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Nutrorim Case Study

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Nutrorim was accused of producing a product that was supposedly getting people sick. They got investigated because there were 11 cases of gastrointestinal distress among the people who took the ChargeUp supplement with Lipitrene. After they hired hundreds of employees to do some research on the product, they discovered the product was indeed safe. The company then had to make a decision, to keep the possible bad product on the shelf and take the risk of other people getting ill from their product or to conduct a recall, which is pretty expensive. The organization was confused on which action to take. Later that night senior management held a meeting to come to a solution. The meeting was a mess and cause madness and there was no unity within management. There were several arguments about who had the most power and authority in the decision making process. Many people were stating their case and many were not heard in the meeting. There was no leader within the management to control everything and the necessary questions were not answered leaving management with non-confident decision. The company decided to recall the product ChargeUp. They were pretty worried about the issue going public which would exploit how weak they were and would be susceptible to lawsuits. We feel the garbage can model would be most effective to help guide the decision making process required at Nutrorium. Create a position that will do product follow-up to make sure people are enjoying the product and they are not getting sick. The upper management in this case is the people who should be making the overall final decision for the betterment of the organization. People with not much power and of lower status in the organization can still sell their ideas and thoughts to people of hierarchy.
The culture of Major League Baseball, in regards to the anti-doping culture, is quite weak for a number of reasons. One of the main reasons it is a weak culture is because of how recent (2006) MLB instituted the policy, and therefore it is not as established as a culture that has existed over a long period of time. Many of the elements within this new culture send very contradictory messages. An easy example of this is the fact that some players have tested positive and continue to speak out against the policy, while others seem to be on board with the policy. There are differing opinions and messages within the organization because of the different subcultures that exist. The players, coaches, and upper management are the main subcultures within Major League Baseball. Within these subcultures there is a division we feel, with two ways of viewing the policy. For example, some players are completely on-board with the new policy whereas other players want nothing to do with it. MLB stakeholder's attitudes are definitely influenced by the new testing policy, but only to a certain extent. Most fans, in general, would rather go to a game and see an offensive explosion instead of seeing a 1-0 game. While many understand that the integrity of the game is being compromised by performance-enhancing drugs (PED's), they still want to see Alex Rodriguez hit home-runs.

MLB's new drug policy has served as an instrument of cultural change, but it has not done nearly enough to be the only instrument to change the culture in baseball. If anything, we feel that the new policy has simply put the though in player's and owner's minds that there are at least some sort of penalties and repercussions for using PED's. Actually seeing players get suspended for using these illegal drugs should open the eyes of players somewhat. The organization environment of Major League Baseball regarding drugs and steroid abuse has always been an "out of sight, out of mind" culture. Everyone involved in the game at the professional level has known for years that PED's have been used, but nobody really questioned or challenged it publically besides Jose Canseco. It will be difficult to change that mindset and culture in a few short years; it will only change if the league continues to take a pro-active approach to ridding the game of steroids.

The role that MLB's administrator's, coaches, and players have in this process of culture change is absolutely critical to anything ever changing within the game. The administrators need to get down to business and clean up the organizations. They need to have a more authoritative approach, similar to that of Roger Goodell of the NFL. Harsh penalties and sanctions are the only way that these players will get it in their head that steroids just are not a part of the game. Managers and coaches seem to be stuck in the middle. They really do not have much interaction with players, so asking them to try to be authoritative is simply not plausible. Players have more control than the managers, and often times even the ownership and management. They need to be open to change and understand that these policies are an attempt to better the game, not harm them individually.

Using Lewis's 3-Step Model for implementing change, the first step is unfreezing. This means that people need to be convinced that the new policy is a good thing. Our solution to this is holding some sort of educational conference for every new member of the Major League Baseball organization (players as soon as they get drafted, new coaches and management people) before they can become part of the league. The individuals will be educated on the new policy, as well as the harm that steroids cause. Attendance and completion of this course needs to be enforced. Employees then need to be involved in the change process. We believe that the MLB Players Association could nominate a player from each organization to meet on a committee with MLB management a few times a year to see how the policy is being received and followed. The process can finally be frozen by continually enforcing all parts of the policy and retaining a firm and disciplinarian approach to enforcing the policy. It seems hard to create new symbols, stories, and rituals when the policy and culture is not even 5 years old. Instead it would be a good idea to simply let the stories and symbols develop. It is too soon to be able to identify a symbol of this movement. Wait a few years and see if the stories of Albert Pujols and Joe Mauer being great, clean players hold true and if they do then sell them as symbols and tell stories about them. We do not feel that players should be rewarded for following the rules. Is it not reward enough that they get to play a game, and get paid unbelievable amounts of money to do so?

