Stanley Hydraulics

Bob Narrated had rational goal and plans for his new company. He Intended to spend a full year planning and preparing every aspect of the new operation. He planned that It would take at least five years of operations to gain a reputation with distributors and at least three years to begin showing a positive cash flow. His plan even went into very details such as floor space and sales employees in three situations: pessimistic, realistic and optimistic. * Bob Narrated also designed workable organization rules to achieve his goal.

For example, he expected employees to honestly and fairly make and meet their commitments with customers, distributors, employees and suppliers and to establish stable relationships with them. These rules provided guidelines for the employees. In this way, this company is not literally running without any boundaries. * Bob Narrated wasn’t the first one to have this cooperative, leaderless, non-authoritarian organization idea. Karl Mar’s socialism idea is now proved to be very successful in China.

Whether I would invest in Bob Northeaster’s company I would invest in Bob Northeaster’s company, because I think his company will grow avidly and become highly profitable, therefore the return on investment will be high. What foster the successes within the company were: * Motivation. Daniel Pink points out research that shows that autonomy is key to intrinsic motivation and that carrots and sticks (rewards and punishments) are De-motivators in any task that Involves even basic cognition (Pink, 2009). Both the vendors and employees were highly motivated to perform to their best without any supervising.

For example, vendors were trained to understand Stanley Hydraulics’ needs and motivated to aspect them out of shared longer Interests. * Empower. Stanley Hydraulics highly empowered both employees and suppliers and encouraged self-management. The work groups themselves would be free to adopt whatever methods seemed best to them. Employees were expected to decide for themselves and to schedule their own work. * Highly efficient. The horizontal management eliminated reporting and decision time between subordinates and supervisors.

The decision-making process changed from the traditional executive making decision to people who were most affected making decision. This new process enhanced both quality and the Implementation rate of the decisions that resulted. Stanley Hydraulics By backseats Overall, I don’t think Bob Narrated is crazy, because industrial sales, marketing, product development and top management, which intense and broad knowledge and working experience as bases upon which to build his company, rather than build a company on pure theory and imagination with inexperience. * Bob Narrated had rational goal and plans for his new company.

He intended to spend a full year planning and preparing every aspect of the new operation. He planned that it would take at least five years of operations to gain a reputation with distributors and at least three years to begin showing a positive cash involves even basic cognition (Pink, 2009). Both the vendors and employees were respect them out of shared longer interests. * Empower. Stanley Hydraulics decision time between subordinates and supervisors. The decision-making process changed from the traditional executive making decision to people who were most implementation rate of the decisions that resulted.