DOCSLIB.ORG

Collective Management in a Cooperative: Problematizing Productivity and Power Avery Edenfield University of Wisconsin-Milwaukee

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
Collective Management in a Cooperative: Problematizing Productivity and Power Avery Edenfield University of Wisconsin-Milwaukee University of Wisconsin Milwaukee UWM Digital Commons Theses and Dissertations May 2016 Collective Management in a Cooperative: Problematizing Productivity and Power Avery Edenfield University of Wisconsin-Milwaukee Follow this and additional works at: https://dc.uwm.edu/etd Part of the Communication Technology and New Media Commons, and the Rhetoric Commons Recommended Citation Edenfield, Avery, "Collective Management in a Cooperative: Problematizing Productivity and Power" (2016). Theses and Dissertations. 1138. https://dc.uwm.edu/etd/1138 This Dissertation is brought to you for free and open access by UWM Digital Commons. It has been accepted for inclusion in Theses and Dissertations by an authorized administrator of UWM Digital Commons. For more information, please contact [email protected]. COLLECTIVE MANAGEMENT IN A COOPERATIVE: PROBLEMATIZING PRODUCTIVITY AND POWER by Avery C. Edenfield A Dissertation Submitted in Partial Fulfillment of the Requirements for the Degree of Doctor of Philosophy in English at the University of Wisconsin-Milwaukee May 2016 ABSTRACT COLLECTIVE MANAGEMENT IN A COOPERATIVE: PROBLEMATIZING PRODUCTIVITY AND POWER by Avery Edenfield The University of Wisconsin-Milwaukee, 2016 Under the Supervision of Professor Dave Clark Since the mid-twentieth century, the structure of the workplace has undergone a transformation. While the conventional firm with its rigid bureaucracies is still in use, many businesses have grown increasingly flexible, flat, and polycentric: “empowerment” and “innovation” are the coin of the realm. As the way we work changed, professional communication scholarship pivoted to consider communication practices in these structures. While professional communication scholars have long discussed these kinds of organizations, they have not discussed an increasingly popular alternative: cooperatives. Owned and operated by the people who use them, these organizations can significantly affect the communities in which they operate. To contribute to the rhetorical knowledge of cooperatives, I conducted a qualitative study at the Riverwest Public House Cooperative (“Public House”). This project extends research of flat organizations by investigating a cooperative business. I draw my research questions from the concerns scholars identified in other kinds of organizations: namely, the role of genres in configuring power and facilitating organizational change (Clark 2006; Devitt 1991; Spinuzzi 2007; Star 1991; Winsor 2003; Zachry 2000). 1. How does a cooperative employ genres differently? 2. What do these texts tell us about how power is distributed in a cooperative? 3. How do the genres it employs affect organizational change? ii These questions helped me better understand the connections between negotiations of power and texts at work in this particular business, leading me to several findings: 1. Genres. Collaboratively produced texts are the backbone of consensus-based decision- making. Unlike conventional organizations, in a cooperative, many (though not all) stakeholders are given access to governance. For instance, documents like an incident report or safer space policy have greater social significance when they are not only produced by agreement but also enforced through agreement. 2. Organizational Change. The Public House underwent a managerial overhaul during my study. Like conventional businesses, change occurred through a confluence of material circumstances and individual and organizational goals; however, due to the absence of formal structure, in this instance, a broader range of individuals was able to institute structural change. 