Whirlpool Corporation Is An American Multinational Manufacturer Commerce Essay

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Whirlpool Corporation is an American multinational manufacturer and marketer of home appliances headquartered in Benton Charter Township,Michigan, United States, near Benton Harbor, Michigan.[2][3] The company is listed in Fortune 500 and has annual revenue of approximately $18.4 billion, more than 70,000 employees, and more than 70 manufacturing and technology research centers around the world. The company markets Whirlpool, Maytag, KitchenAid, Jenn-Air, Amana, Gladiator GarageWorks, Inglis, Estate, Brastemp, Bauknecht and Consul. After acquiring theMaytag Corporation on March 31, 2006, the Whirlpool Corporation surpassed Electrolux to become "the largest home appliance maker in the world."[citation needed]

In the U.S., Whirlpool has manufacturing facilities in Amana, Iowa; Tulsa, Oklahoma; Cleveland, Tennessee; Ohio: Clyde, Findlay, Greenville, Marionand Ottawa).

 

Pasted from <http://en.wikipedia.org/wiki/Whirlpool_Corporation>

 

 

Peter Löscher

Germany | Siemens

The CEO of Siemens is known to drive a tight agenda at the global electronics powerhouse. Löscher, who is down-to-earth and straightforward in team dealings, believes that the biggest threat to leadership is complacency. The astoundingly bright Austrian holds an MBA from the Chinese University of Hong Kong and a Doctorate of Engineering from Michigan State University. A polyglot with five languages under his belt, he is widely respected for his intellect and practical skills. Löscher has guided Siemens with great success since July 2007, and remarkably was the first top executive ever to be hired from outside the company.

 

Jeff M Fettig

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Whirlpool, CEO

 

Profile

JEFF M. FETTIG, 55, has served as a director since 1999. Mr. Fettig has been Chairman of the Board and Chief Executive Officer of Whirlpool since 2004 after holding other positions of increasing responsibility since 1981. Mr. Fettig is also a director of The Dow Chemical Company (since 2003).

Fettig joined Whirlpool in 1981 as an operations associate. He held a number of managerial positions in Operations, Sales, Planning and Product Development before being promoted to vice president, Marketing, KitchenAid Appliance Group in July 1989. In October 1990, he was named vice president, Marketing, for the Philips Whirlpool Appliance Group of Whirlpool Europe B.V., the company's European subsidiary, and he was named vice president, Group Marketing and Sales, North American Appliance Group, in October 1992. In 1994 he was named an executive vice president of Whirlpool and president, Whirlpool Europe and Asia.

 

What is leadership? Why leaders are important? What are their functions.(theory)

 

 

Screen clipping taken: 10/12/2012, 10:28 PM

Leadership is traditionally related to a spatial position in an organization of some kind - formal or informal. Thus we can define leadership as the activity undertaken by someone whose position on a vertical, and usually formal, hierarchy provides them with the resources to lead. These people are 'above us', 'at the top of the tree', 'super ordinates', and so on. In effect, they exhibit what we might call 'leadership-in-charge'. This is how we normally perceive the heads of vertical hierarchies, whether CEOs or military generals or head teachers or their equivalents. These people lead

 

http://books.google.com.sg/books?id=kGuKNCUts0gC&printsec=frontcover&dq=what+is+leadership&hl=en&sa=X&ei=qPDFUKeBMMyhiAeqjIHgCQ&redir_esc=y#v=onepage&q&f=false

 

 

 

 

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Mayrowetz ct al. (2009) note that, it is important for researchers to continue to investigate (he linkage between multiple leadership functions and school improvement. They urge researchers to provide further explanation as to why distributed leadership can end in positive results for schools and students (plO1). The evidence we have, to date. suggests that distributed leadership is undoubtedly worth further investigation and scrutiny. So too, is some consideration of the interplay between the formal and informal leadership structures and processes. As Hallinger and Heck (in this book) acknowledge. the nature of the relationship between principal and teacher leadership needs to he investigated further. More needs to be understood about the formal and informal leadership interdependencies and interconnections that make school improvement more possible or more fragile. Evidence suggests that principal leadership remains a key success factor in school improvement. especially in contexts where the challenges are greatest. It also suggests that purposeful distributed leadership is a common denominator of schools that are effective and sustain improvement (Day et al., 2009).

