways to effectively integrate these suppliers in order to meet aggressive target costs. Scott faced many problems during his time at Deer and Company. For example, Scott is required to produce a proposal that outlines how the company is going to manage the early supplier integration into the design and manufacturing of the new Deere Skid-steer loader. On the other hand, suppliers will have to be integrated based upon strict selection guidelines that will prove to be critical in improving the new Deere skid-steer loader. Some of the issues or problems the company was facing. 1.) One of the problems that company facing is Skid-steer loader from Deere & Company lacks of market. Deere &Company did not design, engineering and manufacturing the skid-steer loader itself, on the opposite, they put it in the hand of a third party. They had contracted the engineering and manufacturing to new competitiveness and no significant benefits over competing Holland, which is also sell same product, competing in the same market product and...
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John Lewis Case Study
...time. Word of mouth is one way make customer knowing about company so that customer satisfaction will reduce negative comment and feedbacks. 2. John Lewis 3.1. Introduction about John Lewis John Lewis is the UK’s largest department store retailer. It was established in 1864 at 132 Oxford Street, in London by John Spedan Lewis. Nowadays, John Lewis Partnership is one of a growing number of businesses with an employee-owned structure that means the employees known as Partners have enable to running business and get share profit which addition to their salary each year. Waitrose is a part of John Lewis Partnership which is a supermarket combine with expertise and service of a specialize shop. They supply customer the best possible food and drinking to help them to live healthier by building a long-term relationship with their farmers and suppliers. 3.2. John Lewis customer service John Lewis always find a way to know and understand what customers want and expect. They constantly finding opportunity to listen what customer think about their products and services then if there are something wrong, they would fix it immediately. Therefore, company could provide the best possible choice, value and service to customers. None of 70,000 people work at John Lewis is an employee, all of them are called Partners or John Lewis Partnership who jointly own the business. Many Partners have worked for many years with high skill and excellent products knowledge......
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John M Case
...JOHN M. CASE COMPANY Mergers and Acquisitions OCTOBER 6, 2015 FINA 5513D - MERGERS AND ACQUISITIONS Syed Ali Ahmad (100978220), Long Thanh Dinh (100986227) Zeeshan Halim (100986227) Table of Contents Executive Summary .................................................................................................................. 2 Why the J.M.C. Company is an Attractive Target for the Firm’s Management ............... 3 Why purchase the J. M. C. Company by LBO ...................................................................... 4 Target Selection ...................................................................................................................... 4 Industry ................................................................................................................................... 4 Improve Operational Performance .......................................................................................... 5 Management Competence ....................................................................................................... 5 Valuation of the LBO................................................................................................................ 6 LBO Financing Structure......................................................................................................... 7 Ownership Retention ......................................................................................................................
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John Deer Case Study
...Operational Management: John Deer Case Study The company that has been chosen for this case study is John Deere Equipments. This company was founded by John Deere in 1837 and was incorporated in 1868 as Deere & Company. John Deere started this company as a one-man blacksmith shop and it is now a worldwide corporation that has its offices in more than 160 countries and employs more than 46,000 people. John Deere is one of the oldest industrial companies in the United States and it is guided by the original values of quality, innovation, integrity, and commitment that John Deere instilled at the beginning. The business strategy of John Deere, in their own words is: “We aspire to distinctively serve customers — those linked to the land — through a great business, a business as great as our products. To achieve this aspiration, our strategy is: Exceptional operating performance, Disciplined SVA growth, Aligned high-performance teamwork Execution of this strategy creates the distinctive John Deere Experience that ultimately propels a great business and, for all with a stake in our success, delivers...Performance That Endures” (1). The company is always striving to give its stakeholders the maximum value for their money by continuous improvement and growth in all sectors of the company. The company is organized into four manufacturing divisions: · Agricultural Equipment – products for farms; · Commercial and Consumer Equipment – equipment related to lawn and ground care,......