3. Distribution of Power. In place of hierarchy, rhetorics of empowerment and democracy were deployed horizontally to task employees with managerial duties without financial rewards. For this project, I provide an interdisciplinary take on hierarchy and organizational structure by examining one cooperative, still in its infancy, through the lens of genre and power in the workplace. iii © Copyright by Avery Edenfield, 2016 All Rights Reserved. iv TABLE OF CONTENTS CHAPTER 1: COOPERATIVES, COLLECTIVE MANAGEMENT, AND HIERARCHY: RATIONALE AND RELEVANCE FOR STUDY 1 Introduction 2 Conventional Business 5 Surveillance and Control 8 Genre of Control 12 Flat and Non-hierarchical Organizations 14 Adhocracy 17 Co-management 19 Anarcho-syndicalism 19 Cooperative Business 21 Democratic Control 22 Profit: Interdependent and Sustainable Communities 23 Balance of Community Needs 26 Cooperative Management 27 Worker-Owned Cooperative 28 Worker Collective 29 An Evaluation of Power and Hierarchy in Conventional and Cooperative Firms 30 Rhetoric of Empowerment 33 Democracy under Surveillance: Cooperative Management and Mutual Monitoring 38 Overview of the Project 42 Research Questions 42 Dissertation Chapters 43 CHAPTER 2: RESEARCH METHODOLOGY AND METHODS 44 Research Setting 44 Design of the Project: Methodologies 48 Actor-network Theory 48 Genres: Stabilizing and Generic 51 Participant-Observer 55 Social Bonds of Participation 56 Design of the Project: Methods 58 Artifact Collection 58 Textual Analysis 59 Site Interviews 59 Study Timeline 59 Participants 60 v CHAPTER 3: RHETORICAL CONSTRUCTION OF THE PUBLIC HOUSE: ACCESS, PARTICIPATION, AND CONTRADICTIONS 62 Founding Network: Stabilized through Texts 63 The Shape of Genres 64 The Shape of the Network 66 The Myth of the Public House: Exclusionary Practice Meets Democratic Principles 70 Relational Underpinning Affected Textual Access 74 Textual Access Affected Participation 78 CHAPTER 4: DREAM AND DEATH OF A DREAM: REARRANGEMENT OF AN ORGANIZATION THROUGH RHETORICAL STRATEGY 84 Conflicts in Structuring the Public House: The Manifesto 86 Foundational Split: Two Perspectives at Odds 87 Workers Collective: An Uneasy Network Compromise 96 Workers Collective Texts 97 Network Positions 98 Re-organization: The Destabilized Network Manages Innovation 101 Destabilizing the Network: Failures in the Texts 102 Stabilizing the Network: Reorganization 104 Transmission of Change: Employee Handbook 107 Dismissal of a Founder and Completion of Change 113 Reinterpretation and Change in the Workers Collective 118 Post-Mortem 120 CHAPTER 5: IMPLICATIONS FOR FUTURE RESEARCH 122 Implications for Actor-Network and Genre Theory 122 Implications for Cooperative Development 126 Effects of Documentation on Democratic Practice 127 Effects of Scale on Management Practice 128 Implications for Professional Communication Research 129 Tension as a Condition for Innovation 129 Professional Communication Support for Cooperative Research 130 Conclusion 132 vi REFERENCES 135 APPENDIX 146 CURRICULUM VITAE 148 vii LIST OF FIGURES FIGURE 1: OVERLAP OF FLAT ARRANGEMENTS 20 FIGURE 2: INCIDENT REPORT 81 FIGURE 3: COVER OF MANIFESTO 89 FIGURE 4: TABLE OF CONTENTS 90 FIGURE 5: STRUCTURE CHART FROM BOARD MANUAL 98 FIGURE 6: FOUNDING NETWORK 100 FIGURE 7: CHANGES IN NETWORK ENROLLMENTS 106 FIGURE 8: WORKER HANDBOOK COVER 108 FIGURE 9: WELCOME 110 FIGURE 10: CHECKLIST 112 FIGURE 11: DISSOLUTION/REMAKING OF NETWORK 117 viii ACKNOWLEDGEMENTS Thanks to the Riverwest Public House Cooperative for their transparency and willingness to be open and vulnerable for this study. During my research, I watched the business go through many dramatic changes and through it all, the people involved were courageous, honest, and deeply committed to their common goals. I would often remind participants of their right to speak “off the record.” The response would often be, “No, please write this down.” I was struck by their willingness to be open to analysis, so that through my stories of their struggle and growth, the fields of professional communication and cooperative development could benefit. I am so grateful to them. I also want to thank my dissertation committee: Dave Clark, Rachel Spilka, S. Scott Graham, Bill Keith, and Fredrik O. Andersson. Thank you for your time and energy with this project, and for supporting me through this process. Lastly, I am thankful to my partner, Laura Kendellen, for late-night brainstorming sessions, many pots of coffee, stacks of books all over the house, and her superior editing skills, including this acknowledgment. ix Chapter 1: Cooperatives, Collective Management, and Hierarchy: Rationale and Relevance for Study Vignette 1: Jamal has worked for two years as the lead bartender for the Workers’ Collective, the committee of workers who democratically manage the bar. After starting school, he finds he is overwhelmed and decides to step down. The bar operates fine without a lead bartender for a few months, but soon maintenance tasks start to fall through the cracks, scheduling gaps occur, and inventory and finance officers operate without input from the group. The Board of Directors gives the Workers’ Collective a deadline to decide how they will manage themselves. At the next workers’ meeting, the Collective revisits the job description of the lead bartender, paring down the description to fit the bar’s current needs, and then makes changes in Google Docs. They agree one person could perform the tasks—most of what was previously performed by Jamal. The workers decide to revisit the decisions they have made in two weeks, then three months, and then one year. Finally, one worker nominates another for the position. After it is seconded, a vote is taken. The nominee is brought back into the room and congratulated on her new position as lead bartender. Vignette 2: After a year in the same position, Liz believes she deserves a raise. After consulting