Our plan will promote and sustain this new corporate culture because of the strictness of it. Everyone on the roster should be tested, including minor league players, once a month. First time offenders will be suspended for 81 games (half the season) with no pay and no contact with the team or organization. They also will not be allowed to play on rehab assignments during the suspension. Second time offenders will be suspended an entire season without pay and no contact with the team or organization. Any violation after these two will result in a lifetime ban with no chance of reinstatement. While these sanctions may seem harsh, there is no other way in which the culture of baseball and the MLB will change if strict and serious measures are not reinforced.

-Parker Kruckenberg, Dan Pavlue, Alyssa Wiebusch, Tony Des Marais, Erika W.




One of the most important things Nike learned was the importance of their public image and also along with that they learned about the social responsibility that comes along with being a major world corporation. They may not think that these issues are a big deal, but when a person like the former St. John's coach makes a trip overseas to raise awareness about worker's poor conditions people pay attention. Negative publicity of any kind can drive down business which results in a potential loss of revenue.

Nike is in the compliance stage of learning. Essentially the fall into the category of organizations that do "just as much as they have to."They realized that they needed to implement some changes, such as improve working conditions and pay, but something was stopping them. When Nike looked at what it would actually cost to implement these changes they decided it really wasn't worth it. However, it seems a little ridiculous to the public that someone like Phil Knight, who makes roughly $8 billion a year, cannot raise the wages of the sweatshop workers even a little bit. With this being said, Nike has at least addressed that there are problems that need to be fixed. It just isn't enough in this day and age however to do only what is necessary, especially not for a global icon like the Nike brand.

Nike bought the Starter brand in 2004, which affected its strategy in terms of corporate strategy. Starter is sold at stores such as Wal-Mart and Target which are considered a value-channeled economy. By showing an interest and commitment to the value industry, whose manufacturers are found in countries in Latin America and Asia, Nike demonstrated that was committed to maintaining labor compliance with all of its products and markets. Along these lines of successful strategies Nike also developed a corporate responsibility department, furthering their initiative in this area. One of the ineffective strategies Nike implemented was the audits on the overseas factories' labor compliance issues.