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...| Dewey, Chetum, and Howe | Memo To: Dewey, Chetum, and Howe | | From: | XXXXX | cc: | Dewey, Chetum, and Howe | Date: | December 4, 2015 | Re: | PharmaCare (John) | | | As requested, I am writing this memo to provide details about a case that has been brought before us at Dewey, Chetum, and Howe. John, a past pharmacist at PharmaCARE, came into the firm with apprehensions of PharmaCARE’s usage of AD23, the establishment’s number one selling diabetes drug. A few years ago PharmaCARE’s study showed the AD23 would also slow the advancement of Alzheimer’s disease. This led John and the other pharmacologists that he led to reformulate the drug to capitalize on its outcome. To evade the Food and Drug Administration’s (FDA) inspection, PharmaCARE founded an exclusively held company, CompCARE, to function as a compounding pharmacy. This company would retail the new invention to people by prescription only. CompCARE profited from PharmaCARE’s standing, records, systems, and trades and marketing skill, and within several months the health community was talking about AD23. Response was good, mainly amongst Medicare, Medicaid, and Veterans Affairs patients. Realizing the chance to get additional income, CompCARE started marketing AD23 straight to customers and promoting AD23 right to clinics, hospitals, and physician offices, although compounding pharmacies are not allowed to market medicines in large qualities for common use. To dodge this provision, CompCARE......
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...CHAPTER 4 Leadership Behaviors, Attitudes, and Styles The purpose of this chapter is to provide the reader with an understanding of basic leadership behavior and attitudes, as well as styles. Some of the information goes back to classic studies conducted in the 1950s and 1960s, and some is recent. Several other topics are featured: servant leadership, and how leaders use 360-degree feedback to fine-tune their behaviors, entrepreneurial leadership styles, and gender differences in leadership. CHAPTER OUTLINE AND LECTURE NOTES This chapter covers pioneering information about leadership behaviors and attitudes that served as the basis for studies of leadership styles and contingency theories of leadership. A sampling of these styles is presented as well as current information about behaviors, attitudes, and styles. An effective leader is one who facilitates group members’ attaining productivity, quality, and satisfaction. I. THE CLASSIC DIMENSIONS OF CONSIDERATION AND INITIATING STRUCTURE The Ohio State studies developed questionnaires about leaders that included self-assessments and assessments by subordinates. This research became the foundation for most of the future research about leadership behavior, attitudes, and styles. Two dimensions (as identified by factor analysis) accounted for 85 percent of the variance in descriptions of leadership behavior. Consideration is the degree to which the leader creates an environment of emotional support, warmth,......
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Coach John Wooden Leadership Paper
...Wooden on Leadership Book Report for Contemporary Issues in Servant Leadership Coach John Wooden, the legendary men’s college basketball coach who led UCLA to 10 national championships in the late 60’s and early 70’s, wrote “Wooden on Leadership.” He has been called the greatest coach of all time, regardless of sport, and has written several books about character habits and leadership. Some of his remarkable achievements are the 10 national championships, seven of them in a row, 88 consecutive victories, 38 straight tournament playoff wins, four perfect seasons (all but the 88 consecutive wins are still records), and in 41 years of coaching he only had one losing season which was his first. Of course with this type of success coaches and business leaders around the world wanted to know what was his secret. How did he do it? The secret, he reveals, is simple, and parallels many of the same principles of servant leadership. Coach Wooden does not simply offer up random thoughts on leadership and coaching. He graduated Purdue as an English teacher and, barring a few financial hurdles, he would have been quite satisfied to have become a teacher rather than a coach. But he had been a highly successful athlete at Purdue and was sought after as a coach for a high school program in Indiana. It was then that he began to develop an overall concept for leadership that has over the years solidified into a tangible philosophy that has been used by many leaders since then. ...
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John M. Case Company
...Overview History/Growth This case concerns the John M. Case Company, which at one time was the leading producer of business calendars in the United States. The company was founded by the grandfather of John M. Case in 1920 and was inherited in 1951. The company had experienced profitable operations every year since 1932, and held approximately a 60-65% market share by 1984. Sales had been increasing annually at about a 7% compound rate, and the return on average invested capital was about 20%. The cost structure of the company was 100% equity, owned solely by Mr. Case. The capital budget was the leftover earnings generated from internal operations minus the amount Mr. Case wished to withdrawal as income (dividends) for the year. Also, the seasonal accumulation of inventories and receivables were financed internally (although they did hold lines of credit worth $2 million at major banks). Strengths/Weaknesses Strengths of the company were its market share and production process, which created great economies of scale and allow extremely efficient and low cost production. Even though it was subject to a business with highly seasonal sales, concentrating the sales in the middle six months of the year and giving moderate discounts (for early delivery) could help get around most of the risks. Even though the company focused on high-quality customer service and a high-quality product, there were believed advantages from a marketing viewpoint. Since......