Load more

Recommended publications
  • Corporate Culture and Organizational Change- a Study on a Large Pharmaceutical Company in Bangladesh
    Asian Business Review, Volume 4, Number 2/2014 (Issue 8) ISSN 2304-2613 (Print); ISSN 2305-8730 (Online) 0 Corporate Culture and Organizational Change- a Study on a Large Pharmaceutical Company in Bangladesh S.M. Rezaul Ahsan Senior Manager, Organization Development, The ACME Laboratories Ltd, Dhaka, BANGLADESH ABSTRACT This paper investigates the relationship between corporate culture and attitudes toward organizational change from the perspectives of a large pharmaceutical company in Bangladesh. A structured questionnaire was developed on the basis of the competing values framework of culture typology of Cameron and Quinn (2006) and a study of Justina Simon (June 2012), which was distributed to the 55 staff members of the company. The result shows that there is a significant relationship between corporate culture and organizational change. The study reveals that the organization has adopted all four types of organizational culture and the dominant existing organizational culture is the hierarchy culture. The study also shows that the resistance to change is a function of organizational culture. The implications of the study are also discussed. Key Words: Organizational Culture, Organizational Change, Resistance to change, Change Management JEL Classification Code: G39 INTRODUCTION Corporate culture is a popular and versatile concept in investigate the impact of organizational culture on C the field of organizational behavior and has been organizational change. identified as an influential factor affecting the success There has been significant research in the literature to and failure of organizational change efforts. Culture can explore the impact of organizational culture on both help and hinder the change process; be both a blessing organizational change.
    [Show full text]
  • Organizational Structure
    Organizational structure © 2019 The Predictive Index Organizational structure Why? When considering what will make a Organizational structure is the system that business strategy successful, it’s easy to defines how things get done on your team or in your organization, including task assignment, think of the people and resources needed managerial relationships, and communication. to move forward. However, the concept of Structures are developed during the process adjusting your organizational structure to known as organizational design, when you create a structure that allows you to best carry out your best suit your strategic vision is often strategic goals. Using the practice of neglected—despite the fact that structure organizational design, you can maximize your is a means by which you can successfully organizational structure by identifying blockers, creating new efficiencies, improving implement your strategy. communication, and eliminating or adding process steps where necessary. While the process of redesigning an organization’s structure is not a light undertaking, the consequences of the wrong organizational structure are considerable: lack of role clarity, diffusion of decision-making responsibility, siloed employees, and more. In this document, you’ll review a few crucial components of organizational structure, as well as several more popular structures and their benefits. 2 Structural components Spans and layers Managers’ average span of control and the Span of control number of layers in the chain of command Span of control refers to the number of subordinates reporting into any manager. Wide are often referred to by analysts as “spans span of control is appropriate when efficiency is and layers.” There are two considerations of crucial importance, or when many employees to make here: firstly, how wide should span in a division have similar goals and can therefore be managed by the same person.
