Operations Management: Processes and Supply Chains (11th Edition)
Operations Management: Processes and Supply Chains (11th Edition)
11th Edition
ISBN: 9780133872132
Author: Lee J. Krajewski, Manoj K. Malhotra, Larry P. Ritzman
Publisher: PEARSON
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Chapter 6, Problem 3VC
Summary Introduction

Interpretation:Theworkflow procedureimplemented in the operations environment of the Autoliv needs to be analyzed and whether such a procedure fits to the operations environment of the company needs to be determined.

Concept Introduction:The description of the workflow procedure followed by the Autoliv in its operations, and to conclude, whether it is productive for the company.

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CASE STUDY 9-1 Was Robert Eaton a Good Performance Management Leader? R obert Eaton was CEO and chairman of Chrys- ler from 1993 to 1998, replacing Lee Iacocca, who retired after serving in this capacity since 1978. Eaton then served as cochairman of the newly merged DaimlerChrysler organization from 1998 to 2000. In fact, Eaton was responsible for the sale of Chrysler Corporation to Daimler-Benz, thereby creating DaimlerChrysler. With 362,100 employees, DaimlerChrysler had achieved revenues of €136.4 billion in 2003. DaimlerChrysler's passenger car brands included Maybach, Mercedes-Benz, Chrysler, Jeep, Dodge, and Smart. Commercial vehicle brands included Mercedes-Benz, Freightliner, Sterling, Western Star, and Setra. From the beginning of his tenure as CEO, Eaton communicated with the people under him. He immediately shared his plans for the future with his top four executives, and upon the advice of his colleague, Bob Lutz, decided to look around the company before making any hasty…
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Compare Robert Eaton’s performance management leadership presented in the case against the performance management leadership principles, functions, and behaviors.  What recommendations can be made about what he might do more effectively?  Explain and defend your answer.
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