Nucor Case Analysis - 4059 Words

Individual Case Analysis BUS490 Comprehensive Examination Nucor Steel Corporation Written by: Lukas Kubilius Professors: Bonnie J. Straight Julian J. Prewitt Lithuania Christian College 2 March 2005 Overview of situation Nucor Corporation with 24 plants/divisions and 8,000 employees, operated in nine states recycling more than 10 million tons of scrap steel annually. Producing carboy and alloy steel in bars, beams, sheet, and plate; steel joists and joist girders; steel deck; cold finished steel; steel fasteners; and metal building systems, the corporation was known as the most modern and efficient, having streamlined organizational structure,†¦show more content†¦More attention to own business than to competitors is their strategy. South magazine observed that Nucor is â€Å"stripped down, no nonsense† organization. It keeps maintaining low cost and efficiency, which is the key to making profit in steel industry, by keeping the employee force at the level it should be, empowering them, being totally honest, involving them in decision making process, and using effective incentive compensation system. Nucor’s ten year goals are: †¢ Achieving average annual earnings growth of 10%-15%. †¢ Exceeding return on capital †¢ Maintaining minimum 14% return on equity. †¢ Delivering 8%-10% return on sales. †¢ Becoming market leaders of every product group and business where they compete. Key Issues and Problems ïÆ' ¼ Growth in troubled steel industry. How to sustain Nucor’s earnings growth in the industry, which has many marginal competitors and production overcapacity. ïÆ' ¼ Market position. How to protect and establish Nucor’s market position. ïÆ' ¼ Organizational structure. Need for expanding size of executive management team and adding new corporate layers in the corporation. ïÆ' ¼ Human Resource Management. Need for reanalyzing employee wages and bonus system. Finances A typical Gross profit margin depending on the industry may be 25 to 30%. Nucor’s Gross profit margin ratio indicates that industry is intense and cost of goods is one of the main of factor in profitability. After examining the five yearShow MoreRelatedEssay on Nucor Case Analysis1235 Words   |  5 PagesNucor Corporation – Case Study and Recommendations on Strategy Nucor Corporation – Case Study and Recommendations on Strategy Introduction Nucor Corporation: Competing against Low Cost Steel imports deals with leading steel manufacturer Nucor Corporation and trends in the steel industry affecting Nucor. Steel manufacturing is an old business, but is currently facing the fast changes associated with new technologies, the rise of globalization, and changes in cost and efficiency. To date, NucorRead MoreNucor Case Analysis4046 Words   |  17 PagesIndividual Case Analysis BUS490 Comprehensive Examination Nucor Steel Corporation Written by: Lukas Kubilius Professors: Bonnie J. Straight Julian J. Prewitt Lithuania Christian College 2 March 2005 Overview of situation Nucor Corporation with 24 plants/divisions and 8,000 employees, operated in nine states recycling more than 10 million tons of scrap steel annually. Producing carboy and alloy steel in bars, beams, sheet, andRead MoreNucor Case Analysis Essay2164 Words   |  9 PagesNucor Corporation Case Analysis Section 1: Recommendations Recommendation 1: To expand more internationally by building plants in lower property taxed areas with low tariffs to ship products out. Recommendation 2: To put in place job descriptions for employees. By doing this it will save Nucor litigation fees and troubles if something arises in the workplace between the employee and Nucor about job duties, injuries, etc. Recommendation 3: Other than expanding internationally, Nucor shouldRead MoreNucor Corporation Case Analysis Essay2454 Words   |  10 Pages11/9/2010 Nucor Corporation Memo Response: Per your request I have analyzed Nucor Corporation and the steel industry. After performing both strategic and financial analysis I offer my recommendations. Executive Summary: Nucor Corporation was the most profitable steel producer in North America in both 2005 and 2006. It is regarded as a low-cost steel producer in the United States, and one of the most efficient and technologically innovative steel producers in the world. Nucor is knownRead MoreCase Studies67624 Words   |  271 PagesCase Studies C-1 INTRODUCTION Preparing an effective case analysis C-3 CASE 1 CASE 2 CASE 3 CASE 4 CASE 5 CASE 6 CASE 7 ABB in China, 1998 C-16 Ansett Airlines and Air New Zealand: A flight to oblivion? C-31 BP–Mobil and the restructuring of the oil refining industry C-44 Compaq in crisis C-67 Gillette and the men’s wet-shaving market C-76 Incat Tasmania’s race for international success: Blue Riband strategies C-95 Kiwi Travel International Airlines Ltd C-105 CASE 8 Beefing up the beeflessRead MoreAnalysis Of Nucor s Strategy For Cost Leadership Strategy915 Words   |  4 PagesAccording to the case study, Nucor has been opting for cost leadership strategy. Cost leadership is an approach that relates a firm pursuing to get the lowest cost in industry. According to Nucor’s case study, it is absolute that Nucor applies correctly and successfully in cost leadership as it has managed to gain relatively low cost of their production. The firm builds manufacturing plants inexpensively and guarantees that they are operated efficiently. Due to Nucor has maintained high profits evenRead MoreCritical Success Factors Of The Company1115 Words   |  5 PagesSituational Analysis 3.1 External Analysis 3.1.1 Critical Success Factors Cost Leadership Strategy: The adoption of cost leadership has been a significant success determinant for the company. Therefore, Nucor has assured that it becomes a cost leader through the use of advanced technologies in steel manufacturing. As well as Nucor invested actively in research and development and applied a lean management structure that improves efficiency for production. Technology and Innovation: Nucor took intoRead MoreNucor at Crossroads1352 Words   |  6 PagesNucor at a Crossroads Nucor at a Crossroads Case Analysis In 1986, three distinct segments defined the U.S. steel industry; integrated steel mills, mini-mills, and specialty steel makers. The integrated mills have the capacity to produce a maximum of 107 million tons of steel per year, mini-mills produced a maximum of 21 million tons of capacity a year, and the nation’s specialty steel makers could produce a maximum capacity of 5 million tons of stainless and specialty grades of steel. This leadsRead MoreNucor Case1339 Words   |  6 PagesNUCOR MEMORANDUM To: F. Kenneth Iverson and Management Team of Nucor Corporation CC: AGSM Faculty Teams Subject: Investment Decision Date: 04/22/2009 From: 1713898 The Situation In 1986, flat sheet segment contained 52% of US total steel market1. Nucor Corporation, which is a steel minimill well-known for its leadership, efficient operation and well-structured compensation, is showing the interest in the flat sheet segment. At the same time, there are many new thin-slab casting technologies toRead MoreNucor Case Study Essay1320 Words   |  6 PagesNUCOR (25 Points) 1. List and elaborate some strategic issues facing NUCOR? Nucor has been facing many industry challenges including the overall development of the industry. They are competing with foreign firms on cost and efficiency. Nucor has a low cost strategy because as they say their product is not necessarily very attractive. It does not have attractive or unique selling features other than its cost. The commodity of steel is in a very competitive market. Nucor understands that innovation