    [Show full text]
  • Certificate of Organization (LLC
    Secretary of the State of Connecticut OFFICE USE ONLY PHONE: 860-509-6003 • EMAIL: [email protected] • WEB: www.concord-sots.ct.gov CERTIFICATE OF ORGANIZATION • Use ink. • Print or type. LIMITED LIABILITY COMPANY – DOMESTIC • Attach additional 8 ½ x 11 sheets if necessary. FILING PARTY (Confirmation will be sent to this address): NAME: FILING FEE: $120 MAILING ADDRESS: Make checks payable to “Secretary of the State” CITY: STATE: ZIP: – 1. NAME OF LIMITED LIABILITY COMPANY (required) (Must include business designation such as LLC, L.L.C., etc.): 2. PRINCIPAL OFFICE ADDRESS (required) (Provide full address): (P.O. Box unacceptable) STREET: CITY: STATE: ZIP: – 3. MAILING ADDRESS (required) (Provide full address): (P.O. Box IS acceptable) STREET OR P.O. BOX: CITY: STATE: ZIP: – NOTE: COMPLETE EITHER 4A BELOW OR 4B ON THE FOLLOWING PAGE, NOT BOTH. 4. APPOINTMENT OF REGISTERED AGENT (required): A. If Agent is an individual, print or type full legal name: _______________________________________________________________ Signature accepting appointment ▸ ____________________________________________________________________________________ BUSINESS ADDRESS (required): CONNECTICUT RESIDENCE ADDRESS (required): (P.O. Box unacceptable) Check box if none: (P.O. Box unacceptable) STREET: STREET: CITY: CITY: STATE: ZIP: – STATE: CT ZIP: – CONNECTICUT MAILING ADDRESS (required): (P.O. Box IS acceptable) STREET OR P.O. BOX: CITY: STATE: CT ZIP: – PAGE 1 OF 2 Rev. 04/2020 Secretary of the State of Connecticut OFFICE USE ONLY PHONE: 860-509-6003 • EMAIL: [email protected]
    [Show full text]
  • Su Ppo R T D O Cu M En T
    v T Structures and cultures: A review of the literature Support document 2 EN BERWYN CLAYTON M VICTORIA UNIVERSITY THEA FISHER CANBERRA INSTITUTE OF TECHNOLOGY ROGER HARRIS CU UNIVERSITY OF SOUTH AUSTRALIA ANDREA BATEMAN BATEMAN & GILES PTY LTD O MIKE BROWN UNIVERSITY OF BALLARAT D This document was produced by the author(s) based on their research for the report A study in difference: Structures and cultures in registered training organisations, and is an added resource for T further information. The report is available on NCVER’s website: <http://www.ncver.edu.au> R O The views and opinions expressed in this document are those of the author(s) and do not necessarily reflect the views of the Australian Government, state and territory governments or NCVER. Any errors and omissions are the responsibility of the P author(s). © Australian Government, 2008 P This work has been produced by the National Centre for Vocational Education Research (NCVER) on behalf of the Australian Government and state and territory governments U with funding provided through the Australian Department of Education, Employment and Workplace Relations. Apart from any use permitted under the CopyrightAct 1968, no S part of this publication may be reproduced by any process without written permission. Requests should be made to NCVER. Contents Contents 2 Tables and figures 3 A review of the literature 4 Section 1: Organisational structure 4 Section 2: Organisational culture 21 Section 3: Structures and cultures – a relationship 38 References 41 Appendix 1: Transmission
    [Show full text]
  • Historical Evolution of Management Accounting
    1990's: Value Based Management Focus shifted to include the creation of customer value, strategy, balanced scorecards, EVA, and other related concepts. 1980's: Lcan Enterprise CA M-I Cost Management Focus shifted to the reduction of waste, JTT, teamwork, ABC, target costing, quality, investment & product life cycle management. 1951 - 1980's: Managerial Accounting Focus shifted to providinginformation for management planning & control. 1920 - 1950: Cost Accounting Matching concept developed. Focus on cost determination and financial control. 1812 - 1920: Accountingfor Processes Prior to the matching concept. Focus on operating cost and efficiency of processes. Shah Kamal Historical Evolution of Assistant Relationship Manager Management Accounting Bank Alfalah [email protected] Abstract The obsolescence of most companies' cost accounting and management control systems is particularly unfortunate for the global competition of the 1980s (Johnson & Kaplan, 1987). During the past two decades, conventional cost and management accounting practices have been under extensive criticism for their malfunction to instigate change and their inability to support management accounting innovations in coping with the requirements of a changing environment. The academic literature has been crucial of conventional management accounting systems particularly for their lack of efficiency and capability to present comprehensive and the latest information and to assure decision makers and potential users of such information. Focusing on this debate, current study reviews the evolution of cost and management accounting innovations over the past century around the world and to examine whether there has been a significant impact of management accounting in the organization. The analyses suggest that management accounting is changing. However, these changes do not have much bearing upon the type of management accounting techniques.
