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Exam ch1-6 (4) - Name cl Q cl 14 ID B Dofasco Dofasco Inc...

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Unformatted text preview: Name: cl Q cl 14. ID: B Dofasco Dofasco, Inc. is a different kind of steel company. Tiny by industry standards, the Canadian-based company has just 8,500 employees and a market cap of $2.3 billion. Dofasco Operates with a close eye on the triple bottom line. In addition to tracking financial metrics, Dofasco also monitors its impact on society and the environment. As a result, the company has outperformed many of its biggest competitors. Despite a recent slump in the automobile industry, which accounted for 50 percent of its business, Dofasco ran at 100 percent capacity and finished as one of the only integrated steelmakers in all of North America to make a profit one year. Dofasco is also one of the only companies in the steel industry without a union, and its employees like it that way. Employee tumover at the company’s main operation is less than one percent annually. Part of its low turnover rate is due to the company’s concern about protecting its external environment. As the CEO of the company said, “One way to get happy employees is not to wreck their community in which they live.” Refer to Dofasco. What technique would Dofasco most likely have used to keep apprised of environmental changes that could impact how the company does business? a social audit multi-attribute research environmental resolution environmental scanning perceptual mapping pane“? is used to refer to a company's practice of identifying and addressing customer trends and problems after they occur. a. Consumer confidence forecasts b. Competitive analysis Cg Reactive customer monitoring d. Proactive customer monitoring e. Continuous data mining Volkswagen In August 2005, Bernd Pischetsrieder, chief executive of Volkswagen, announced further restructuring plans for the company. VW is Europe's largest carmaker and needed to make itself profitable once again. To do so, VW cut thousands of jobs in the ensuing years through natural attrition, early retirement, and buying workers out of their contracts. The cannaker also considered whether its component parts factories in Brunswick, Kassel, and Wolfsburg were helping VW accomplish its organizational goal. Pischetsrieder blamed much of the company's problems on restructuring that was done in 1993. He insisted that the company is missing a whole generation of managers because its former CEO eliminated a whole layer of management. Now, 45 percent of managers were expected to go into retirement in the following three or four years. Refer to Volkswagen. The restructuring efforts mainly involved which of the management functions? leading commanding resource allocation ‘1; ‘b. "b. @ organizing e. controlling ...
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