Walt Disney s Life And Life - 2810 Words

No, Walt Disney did not invent the lightbulb, or the computer, but what he did do was revolutionize animations, cartoons, and make billions of peoples imagination and happiness go wild. â€Å"In bad times, and in good, I’ve never lost my Zest for life.† Walt Disney said this because that is how he felt about life, he knew there would be ups and downs, but the only way to get through them was to stay positive and enjoy everything life has to offer. Walter Elias Disney was born in Chicago, Illinois, on December 5, 1901. He is the fourth of five children, and his parent’s name’s are Elias and Flora Disney. His father was a very strict and religious man. Elias Disney would sometimes physically abuse his children. His father was working as a†¦show more content†¦He was also a cartoonist for the school paper. At age 16, he dropped out of school to join the army. He was rejected for being underage, so instead he joined the Red Cross. Red Cross sent him to France for a year, there, he drove an ambulance. After France, he went back to Kansas City in 1919, to work as a commercial illustrator. Later he made crude animated cartoons. He met cartoonist Ubbe Eert Iwwerks, better known as Ub Iwerks at Pesmin-Rubin Art Studio, where his brother Roy had gotten him a job. After that, Walt Disney worked at Kansas City Film Ad Company. From there, Walt Disney then decided to open his own animation business. He recruited Fred Harman as his first employee. Walt Disney and Fred Harman made a deal with a local Kansas City theater to screen their cartoons, which they called Laugh-O-Grams. The cartoons were well liked, and Walt Disney was able to buy his own studio for making cartoons. After a while though, the company had so much debt, it was forced to declare bankruptcy. Disney and his brother, Roy, soon pulled every penny they had and moved to Hollywood. Ub Iwerks also moved to California, and there the three began the Disney Brothers Studio. Th eir first deal was with New York distributor, Margaret Winkler. The deal was for their Alice Cartoon’s and their new character Oswald the lucky Rabbit. A few years later, Disney learned that Margaret Winkler and her husband, Charles Mintz, had stolen the rights to

The Bell Jar By Sylvia Plath And Girl, Interrupted By...