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http://books.google.com.sg/books?id=XSNEq_BKPxIC&pg=PA230&dq=functions+of+leadership&hl=en&sa=X&ei=XfLFUMPjIcPKrAfqnYDAAQ&ved=0CEUQ6AEwBQ#v=onepage&q=functions%20of%20leadership&f=false

 

 

 

 

 

Screen clipping taken: 11/12/2012, 12:35 AM

 

One way in which psychologists describe leadership function is in terms of the two dimensions known as consideration and initiating structure (Fleishman & Harris, 1962). Considerable research has demonstrated that most management activities can be classified under one of these two headings:

 

The functions in the consideration dimension involve the awareness of and sensitivity to, the personal feelings of subordinates. This has grown out of the human relations approach to management. In this approach, leaders must understand and accept subordinates as individuals, each of whom possesses a unique set of motivations, feelings, and needs. Leaders, if they are to be effective, must relate to each subordinate by being considerate of his or her personal characteristics. This places a great demand on the sympathy, warmth, and understanding or managers because they must, at the same time, maintain production levels und deal with the technical details of the plant's operation.

http://books.google.com.sg/books?id=RVVQKzj_IFgC&pg=PA187&dq=functions+of+leadership&hl=en&sa=X&ei=FA3GUOCMO8bnrAfn2IHwBg&ved=0CEgQ6AEwBzgK#v=onepage&q=functions%20of%20leadership&f=false

 

Company A (10%)(400)

Leadership type/style/behaviour/traits peter:

 

LEADERSHIP STYLE:

    Tough, independent and resilient. Kleinfeld took on corporate Germany's consensus-minded establishment to boost profits at Siemens, but he left when his contract was not renewed due to allegations, unrelated to him, of corruption amongst Siemen's top management.

BUSINESS LESSONS: MAKING GLOBALIZATION WORK

    Kleinfeld dragged Germany into globalization asking, "Who is the company for, and how can it compete?"

    His answer was that to survive, western workers must be as productive as those in the developing world.

Avoid a situation where successful divisions subsidize failure in others - that is not a long-term strategy.

Understand that in the new globalized world, there's nowhere to hide poor performance. The competition will find your weaknesses.

Be bold and implement lower terms and conditions for people in areas where the competition is global.

KEY STRENGTH:

    He has a flair for leadership itself, other saying what needs to be said, and doing what is necessary to improve the company rather than being diplomatic.

 

Pasted from <http://purpleopurple.com/biography/CEO-Lessons/klaus-kleinfeld.html>

 

 

 

 

 

 

What is the current company performance

 

 

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(Market share, revenue,growth)

Critiques if the leadership has anything to help this performance.

 

Company B (10%)(400)jeff feting

Leadership type/style/behaviour/traits

The success of this approach soon became apparent. Within three years of Fettig's arrival in the top job, the share price had risen by more than 50 per cent and Whirlpool had been recognized as one of the most innovative companies in the US.

BEST DECISION:

    Deciding to make new products the main focus of operations.

BUSINESS LESSONS:

    Find a new differentiator - in white goods, cutting prices is the usual way to increase sales. However, Fettig showed that innovation can be just as effective.

 

Pasted from <http://purpleopurple.com/biography/CEO-Lessons/jeff-fettig.html>

 

 

What is the current company performance

 

 

Screen clipping taken: 11/12/2012, 3:19 AM

 

 

 

(Market share, revenue,growth)

Critiques if the leadership has anything to help this performance.