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Case Study of John Hinckley
...Case Study of John Hinckley Janeen Tipton PSY/410 July 22, 2012 Dr. Johnson Case Study of John Hinckley In the field of psychology, a science evolved nearly 100 years ago, named Abnormal Psychology. This field addresses those with mental illnesses/disorders with diagnosing, treatment, and other forms of therapies such as behavioral and cognitive therapies. In order to properly diagnose an individual with any form of disorder, if one exists, it is imperative that the client divulge all feelings, behaviors, thoughts, and emotions for a proper diagnosis. There are individuals who are predisposed for certain disorders which are found at an early age, and then there are others that symptoms seem to arise later in life such as in the case of John Hinckley, who also failed at being honest about symptoms, behaviors, thoughts which due to this, proper psychiatric care could not be implemented leading to the attempted assassination of Ronald Reagan, a former U.S. President. John Hinckley’s Childhood John Hinckley had what is to be considered a normal childhood as that of his peers. By the age of nine years Hinckley and his family had moved twice within the same State; however the second move at nine years of age seemed hard for Hinckley as he lost some of his friends and social status (Meyer, Chapman, & Weaver, 2009, p. 325). After graduating high school in 1973, he moved again to Colorado only to return in 1974 to attend college. Hinckley only...
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Research Interests and Areas of Expertise: Welcome! My primary research interests relate to how various types and processes of change are altering rural places and spaces in Canada and elsewhere. Once well understood in both its composition and function, the nature and purpose of rural space is now highly contested in many regions. While it might have been clear at one time that the purpose of the countryside was for primary production, in 2007 that is no longer so clear. Many of the changes that have affected society as a whole in recent decades have imprinted themselves on the rural landscape and have altered the nature of economic activity, the demographics of rural communities and the composition of 'influential voices' in the governance of rural affairs. In some respects the contemporary countryside has become a canvas on which a wide variety social, economic and governance issues are playing out sometimes happily and sometimes not.
Over the past decade my research has focused on how rural areas generally, and agriculture in particular, have been affected by, and have responded to pressures and processes of change. Specific research foci have included the sensitivity of agricultural systems to changes in either environmental conditions or environmental governance approaches. The former are reflected in issues such as climatic variation and change and the latter in agri-environmental programs and understanding farmer acceptance or rejection of these measures. More recently my focus has shifted to understanding how various forces are producing multiple types and trajectories of development in the same rural places and acknowledging that these trends are not always complementary to each other. A series of analyses, conducted with graduate students, has explored the idea that agriculture and rural communities are becoming less connected than was historically the case and have tried to identify points of potential reconnection. This idea of 'reconnection' underlies my current interest and activity in local food systems and short(er) supply chains in the farm sector. I currently have running a multi-faceted program of research that is exploring how various food initiatives are forming and redefining producer-consumer relations and even the purpose of rural space. Along the way my collaborators and I have been looking at the Farmers' Market as a site of local food trade, the formation of local food networks, the re-orientation of rural space around amenity and consumption, and the emerging environmental importance of re-localizing food (e.g. carbon costs and food miles). Some great graduate research opportunities along the way!
Professional and Community Activities: Like most faculty members I am involved in a variety of activities that relate to my 'day job' in some way. My current and recent service activities include the following:
- Vice Chair, City of Cambridge Farmers' Market Advisory Committee;
- Board Member FarmStart Farm Incubator Program (a pilot farm project based at the St.Ignatius Jesuit Centre in Guelph, Ontario);
- Member of Land Management Committee Grand River Conservation Authority (2001? 2004).
Current Research Projects:
- Closing the Farm to Plate Gap: Needs and Prospects in the (short) Supply Chain, Social Sciences and Humanities Research Council of Canada - Standard Research Grant (2008-2011: $116,000);
- New Markets, New Farms (?): connecting immigrant farmers with ethno-cultural food communities in Ontario. Ontario Ministry of Agriculture and Food Sustainable Rural Communities Program (2007 ? 2009; $32,000)
- Short Supply Chains and Local Food: Adding Value Through Farm ? Food Linkages. Ontario Ministry of Agriculture and Food. New Directions Research Program (2005 ? 2008; $73,000);
- Assessing the Role of Local Food Systems in Re-linking Agriculture and Rural Communities. Social Sciences and Humanities Research Council, Standard Research Grant (2004-2007; $111,000);
- Designing for Resiliency and Self-Reliance: An Evaluation of Options for Responding to Agricultural Drought in Canada. Climate Change Impacts and Adaptation Research Fund [with R. deLoe and R. Kreutzwiser] (2004-2007; $119,000);
- Local Food Systems: Linking and Sustaining Agriculture and Rural Communities in Ontario. Ontario Ministry of Agriculture and Food Sustainable Rural Communities Program [with A.E. Joseph] (2004-2007; $43,000)