A comparative literary study of the effect of mental illness on the central characters is the semi-autobiographical novels The Bell Jar by Sylvia Plath and Girl, Interrupted by Susanna Kaysen. Comparing two women trying to deal with mental illness and are trying to cope with the mental pressures they put on themselves and by other people. Although the differences between these two novels are The Bell Jar shows Esther’s life before she descends into mental illness whereas Susanna’s story is about her time in a mental institution and experiencing other patients who are in similar situations. The title Girl, Interrupted â€Å"Interrupted at her music: as my life had been, interrupted in the music of being seventeen... What life could recover from that?† refers to the painting as she sees it as a distillation of her own experience. Just like the girl in the painting was interrupted so was Susanna and for two years she was unable to live the life that she wanted to. The Bell Jar is a metaphor used by Sylvia Plath to show that Esther is trapped inside her own head and is unable to escape the doubtful and insecure thoughts she has. It is also used as a metaphor for society as people are unable to escape from the expectation which society puts upon them. Girl, Interrupted and The Bell Jar both on different levels reflect the authors Susanna Kaysen and Sylvia Plath’s life story. The Bell Jar especially becomes very similar to an autobiography to Sylvia Plath’s life because the eventsShow MoreRelatedAnalysis Of `` The Yellow Wallpaper `` And The Memoir Girl, Interrupted By Susanna Kaysen1515 Words   |  7 PagesSylvia Plath s novel The Bell Jar, the short story The Yellow Wallpaper by Charlotte Perkins Gilman, and the memoir Girl, Interrupted by Susanna Kaysen all tell the story of three women slowly descending into mental illness. Esther, the main character of The Bell Jar falls into a deep depression and attempts suicide despite appearances of being successful. The unnamed narrator of The Yellow Wallpaper becomes insane under the care of her physicist husband, John. And Susanna, the autobiographical