    [Show full text]
  • Analysis of the Importance of Business Process Management Depending on the Organization Structure and Culture
    Proceedings of the 2013 Federated Conference on Computer Science and Information Systems pp. 1079–1086 Analysis of the importance of business process management depending on the organization structure and culture Witold Chmielarz Marek Zborowski Aneta Biernikowicz University of Warsaw Faculty of University of Warsaw Faculty of BOC Information Technologies Management ul. Szturmowa 1/3, Management ul. Szturmowa 1/3, 02-678 Consulting al. Jerozolimskie 109/26, 02-678 Warszawa, Poland Warszawa, Poland 02-011 Warszawa, Poland Email: [email protected] Email: Email: aneta.biernikow- [email protected] [email protected] Abstract–the present survey mainly aims at analysing processes – more efficiently implemented than through determinants of possibilities of improving processes in an competition on a given market), where proper relations organization. The early fragments of the study are devoted to a result from combining the results of the processes with Key theoretical analysis of determinants of the process management Performance Indicators (KPI); the organizational structure – and its connection with the project management. Then the assumptions of the survey on the impact of the organizational with the possibility of questioning the inviolability and structure and culture on possibilities of applying business optimum of the present state, which serves a basis of a process management were presented. The verification of possibility of improving the organization, including also theoretical deliberations and survey assumptions is included in transferring and distributing tacit knowledge through a social the last part of the article presenting the initial results of the component of corporate portals and sharing it with other obtained survey and the resulting conclusions.
    [Show full text]
  • Trade Management Guidelines
    Trade Management Guidelines TRADE MANAGEMENT TASK FORCE Theodore R. Aronson, CFA, Chairman Aronson + Partners Gregory H. Bokach, CFA Damian Maroun American Century Investment Management G.E. Asset Management Corporation Eugene K. Bolton Jean Margo Reid G.E. Asset Management Corporation Paul Richards* Michael H. Buek, CFA Financial Services Authority The Vanguard Group H. Paul Reynolds Richard A. Carriuolo Frank Russell Securities, Inc. R.M. Davis, Inc. George U. Sauter Gene A. Gohlke, Ph.D., CPA* The Vanguard Group U.S. Securities and Exchange Commission Erik R. Sirri Paul S. Gottlieb Babson College Merrill Lynch Wayne H. Wagner Joanne M. Hill Plexus Group Goldman, Sachs & Co. Jessica L. Mann, CFA Donald B. Keim CFA Institute The Wharton School Maria J. A. Clark, CFA Anthony J. Leitner CFA Institute Goldman, Sachs & Co. Ananth Madhavan ITG, Inc. * Observer. 1 CFA INSTITUTE TRADE MANAGEMENT GUIDELINES Recognizing the ambiguities and complexities surrounding the concept of Best Execution,1 CFA Institute Trade Management Task Force has developed the CFA Institute Trade Management Guidelines (Guidelines) for investment management firms (Firms). The recommendations contained herein stem from the obligations Firms have to clients regarding the execution of their trades and provide Firms with a demonstrable framework from which to make consistently good trade-execution decisions over time. The Guidelines formalize processes, disclosures, and record-keeping suggestions that, together, form a systematic, repeatable, and demonstrable approach to seeking Best Execution. It is important to note that the Guidelines are a compilation of recommended practices and not standards. CFA Institute encourages Firms worldwide to adopt as many of the recommendations as are appropriate to their particular circumstances.