-Parker Kruckenberg, Dan Pavlue, Alyssa Wiebusch, & Tony Des Marais

Power: 1. There needs to be one person that is appointed the leader of the entire organization to be the final factor in decision making. 2. Each group within the organization must appoint one person in their group to be the leader of their group to assist in decision making of the organization. Conflict of Interests: 1. The organization should start a committee in order for every level of the organization to be able to voice their interests of the organization. 2. The organization should create a handout or informational program to educate all employees, both paid and volunteer, about changes that will be made within the organization. Capacity: 1. The more powerful people in the organization need to be more open and accept suggestions from volunteers in order to make strides toward improvement and have a smooth change. 2. The organization needs to have a realistic vision and be able to act upon it. Each employee must understand this vision before execution of the plan begins.
We found that there were many common goals of the NESCAC. They wanted the students to strive for academic and athletic excellence. They wanted academics and athletics to be in harmony with each other, or on the same level. These competing students were supposed to be representative of the student body. We also felt as though there wasn't any conference commissioner to manage and run things, each college had their own academic authority that would enforce the intercollegiate athletic policy. There were many stakeholders affected by the president's compromise plan such as: student-athletes, teachers, coaches, officials, booster, sponsors, alumni and the athletic director. The president's decision allowed one team the chance to earn a playoff spot. This playoff spot was important because it would give one team in the conference a chance not only to participate in the postseason, but also to give them national exposure. This would force competiveness within the student body both academically and athletically. The national exposure would also be a good way to lure recruits to their institution. The possible negative results from the president's decision would be they could get so caught up with the success of their athletics and lose focus on academics. They could also lose scholarship money. However ultimately, the decision created a building block for future students that they knew there was going to be a standard post-season at their college. We think the authority structure of the conference and the respective educational institutions should be revised. The athletic directors should be given more authority to assist in managing and organizing the institutions. We feel as though the athletic director is being ignored throughout this whole ordeal. The athletic director, directs athletics, so let him do his job. Also the stakeholders need to have more of a say in the whole decision making process. We feel it would be more beneficial for each institute to take into consideration all the ideas and thoughts from the stakeholders in order to come up with a consensus. At this point the president could then have the final word. I think everyone would agree that if you have one person making the decisions for a large group of people, that person will not fully understand all the aspects of the challenges that institute faces. We think that they should be more centralized and need to have a better "middle line." The "middle line" represents the stakeholders and the athletic director. We feel as though the structure of the conference playoffs needs to be simpler that way it will be easier to manage. Even if that meant they had to shorten the regular season, it would just make the regular season that more competitive. In conclusion, in order for the NESCAC presidents to deal with conference structure we would recommend they have a smaller apex and a larger "middle line," this would allow the athletic directors and a board of several stakeholders to make most of the decisions and the President would make sure these decisions and ideas were based on the goals and values of the NESCAC.
1.)Athletic directors should have the main responsibility of prioritizing expectations of each individual department or program within the athletic department. Athletic directors should also establish an organization-wide expectation and prioritize those expectations. Along with this, each individual team or department within athletic department should set their own expectations. For example, an athletic department's required GPA for an athlete to be eligible to compete is 1.9. However, the women's basketball team expects their players to earn a 2.5 GPA in order to be eligible to compete. 2.)External profile- pride, competitiveness, loyalty, sportsmanship Resource management- integrity, sportsmanship, respect, pride Performance on the field- competitiveness, strong work ethic, determination Ethics- honesty, trustworthiness, passion Education- dedication, strong work ethic, commitment Institutional enthusiasm- pride, spirit, sportsmanship 3.)If performance on the field influences the other six determinants of success, then you must focus on fielding a team that will consistently be successful on the field. Understand that within any athletic department getting your student athletes a degree that they can be proud of should be a top priority. At the major intercollegiate level you have a better chance of being successful as an organization if your athletic teams are successful on the field. MSU should strive to have some of the nations' top student-athletes, but at the same time understand that putting together a winning product on the field helps the organization in every aspect. 4.)After looking at MSU's mission statement it seems apparent that many if not all of Wolf et al.'s expectations were incorporated into the mission. The only thing we could see that wasn't covered as well in the mission statement was resource management. We thought that it was smart of MSU to not talk much about resource management in the mission statement, because in all reality it is more of an operative goal. 5.)There are a number of ways that MSU can continue to maintain a sound financial base. Things such as sponsorship attainment, getting local businesses more involved, having a strong booster club, and making sure scholarship money is appropriated correctly. 6.)Internal Process Approach--the program wants to develop internally and develop their staff in all aspects of their lives (i.e. career, wellness, athletic success, professional success, etc.). Developing the employees, athletes, and support staff's relationships with one another and creating an atmosphere of kindness, happiness, and dedication results in the other priorities of the athletic department fulfilled. When the internal component of an organization is working as one collective unit, external relationships and factors take care of themselves. Things such as tickets sales and public perceptions are examples of external factors that an organization cannot even begin to worry about without first making sure that the primary stakeholders are working effectively.
Group Members: Alyssa W., Tony D., Erica W., Parker K., Dan P. CONTEXTUAL DIMENSIONS Size: Large number of employees working in all facets of running a professional football team. Relatively big season ticket holder base. Technology: Team website used for ticket and merchandise sales. In-game video board and sound systems. Environment: Compete with other NFL teams. Must follow rules, laws, and regulations of the NFL, and federal and state governments. Goals & Strategy: Win an NFL championship, give back to the community, create a large fan base, make a profit Culture: Competitive mentality shared by employees, commitment to winning on and off of the field STRUCTURAL DIMENSIONS Formalization: Employee contracts, facility emergency procedures Specialization: Many different positions (i.e. marketing, ticket/merchandise sales, coaches, players, equipment staff, public relations, etc.) Hierarchy of Authority: Owner has ultimate control of franchise, general manager is directly below the owner. From there, the hierarchy splits into the various specialty positions Centralization: Generally everything has to pass through upper management, but lower level positions still have a say in the operation and decision making of the organization Professionalism: Many people begin as interns, upper management generally is highly educated or experienced, lower level staff generally have at least a 4-year degree Personnel Ratios: In general there is more support staff than administrative staff (i.e. more players than coaches) We believe that the contextual dimensions of a sport organization directly affect and impact the structural dimensions of the organization. We say this because you cannot build a successful organization without taking the surrounding environment, culture, and the organization's goals and strategy into consideration. For example, look at two collegiate baseball programs in two very different parts of the country. The University of Minnesota and Louisiana State University are both very successful programs on and off of the field, however in the southern part of the United States collegiate baseball is a much larger part of the culture and environment. Because of LSU's strong college baseball culture and environment, the professionalism (i.e. level of education and experience) is influenced by the demand for the most knowledgeable and competitive support staff. At the U of M, an example of how the contextual dimensions impact the structural dimensions can be seen through the size of sales and budget of the baseball program. Minnesota's baseball program has a much smaller budget and fan base which affects the specialization of employees. Because the U of M baseball program does not have as much funding, there is not as much of a need or market for so many specialty positions that a school such as LSU has.