netrashetty
Netra Shetty
The Firestone Tire and Rubber Company is an American tire company founded by Harvey Firestone in 1900 to supply pneumatic tires for wagons, buggies, and other forms of wheeled transportation common in the era. Firestone soon saw the huge potential for marketing tires for automobiles. The company was a pioneer in the mass production of tires. Firestone used this relationship to become the original equipment supplier of Ford Motor Company automobiles, and was also active in the replacement market.
In 1988, the company was sold to the Japanese Bridgestone Corporation.
CEO
Lori Walton
Chairman of the Board
Kenneth Powell
Director
John Kowalchuk
Director
Pamela Strand
CFO
Greg Hayes
Exploration
JC
The Personal Interests, Attitudes, and Values (PIAV) assessment explores one’s "passions" in life and how it affects their relationship with others. It assesses the interests, attitudes, and values that drive one’s behavior. These passions are formed by genetics and life experience that influence how someone sees the world, how they value certain activities, and what impels a person into action (Coughlin, 1993). These powerful motivating forces are the drivers of one’s behavior that will motivate someone to take a specific action. These attitudes are more fixed than other human characteristics. They are derived at birth, from the experiences growing up, and out of the basic needs, interests, and values. In this sense, why do people behave the way they do?
Furthermore, people choose what they want based on their inherent attitudes. Identifying individuals’ values is an important component in understanding what makes them effectual, satisfied, and personally successful. A person’s attitudes play a major role in motivation. The PIAV profile depicts the major categories of motivation in terms of interests, attitudes, and values. Most people will take action chiefly to fulfill their important motivators—whether inside or outside the job. Getting people to understand their own motivational attributes—and those of others—creates the possibility of adaptation and improvement. The insights gained through the usage of the PIAV profile shows why people are moved to work hard on the job or not. Understanding people’s motivators helps managers handle employees in a more productive manner in order to get the best possible result out of them.
Environmental constraints include legislation, government regulation, court orders, market characteristics, social issues, and societal norms. For example, major incursions by Japanese auto manufacturers into the U.S. market have forced American firms to change their production methods as well as the underlying structures of their organizations. Laws concerning entry into or exclusion from certain businesses, the imposition or removal of regulations, and such court-ordered actions as the breakup of American Telephone and Telegraph Company affect the structure of organizations. The birth of People Express and other air carriers was the direct result of the Airline Deregulations Act of 1978, which enabled new carriers to enter the airline business for the first time in decades.
Technology is another determining factor that will affect the new forms organizations will take. One example concerns organizations that were once a part of AT&T. Rapidly changing telecommunications technology and the removal of certain regulations are opening new market niches in which the regional telephone companies can compete. Another example is robotics and other modern production methods. As these technologies have developed, they have changed the American automobile industry as significantly as did foreign competition. Some research demonstrates that technological change offers occasions for restructuring.
Technology has received an extensive amount of study over the years. The research has produced the following typology of technology:
- Long-linked technology, in which many operations are interdependent, such as an assembly line
- Mediating technology, in which otherwise independent units are linked by following procedures, such as bank tellers who all serve customers in an isolated way but do so according to the bank's rules
- Intensive technology, in which the task sequence is unique and depends on feedback from the object being acted upon. Hospitals exhibit this technology in that patients are acted upon differentially and each action depends on their response (improvement or deterioration of their condition) to prior actions.
In 1988, the company was sold to the Japanese Bridgestone Corporation.
CEO
Lori Walton
Chairman of the Board
Kenneth Powell
Director
John Kowalchuk
Director
Pamela Strand
CFO
Greg Hayes
Exploration
JC
The Personal Interests, Attitudes, and Values (PIAV) assessment explores one’s "passions" in life and how it affects their relationship with others. It assesses the interests, attitudes, and values that drive one’s behavior. These passions are formed by genetics and life experience that influence how someone sees the world, how they value certain activities, and what impels a person into action (Coughlin, 1993). These powerful motivating forces are the drivers of one’s behavior that will motivate someone to take a specific action. These attitudes are more fixed than other human characteristics. They are derived at birth, from the experiences growing up, and out of the basic needs, interests, and values. In this sense, why do people behave the way they do?
Furthermore, people choose what they want based on their inherent attitudes. Identifying individuals’ values is an important component in understanding what makes them effectual, satisfied, and personally successful. A person’s attitudes play a major role in motivation. The PIAV profile depicts the major categories of motivation in terms of interests, attitudes, and values. Most people will take action chiefly to fulfill their important motivators—whether inside or outside the job. Getting people to understand their own motivational attributes—and those of others—creates the possibility of adaptation and improvement. The insights gained through the usage of the PIAV profile shows why people are moved to work hard on the job or not. Understanding people’s motivators helps managers handle employees in a more productive manner in order to get the best possible result out of them.
Environmental constraints include legislation, government regulation, court orders, market characteristics, social issues, and societal norms. For example, major incursions by Japanese auto manufacturers into the U.S. market have forced American firms to change their production methods as well as the underlying structures of their organizations. Laws concerning entry into or exclusion from certain businesses, the imposition or removal of regulations, and such court-ordered actions as the breakup of American Telephone and Telegraph Company affect the structure of organizations. The birth of People Express and other air carriers was the direct result of the Airline Deregulations Act of 1978, which enabled new carriers to enter the airline business for the first time in decades.
Technology is another determining factor that will affect the new forms organizations will take. One example concerns organizations that were once a part of AT&T. Rapidly changing telecommunications technology and the removal of certain regulations are opening new market niches in which the regional telephone companies can compete. Another example is robotics and other modern production methods. As these technologies have developed, they have changed the American automobile industry as significantly as did foreign competition. Some research demonstrates that technological change offers occasions for restructuring.
Technology has received an extensive amount of study over the years. The research has produced the following typology of technology:
- Long-linked technology, in which many operations are interdependent, such as an assembly line
- Mediating technology, in which otherwise independent units are linked by following procedures, such as bank tellers who all serve customers in an isolated way but do so according to the bank's rules
- Intensive technology, in which the task sequence is unique and depends on feedback from the object being acted upon. Hospitals exhibit this technology in that patients are acted upon differentially and each action depends on their response (improvement or deterioration of their condition) to prior actions.
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