    [Show full text]
  • Organizational Culture Model
    A MODEL of ORGANIZATIONAL CULTURE By Don Arendt – Dec. 2008 In discussions on the subjects of system safety and safety management, we hear a lot about “safety culture,” but less is said about how these concepts relate to things we can observe, test, and manage. The model in the diagram below can be used to illustrate components of the system, psychological elements of the people in the system and their individual and collective behaviors in terms of system performance. This model is based on work started by Stanford psychologist Albert Bandura in the 1970’s. It’s also featured in E. Scott Geller’s text, The Psychology of Safety Handbook. Bandura called the interaction between these elements “reciprocal determinism.” We don’t need to know that but it basically means that the elements in the system can cause each other. One element can affect the others or be affected by the others. System and Environment The first element we should consider is the system/environment element. This is where the processes of the SMS “live.” This is also the most tangible of the elements and the one that can be most directly affected by management actions. The organization’s policy, organizational structure, accountability frameworks, procedures, controls, facilities, equipment, and software that make up the workplace conditions under which employees work all reside in this element. Elements of the operational environment such as markets, industry standards, legal and regulatory frameworks, and business relations such as contracts and alliances also affect the make up part of the system’s environment. These elements together form the vital underpinnings of this thing we call “culture.” Psychology The next element, the psychological element, concerns how the people in the organization think and feel about various aspects of organizational performance, including safety.
    [Show full text]
  • Customer Relationship Management, Customer Satisfaction and Its Impact on Customer Loyalty
    Customer Relationship Management, Customer Satisfaction and Its Impact on Customer Loyalty Sulaiman, Said Musnadi Faculty of Economic and Business, University of Syiah Kuala, Banda Aceh, Indonesia Keywords: Customer Relationship Management, Satisfaction, Customer Loyalty. Abstract: This study aims to determine the effect of Customer Relationship Management (CRM) on Customer Satisfaction and its impact on Customer Loyalty of Islamic Bank in Aceh’s Province. The study population is all customers in in the Islamic Bank. This study uses convinience random sampling with a sample size of 250 respondents. The analytical method used is structural equation modeling (SEM). The results showed that the Customer Relationship Management significantly influences both on satisfaction and its customer loyalty. Furthermore, satisfaction also affects its customer loyalty. Customer satisfaction plays a role as partially mediator between the influences of Customer Relationship Management on its Customer Loyalty. The implications of this research, the management of Islamic Bank needs to improve its Customer Relationship Management program that can increase its customer loyalty. 1 INTRODUCTION small number of studies on customer loyalty in the bank, as a result of understanding about the loyalty 1.1 Background and satisfaction of Islamic bank’s customers is still confusing, and there is a very limited clarification The phenomenon underlying this study is the low about Customer Relationship Management (CRM) as a good influence on customer satisfaction and its
    [Show full text]
  • Vaccine Management Plan
    Vaccine Management Plan KEEP YOUR MANAGEMENT PLAN NEAR THE VACCINE STORAGE UNITS Practices must maintain a vaccine management plan for routine and emergency situations to protect vaccines and minimize loss due to negligence. The Vaccine Coordinator and Backup are responsible for implementing the plan. Instructions: Complete this form and make sure key practice staff sign and acknowledge the signature log whenever your plan is revised. Ensure that all content (including emergency contact information and alternate vaccine storage location) is up to date. Keep the plan in a location easily accessible to staff and available for review by VFC Field Representatives during site visits. (For practices using mobile units to administer VFC vaccines: Complete the VFC “Mobile Unit Vaccine Management Plan” to itemize equipment and record practice protocols specific to mobile units.) Section 1: Important Contacts KEY PRACTICE STAFF & ROLES Office/Practice Name VFC PIN Number Address Role Name Title Phone # Alt Phone # E-mail Provider of Record Provider of Record Designee Vaccine Coordinator Backup Vaccine Coordinator Immunization Champion (optional) Receives vaccines Stores vaccines Handles shipping issues Monitors storage unit temperatures USEFUL EMERGENCY NUMBERS Service Name Phone # Alt Phone # E-mail VFC Field Representative VFC Call Center 1-877-243-8832 Utility Company Building Maintenance Building Alarm Company Refrigerator/Freezer Alarm Company Refrigerator/Freezer Repair Point of Contact for Vaccine Transport www.eziz.org 1 IMM-1122 (12/20)
