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Essay / Research Paper Abstract
A 3 page discussion of Dunlap’s actions at Sunbeam Corporation in the 1990s. This paper points out the many wrongs Dunlap perpetuated. Bibliography lists 2 sources.
Page Count:
3 pages (~225 words per page)
File: AM2_PPbusDunlap.rtf
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Unformatted sample text from the term paper:
able to transform companies on the brink of failure into fantastic corporate success. That ability was, in fact, why he was hired by Sunbeam Corporation in 1996. One
of Dunlaps most impressive accomplishments at that time was his transformation and sale of Scott Paper. Sunbeam was impressed enough, at least, to recruit Dunlap to work a similar
miracle within their corporation. While at first Dunlap seemed to fulfill all of Sunbeams expectations, driving company sales and share prices up astronomically, it was soon revealed that Dunlaps
miracles were nothing more than a manipulation of numbers for the purpose of conveying a particular business image. Consequently, he was fired less than two years after all the
fanfare of his entry at Sunbeam. Dunlap failed Sunbeam for a number of reasons. His approach to organizational transformation was based on
a number of his own ill-conceived notions. They were not notions he had formulated while at Sunbeam either but rather those that had characterized much of his career.
Dunlap held little respect for the multiple stakeholder view of a corporations operation, for example (Hall, Khurana, and Madigan, 1999). Neither the opinions of corporate officers, employees, nor share
holders were important to him when it came to decision making (Hall, Khurana, and Madigan, 1999). Instead, he viewed it as solely his responsibility to make decisions involving the
company. Dunlap was an aggressive manager to say the least. He hired and fired practically on a whim and without
heeding input from others inside the corporation. He placed more value on the opinion of outside consultants, in fact, than he did on those held within the corporation (Hall,
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