Management and Organisations in a Global Environment-Free samples

Question: Discuss about the Management and Organisations in a Global Environment. Answer: Acceptance of Taylorism in contemporary organization The Taylorism is adopted in the Australian, American or European organization but not in the original form. Grachev and Rakitsky (2013) depicts that technology and automation are changing day by day and accepting this theory like traditional way, does not maximize the productivity and profitability. Traditionally, this theory is used to increase the productivity by eliminating the unnecessary physical movements of workers but in recent times, companies emphasize more on other curricular activities. It is evident that if employees have a time limit, they have the intention to work at faster rates and due to same reason after introducing Taylorism in Ford the productivity increases 300% more than the previous production (Witzel and Warner 2015). Moreover, in recent times, the principle idea of breaking the long processes in pieces is also adopted by the contemporary organization that is the key to success for an organization in information technology (Bell et al. 2015). Kemp (2013) als o illustrates that with the application of the Taylorism, attractive packages and job security for employees id also a significant factor that modern companies also were taken into consideration for obtaining success in the business. Taylorism in Call Centres Sinha and Gabriel (2016) portrays that Taylorism cannot be completely implemented in call centers as call center is divided into different sectors departmental wise depending on the area of expertise of employees. They have the target to help a certain number of customers, so if there is a time boundary for them, definitely they can serve more customers but on the same time, the time specified for each customer may not be same. So, Brophy (2015) depicts that they focus more on satisfied customers rather a number of calls. Therefore, Witzel and Warner (2015) affirm that Taylorism can be seen in the approach, where the more the customers serve the best service to the organization, they can attain attractive packages and recognition. Impact of Taylorism in modern world It is obvious that some traditional approaches are beneficial for the growth of the organization and the prime object for the Taylorism is to increase the financial growth by utilizing the maximum employees capability (Bell et al. 2015). The contemporary institutes also emphasize more on the maximum ability of the employees; however, the way of implementation of this theory is different. According to the video, the task is divided into several departments so that big projects can be divided into the module and easily manageable. Parker (2016) portrays that this policy is equally applicable in the modern institute where big companies are often divided into several departments. On the other hand, Hamel and Breen (2013) negates that when organizations structure does not have a specialized job, companies usually fail to adapt to changing circumstances that are following the Taylorism principle and hence this principle is best suited for small companies. This inflexibility does not work w ell in a contemporary organization where managers equally emphasize on the betterment of the employees. Taylor et al. (2013) on the other hand illustrates that in recent times, managers also focuses on assembly line automated technique so that better results can be obtained in lesser time. As per as the provided video, a different rule is implemented where workers are allowed to pull the cars through one workstation after another, which led to the birth of assembly line. Implementation of this principle results in the total manufacturing time of each car reduced to one and a half hour. In addition to that, during that era, time bounds are provided to each employee to maximize their working ability and as a result, the person who loaded 12 tons materials on a daily basis, loads 47 tons of materials at the same time that enhances the productivity of Ford (Witzel and Warner 2015). In a contemporary organization, the same principle is applied however regarding targets, in the completion of which the employee will get extra financial and emotional benefits. Grachev and Rakitsky 2013) depict s that this validates the term that we take care of our employees who in turn takes care of our business. Fayolism as the Necessary Complement of Taylorism Taylor has some major principles- Daily work carefully planned and laid out for workers, standard coordination between equipment and working procedures, attractive packages for employees (Cristallini and Savall 2014). The primary reason for formulating these principles is that an organization has to provide a huge portion of revenue for labor. Therefore, Taylor depicts that offering great packages to these employees will motivate them to do more work and this principle is followed by modern managers also. Moreover, Parker (2016) defines that Fayolism follows some major principles like- Division of work, authority and responsibility, order, equity, a subordinate of individual interest to general interest, the stability of tenure, the unity of direction, scalar chain and chain of command. All these principles play a crucial role for better associativity with1 the work in the workplace which enhances the productivity. Brophy (2015) portrays that according to Taylorism workers are consid ered as machines whereas Parker (2016) negates that according to Fayolism workers are considered as an important asset for the organization. In Mr. William's case, from the provided case study, Taylor enlightens that being a production manager, Mr. William has to fulfill some criteria like- interpretation of the policies of the stockholder, finding out objectives of the enterprise, scope and limitations of the organization, recruitment of skilled employee, following up with the activities of the company along with the appraisal of good work of the employees. All these responsibilities are job oriented; however, following Fayolism, it is found that management of a company required skills other than engineering. Fayol considers education for administration for achieving business objectives and differentiates administrative function than technical function. Cristallini and Savall (2014) illustrates that higher authorities of an organization like chief executive determines policy, administration and management and on the same hand they have to handle employees by suggesting them alternative policies in case existing policies are hard to follow. The chief executive applies Fayol's "administrative function" and Taylor's principle of achieving the greatest volume of work together for the best result in the productivity of the organization. Reference List Bell, R.L., Kennebrew, D. and Blyden, L., 2015. An Increasing Utility for the Early Management Approaches. Brophy, E., 2015. Labour Markets and Identity on the Post-Industrial Assembly Line Answer the Call: Virtual Migration in Indian Call Centres Call Centers and the Global Division of Labor: A Political Economy of Post-Industrial Employment and Union Organizing. Labour/Le Travail, 75. Cristallini, V. and Savall, H., 2014. The Taylorism-Fayolism-Weberism Virus. In Facilitating the Socio-Economic Approach to Management-Results of the first SEAM Conference in North America (p. 9). IAP Age Publishing (USA). Grachev, M. and Rakitsky, B., 2013. Historic horizons of Frederick Taylor's scientific management. Journal of Management History, 19(4), pp.512-527. Hamel, G. and Breen, B., 2013. The future of management. Harvard Business Press. Kemp, L.J., 2013. Modern to postmodern management: developments in scientific management. Journal of Management History, 19(3), pp.345-361. Parker, L.D., 2016. The global Fayol: contemporary management and accounting traces. Entreprises et histoire, (2), pp.51-63. Sinha, S. and Gabriel, Y., 2016. Call Centre Work: Taylorism with a Facelift.Re-Tayloring Management: Scientific Management a Century On, p.87. Taylor, R.H., Perissinotto, R., Stretch, D. and Taylor, R.H., 2013. Management history. Ecology and Conservation of Estuarine Ecosystems: Lake St Lucia as a Global Model. Cambridge University Press, New York, pp.21-47. Witzel, M. and Warner, M., 2015. Taylorism revisited: Culture, management theory and paradigm-shift. Cambridge Judge Business SchoolWorking paper number 01/2015.