    [Show full text]
  • Five Key Principles of Corporate Performance Management
    ffirs.qxd 11/2/06 1:49 PM Page iii Five Key Principles of Corporate Performance Management Bob Paladino John Wiley & Sons, Inc. ffirs.qxd 11/2/06 1:49 PM Page ii ffirs.qxd 11/2/06 1:49 PM Page i Additional Praise For Five Key Principles of Corporate Perfromance Management “This book is emblematic of Bob’s considerable expertise in organizing a company around the Strategy Focused Organization approach using the Balanced Scorecard Method. As founder, chairman and CEO of Crown Castle International (CCI:NYSE) I hired Bob as a consultant to lead a pro- gram to initiate CCI on the SFO method. He later joined CCI and led a suc- cessful organizational transformation to a much more efficient global platform in the telecommunications industry. I am now chairman and majority shareholder of two international organi- zations; one in the multi-jurisdictional payroll arena and another in the aero- space industry and Bob is successfully transforming those companies into Strategy Focused Organizations. He is probably THE most knowledgeable and experienced individual in implementing the SFO approach to better organizational efficiency given his hands on experience and his considerable knowledge of accounting and finance as a CPA.” —Ted B. Miller, Jr., Chairman, M7 Aerospace and Chairman, Imperium International “This book brings strategy to life through real-life application and provides the road map needed to truly unite a company in its objectives. Bob Paladino’s method encourages team work, cross functional thinking and drives company success.” —Preston Atkinson, Chief Operating Officer, Whataburger, Inc. “Bob Paladino has taken a balanced approach of taking all attributes of high performing businesses and turning them from theory to practical application.
    [Show full text]
  • Professional Profile and the Role in the Cross-Functional Integration of SCM
    Supply chain managers: professional profile and the role in the cross-functional integration of SCM Andréia de Abreu ( [email protected] ) Federal University of São Carlos Rosane Lúcia Chicarelli Alcântara ( [email protected] ) Federal University of São Carlos Abstract Supply chain management can be seen as a way to achieve integration of all corporate functions. Due to this, the objective of this paper is to present the theoretical indications regarding professional profile recommended for the supply chain management and discuss the role of these professionals in cross-functional business processes. Keywords: Supply chain management, Supply chain managers, Integration Introduction Despite the popularization of the concept since its introduction in the 1980s, the Supply Chain Management (SCM) is considered a discipline still in formation (Chen and Paulraj 2004, Tiwari et al. 2014). Its body of knowledge has been formed in confluence with areas such as logistics, operations management, information technology, marketing, resulting in principles and specific strategies, as demand management, postponement, e-supply chain, sustainable chain and others. In practice, SCM are complex and characterized by numerous activities spread over multiple functions and organizations, which pose challenges to reach effective implementation (Maleki and Cruz-Machado 2013). According to Teller et al. (2012) most of the initiatives to implement the practices and principles of SCM fail or are not completed. Studies have pointed out two main reasons for this fact: (i) the low observance of the human factor in behavioral and professional profile terms (Rossetti and Dooley 2010, Sohal 2013) and (ii) inadequate organizational structure to promote intra-organizational flows (Kim 2007, Oliva and Watson 2011), both have a negative impact on integration (Cousins and Menguc 2006, Fawcett et al.
    [Show full text]