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Essay / Research Paper Abstract
Case analysis of Sandy Ward's VIP team at AT&T and its affect on bringing about the restructuring of the Dallas manufacturing plant. The case is provided by Harvard Business School. The analysis provides recommendations for Sandy Ward's team. Bibliography list 4 sources. jvSWard.rtf
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File: D0_jvSWard.rtf
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time when profits wane and employees are laid off. The companies who survive invest in change to prevent shutdown. In the AT&T case of Sandy Ward, she will have to
make decisions in order to direct her team in her conception of Quick JIT, and this decision must be based on carrying out the plan already provided by Ken Weatherford,
the plant manager at AT&Ts Dallas Works in order for the team to succeed. The Vayanos (2003) model found that the best hierarchical
structure was one where agents maximize the organizations decisions. This structure works like a chain, where every agent (every employee) has a subordinate. Therefore, the returns on "investment" are as
high at the bottom as they are at the top of the structure. This is the structure decided upon by Weatherford when he established a number of "chains" within his
organization, each with a different assignment for bringing about a total restructuring of the plant. These he described as the four "Focused Factories" which "would be managed by separate hierarchies"
(Holland, 1992, 3). Weatherford assigned Sandy Ward the final responsibility of turning around the whole plant (as opposed to the four stand-alone
areas) in nine months. In order to do that, her team would have to make sure every employee, including team and top management carried all of the restructuring goals set
out by Weatherford. Wards decisions will have a direct effect on AT&Ts profitability because profits will be lost if even one process
is shut down during the change, even for a few minutes. As the authors note, a shutdown meant writing off millions and it was Weatherfords job to make the plant
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