Ⅱ. Main body
1. Leadership
1-1. Management philosophy
1) Do they have mission?
① Evaluation
Evaluation(I ): very good ( ) good ( v) average ( ) bad ( ) very bad ( )
Evaluation(E): very good ( ) good (v ) average ( ) bad ( ) very bad ( )
② Reason
▷We will focus our energy on performing services that are consistent with our mission by de-centralizing authority, empow
■ Objectives of Defense-in-Depth
• To compensate for potential human and component
failures
• To maintain the effectiveness of the barriers by averting
damage to the facilities and to the barriers themselves
• To protect the public and the environment from harm in
the event that those barriers are not fully effective
■ Strategy of
Boundary
Identity
Commitment
Stability
Sense-Making & Control Mechanism
Defines rules of the game, if conform: reward & upward mobility
Trend – decentralized makes culture more important, but establishing a strong culture harder
HR recruiting – selects employees that will maintain the image and guides employee performance into the same direction
Shared perceptions
Culture: People with Passion
⦁People are at the heart of our business. It is because of our people that we are the leading foodservice company, providing exceptional food and service to our clients and customers.
⦁At Compass Group North America each associate has a passion for quality, teamwork and a can-do attitude. You can see it in the way our associates conduct themselves per
culture within the organization, and technology added to that.
So there was a desire to study thoroughly about those 11 US companies. We chose the global company 'Gillette' which is friendly to us and advanced in the Korean market. We analyzed the efforts and strategies Gillette adopted in the aspect of marketing which are not mention in the book.
2. Analyses of Gillette Company
1) Intro