Emma Van Nijmegen was working for Neerlandia, a huge Dutch company which was working on sea shipping. With the opening of the European boarders, their goal was to combine a great company with the best door to door service for clients. That is why they acquired Luijk & Van Vaest (LVV). LVV was at that time recognized for their knowledge, know-how and their proximity to their clients. In 1991, a Human Resources Director became the CEO of LVV, but he had problems with his team because he did not manage them. They were all the time under pressure and did not believe in what they were doing. The personality of this man was also a problem because he used to work on his own instead of working with his team. When Emma finished her studies as a maritime engineer, she heard about Neerlandia. Emma's experience could be compared to 'Alice in Wonderland' because everything she made was great for the company and for herself. Everything was fine in her life, even if her work took so much time. But wonderland is not always easy and people do not always follow you. You have to take care of yourself first and then of the company you work for.
[...] The communication of ideas does not have to be too complicated because some components could be deleted or forgotten if the way is too hard. The W.C.S has to be above all the local areas and at the same level as O&M direct and Worldwide, in the organization chart. All employees have to know what and who they are working for. Everybody in the company should know who his boss is and who to speak with and to share ideas of their problems and questions. Indicative Bibliography by Oboulo.com http://www.charlottebeers.com/ http://www.maritimeeconomics.com/ http://www.corporatewatch.org/?lid=388 Quotation at the end of page 10. [...]
[...] Emma's experience can be compare with “Alice in Wonderland” because everything she did worked out well for the company and for herself. Everything was fine in her life, even if her work took up so much time. But the wonderland is not always easy and people do not always follow you. You have to take care of yourself first and then the company you work for. Comparison with Charlotte Beers To remember the Charlotte Beers case, have a look at the end of this report[2]. Analogies The first comparison that we can speak about is that both are females. [...]
[...] Both companies had to get new customers by which the employees could trust in their company and succeed. Both these women were also realistic in terms of results, as well as about themselves. They know that everything could not be perfect and that it could take time to reach the goals. They also know that their professional success could be driven by their personal behavior and life. Differences The main difference in these cases is that they do not work on the same area. [...]
[...] She was able to rise up the ranks of the organization quickly. For the new job, Neerlandia was looking for someone who was competent and knowledgeable about the process thinking but also in managing people, an absolute change from the last manager who was very distant from his employees. She was quite perfect for the job because she was experienced in operational performance in container logistics, and she was also competent enough in reducing costs at the same time. Concerning people management, she was experienced in managing people, and had a high sense of responsibility toward her people, she was very honest and she proved that direct communication could be the best solution to be efficient in team work. [...]
[...] will be in charge of only clients which want to do a global advertisement campaign. The goal for Charlotte Beers is to make employees thinking the same way, for the success of the company. One of the strengths of Ogilvy & Mather is the local support. That is why she can't focus only on the global way. Concretely, the company has to follow the direction of having a new organization, the Worldwide Client Service, to monitor the work of employees. Indeed, the company has to be better structured to be efficient. [...]
APA Style reference
For your bibliographyOnline reading
with our online readerContent validated
by our reading committee
