Free Essays on Eva

Situational Analysis and Key Facts Mr. John Duckworth is the president and controlling shareholder of Duckworth Industries. In 1992 he decided that a change was needed in Duckworth’s management incentive program. The new plan would benefit both shareholders and managers and would also keep Duckworth at the forefront of incentive programs. He is a deep believer in incentives to motivate employees. In 1950’s he took over a plant that had an operating loss of $2.7 million a year and implemented what was at the time a â€Å"state of the art† incentives program. When he started his own business in 1971 sales grew from $400,000 to nearly $125 million by 1992. He has since acquired many other companies and now has 775 employees. Mr. Duckworth has six different incentive programs. These programs not only benefit upper level management, but also plant level employees with the attendance bonus. The idea of pay for performance is a key in the Duckworth family. One senior executive said that â€Å"we put incentives, within reason, behind everything we can.† To compliment the attendance bonus there is also a quality incentive for plant and shift supervisory levels, while all employees benefit from the profit-sharing plan. Employees receive separate checks for incentives so they can see every month how performance benefits them. The senior management team had other incentives above and beyond the incentives of all the other employees. Senior managers had an annual incentive compensation program and a long-term incentive program. Both of these plans took on dramatic changes from 1983-1992. Before 1990, the annual incentive program provided managers a bonus of up to 50% if they if certain target levels of performance were reached. These measures included things such as cash flow, sales growth, inventory turns, etc. In 1990, however, Duckworth decided to base the incentives on sales growth and profitability rather that annual targets. The i... Free Essays on Eva Free Essays on Eva Situational Analysis and Key Facts Mr. John Duckworth is the president and controlling shareholder of Duckworth Industries. In 1992 he decided that a change was needed in Duckworth’s management incentive program. The new plan would benefit both shareholders and managers and would also keep Duckworth at the forefront of incentive programs. He is a deep believer in incentives to motivate employees. In 1950’s he took over a plant that had an operating loss of $2.7 million a year and implemented what was at the time a â€Å"state of the art† incentives program. When he started his own business in 1971 sales grew from $400,000 to nearly $125 million by 1992. He has since acquired many other companies and now has 775 employees. Mr. Duckworth has six different incentive programs. These programs not only benefit upper level management, but also plant level employees with the attendance bonus. The idea of pay for performance is a key in the Duckworth family. One senior executive said that â€Å"we put incentives, within reason, behind everything we can.† To compliment the attendance bonus there is also a quality incentive for plant and shift supervisory levels, while all employees benefit from the profit-sharing plan. Employees receive separate checks for incentives so they can see every month how performance benefits them. The senior management team had other incentives above and beyond the incentives of all the other employees. Senior managers had an annual incentive compensation program and a long-term incentive program. Both of these plans took on dramatic changes from 1983-1992. Before 1990, the annual incentive program provided managers a bonus of up to 50% if they if certain target levels of performance were reached. These measures included things such as cash flow, sales growth, inventory turns, etc. In 1990, however, Duckworth decided to base the incentives on sales growth and profitability rather that annual targets. The i...

How to Dress for Work When Your Job Has No Dress Code

How to Dress for Work When Your Job Has No Dress Code While some jobs have uniforms or very strict attire requirements, most jobs these days rely on unspoken adherence to a professional-but-casual look. Not sure you know it when you saw it (or wore it)? Here are four strategies to breaking the business casual code.Ask!Do this at the final interview- once you’ve begun the hiring process and aren’t as nervous to ask questions. Asking a lot better than not asking and coming to work on your first day looking like a fish out of water. Inquire in a casual manner and you should be golden. If you’ve met the team, you already have a few good clues there. If you haven’t, try and do so before your first day- if for no other reason than to scout out what they’re wearing.Look to your bossIf your boss comes in every day in jeans and T-shirts, you’ll probably look like a chump if you come in wearing a suit. Conversely, if your boss turns out to the nines, you probably don’t want to venture lower than a collared shirt at the very least. Don’t out-dress your boss, but do keep in the realm of her typical attire.  Go for comfortThis doesn’t mean fat pants and a hoodie. It just means that you can’t possibly do your best work if you feel like an alien in your clothes. Try to find a balance between dressing to impress and not playing dress-up. There’s so much variety these days in dress codes that this shouldn’t be an issue in most fields.Take the temperatureThe culture of the office will tell you a lot. Try and read the environment you’re in; based on the qualities the company emphasizes, it shouldn’t be hard to determine what sort of dress they will expect. You could end up making everybody else uncomfortable if you veer too casual or too formal from the workplace vibe.What Do You Wear to Work When Your Job Has No Dress Code?