abhishreshthaa
Abhijeet S
DineEquity (NYSE: DIN) is a United States company that both franchises and operates restaurants. Headquartered in Glendale, California, the company was founded originally as IHOP (International House Of Pancakes) and changed its corporate identity after it acquired Applebee's.[1] On July 16, 2007, IHOP Corp. announced its intent to acquire the bar-and-grill chain Applebee's International, Inc. in an all-cash transaction, valued at approximately US$2.1 billion. Under the deal, IHOP paid $25.50 per share for Applebee's. IHOP stated it would franchise most of Applebee's 500 company-owned stores. Applebee's has 1,943 restaurants overall worldwide, including those operated by franchisees.[2]
Julia Stewart, who originally worked as a waitress at IHOP and would work her way up through the restaurant industry, became Chief Executive Officer of IHOP Corp. She had previously been President of Applebee’s, but left after being overlooked for that company's CEO position. She became CEO of IHOP in 2001, and returned to manage her old company due to the acquisition. [3]
With a larger than 70% vote, Applebee's stockholders approved the takeover, which closed on November 29, 2007. The deal beat 26 other offers to purchase the economically slumping Applebee's. A number of executives from Applebee's voted against the offer, the chain's largest individual shareholder, Applebee's director Burton "Skip" Sack plans to take IHOP to court to demand a higher amount of money to be paid to him as the purchasing price that IHOP is giving is unfair to the shareholders of Applebee's. As part of the purchase, a brand re-marketing scheme and revitalization of the Applebee's image was undertaken.[4]
[edit] Board of directors
On July 9, 2009 DineEquity, Inc. announced the appointment of Mr. Daniel J. Brestle to the Company's Board of Directors[5], the Board's Compensation Committee and as an independent director. Currently, DineEquity has eleven Board members, including Brestle.
"Brestle recently served as vice chairman and president of Estee Lauder Companies Inc. North America, a position he retired from in June 2009 after spending more than 30 years in leadership positions within the Lauder organization and its family of brands."
HR managers and professionals add value to the organization by understanding business operations. HR managers need to gain operational experience in functional areas such as marketing, finance, operations, and sales. HR managers must understand business conditions to generate pertinent, practical solutions for the stakeholders. The HR manager needs to understand stakeholder needs and expectations. The HR manager needs to be aware of the financial and business issues the organization faces. Moreover, the HR manager needs to long-term solutions to difficult problems (Gilley and Maycunich 2000).
2. Employee Champion
To be effective employee champions, HR managers develop client relationship skills such as listening, reflecting, questioning, and summarizing to build mutual acceptance and positive regard with the stakeholders (Gilley and Maycunich 2000).
ignificant organizational change occurs, for example, when an organization changes its overall strategy for success, adds or removes a major section or practice, and/or wants to change the very nature by which it operates. It also occurs when an organization evolves through various life cycles, just like people must successfully evolve through life cycles. For organizations to develop, they often must undergo significant change at various points in their development. That's why the topic of organizational change and development has become widespread in communications about business, organizations, leadership and management.
Leaders and managers continually make efforts to accomplish successful and significant change -- it's inherent in their jobs. Some are very good at this effort (probably more than we realize), while others continually struggle and fail. That's often the difference between people who thrive in their roles and those that get shuttled around from job to job, ultimately settling into a role where they're frustrated and ineffective. There are many schools with educational programs about organizations, business, leadership and management. Unfortunately, there still are not enough schools with programs about how to analyze organizations, identify critically important priorities to address (such as systemic problems or exciting visions for change) and then undertake successful and significant change to address those priorities. This Library topic aims to improve that situation.
3. Administrative Expert/ Performance Consultant
Effective performance consultants remain partial, regardless of their values and biases, and in spite of an organization’s culture, traditions, and vested interests. Human resource manager know where to go for information, insight, recommendations, or coaching in order to avoid pitfalls common in organizational life. They must be operationally smart, possessing organizational awareness that helps them better understand the political structure, decision-making, or procedures. Additional development competencies and skills are necessary for the performance consulting role. These abilities include interpersonal, conceptual, technical, integrative, analytical
Julia Stewart, who originally worked as a waitress at IHOP and would work her way up through the restaurant industry, became Chief Executive Officer of IHOP Corp. She had previously been President of Applebee’s, but left after being overlooked for that company's CEO position. She became CEO of IHOP in 2001, and returned to manage her old company due to the acquisition. [3]
With a larger than 70% vote, Applebee's stockholders approved the takeover, which closed on November 29, 2007. The deal beat 26 other offers to purchase the economically slumping Applebee's. A number of executives from Applebee's voted against the offer, the chain's largest individual shareholder, Applebee's director Burton "Skip" Sack plans to take IHOP to court to demand a higher amount of money to be paid to him as the purchasing price that IHOP is giving is unfair to the shareholders of Applebee's. As part of the purchase, a brand re-marketing scheme and revitalization of the Applebee's image was undertaken.[4]
[edit] Board of directors
On July 9, 2009 DineEquity, Inc. announced the appointment of Mr. Daniel J. Brestle to the Company's Board of Directors[5], the Board's Compensation Committee and as an independent director. Currently, DineEquity has eleven Board members, including Brestle.
"Brestle recently served as vice chairman and president of Estee Lauder Companies Inc. North America, a position he retired from in June 2009 after spending more than 30 years in leadership positions within the Lauder organization and its family of brands."
HR managers and professionals add value to the organization by understanding business operations. HR managers need to gain operational experience in functional areas such as marketing, finance, operations, and sales. HR managers must understand business conditions to generate pertinent, practical solutions for the stakeholders. The HR manager needs to understand stakeholder needs and expectations. The HR manager needs to be aware of the financial and business issues the organization faces. Moreover, the HR manager needs to long-term solutions to difficult problems (Gilley and Maycunich 2000).
2. Employee Champion
To be effective employee champions, HR managers develop client relationship skills such as listening, reflecting, questioning, and summarizing to build mutual acceptance and positive regard with the stakeholders (Gilley and Maycunich 2000).
ignificant organizational change occurs, for example, when an organization changes its overall strategy for success, adds or removes a major section or practice, and/or wants to change the very nature by which it operates. It also occurs when an organization evolves through various life cycles, just like people must successfully evolve through life cycles. For organizations to develop, they often must undergo significant change at various points in their development. That's why the topic of organizational change and development has become widespread in communications about business, organizations, leadership and management.
Leaders and managers continually make efforts to accomplish successful and significant change -- it's inherent in their jobs. Some are very good at this effort (probably more than we realize), while others continually struggle and fail. That's often the difference between people who thrive in their roles and those that get shuttled around from job to job, ultimately settling into a role where they're frustrated and ineffective. There are many schools with educational programs about organizations, business, leadership and management. Unfortunately, there still are not enough schools with programs about how to analyze organizations, identify critically important priorities to address (such as systemic problems or exciting visions for change) and then undertake successful and significant change to address those priorities. This Library topic aims to improve that situation.
3. Administrative Expert/ Performance Consultant
Effective performance consultants remain partial, regardless of their values and biases, and in spite of an organization’s culture, traditions, and vested interests. Human resource manager know where to go for information, insight, recommendations, or coaching in order to avoid pitfalls common in organizational life. They must be operationally smart, possessing organizational awareness that helps them better understand the political structure, decision-making, or procedures. Additional development competencies and skills are necessary for the performance consulting role. These abilities include interpersonal, conceptual, technical, integrative, analytical
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