Zerin MGT101

Presentation on:

Corporate Leaders From

Big Companies

Prepared for:

Farhana Ferdousi

Prepared by:

Group C

SPECIFIC CORPORATE LEADER: ANNE MULCAHY

Xerox is an American Multinational

Document management Corporation

Anne Mulcay was Former Chairperson &

CEO at Xerox

Was selected as one ofAmerica’s best

leader by U.S. News & Word Report

ROLES OF ANNE MULCAHY

Risk Taker

Effective decision maker

A great leader

Disturbance Handler

SKILLS OF ANNE MULCAHY Conceptual Skill

- And she had the ability to view the industry in broader sense &

understand the future needs. She could view that of course the economy

will improve, and when it does, the businesses that will be best poised to

succeed are the ones that didn't mortgage their future. That is why she

decided to be more customer-centric and at the same time innovative with

its R & D department

Human Skill

- Anne Mulcahy is known for her exceptional human skill. Motivated

employees can deliver better performance & she like a great leader was

concerned with the emotional need of the employees & dealt with people

fairly

THE SUCCESS STORY OF ANNE MULCAHY

Refused to declare Xerox as Bankrupt. As she believed : bankrupcy is

never a win.

Rather took a risky goal—"restoring Xerox to a great company once

again.“

Not only restored Xerox but also transformed It completely with her great

leadership.

And achieving that risky goal with grace makde her journey to a success

story as the CEO of Xerox

EFFECTIVE DECISION MAKING OF ANNE MULCAHY

Among many important decisions, we can mark the decision

of not cutting back on innovation as the effective and efficient

One

Her view was "Why avoid financial bankruptcy only to face

technological bankruptcy down the road

Mulcahy stood strong on her decision not to cut R&D

expenditure because she used to believe that in that one of

the biggest mistakes that can be made is to slash investments

in innovation

SPECIFIC CORPORATE LEADER: HENRY FORD

American multinational automaker company

The founder of the Ford Motor Company

he was responsible for transforming the

automobile from an invention to the utility

that shaped 20th century & continued to

affect 21st.

THE SUCCESS STORY OF HENRY FORD

Launching The Model T car that made the dream of Ford a reality.

Simpler, more reliable and cheaper to build, the Model T—nicknamed the

“Tin Lizzie”—went on sale in 1908

It was so successful within just a few months that Ford had to announce

that the company couldn’t accept any more orders

So there was a new challenge : to satisfy demand. And there comes the

ultimate leader Ford's Solution: The moving assembly line

HERE IS A FAILURE OF FORD TO INNOVATE

The Model T was so successful that he saw no need to significantly change

or improve it. He was slow to adopt innovations that came from other

carmakers, He seemed not to realize that the consumer appetites he had

encouraged and fulfilled would continue to grow. He seemed not to want

to acknowledge that once he started his company down the road of

innovation, it would have to keep innovating or else fall behind

companies that did innovate. He ignored the growing popularity of

slightly more expensive but more stylish. And comfortable cars, like the

Chevrolet, and would not listen to Ford executives who believed it was

time for a new model. But Model T sales were beginning to slip by 1923.

EFFECTIVE DECISION MAKING OF HENRY FORD

Decision of going for global expansion

Value the workers’ role

ROLES OF HENRY FORD

Leadership

Monitoring

Contributor to the workers’ recognition

Intelligent recruitment

Risk taker

SKILLS OF HENRY FORD

Analytical Power

Innovative intelligence

Knowledge of current market need

Capacity to motivate others

SPECIFIC CORPORATE LEADER: KEITH RUPERT MURDOCH

American diversified multinational mass

media corporation

The founder, Chairman and CEO of News

Corporation

The 38th richest person in the US with a

net worth of $8.3 billion

Reputation and influence have been

noted, both positively and negatively

ROLES OF RUPERT MURDOCH

Leading personality

Liaison

Spokesperson

Risk Taker

Observer

Disturbance handler

SKILLS OF RUPERT MURDOCH

Efficient Policymaker

- efficiency to apply early acquisition strategy

Technical Ability

- up-to-date on modern business issues

Management Skill

- diversified business operating and management skills;

unique niche amongst Australian Entrepreneurs

Analytical Power

- step towards political world proven supportive for business

FAILURE STORY OF RUPERT MURDOCH

phone-hacking scandal

- by “News of the World”, a subsidiary of News Corporation

- phone hacking activities to celebrities, politicians and

members of the British Royal Family

- police bribery, and exercising improper influence in the

pursuit of publishing stories

- cover-up had taken place to hide the scope of the phone

- dubbed "Hackgate", "Rupertgate", or "Murdochgate" by the

press

EFFECTIVE DECISION-MAKING OF RUPERT MURDOCH

Re-launch of “The Sun”

- was a loss-making newspaper; bought and re-launched as

tabloid to maximize the return of equipments

Establishing brand image with “Fox News”

- launched in 1985, with seemingly impossible focus (as of

taking on NBC, CBS and ABC)

- introduced loud graphic and the dramatic “Fox News Alert”,

and paid cable providers $11 per subscriber they took on

SPECIFIC CORPORATE LEADER: NITUN KUNDU

Founder of OTOBI

Was a Bangladeshi artist, sculptor and

entrepreneur

Known for bringing new trends in abstract

and realistic art to the Bangladeshi arts

scene

He was also well known for his furniture

designs, pioneering the use of integrating

wood with metal in Bangladesh

ROLES OF NITUN KUNDU

Mr. Kundu had anticipated the scarcity of our forest

resources and initially focused his production on metal

furniture

By 1978 in addition to the manufacturing workshop, he had

opened a showroom of OTOBI in New Elephant Rd. from

where all kinds of metal furniture were sold

Updated the factory, which is now standing at 300,000 sft.,

is fully operational with latest machinery to manufacture a

wide range of the most sophisticated furniture

ROLES OF NITUN KUNDU

With the vision to make OTOBI a global company, Mr. Nitun

Kundu felt the need to introduce professionalism in his

company and accordingly engaged a highly qualified

management team to meet the functional needs and

challenges of manufacturing and merchandising high quality

furniture

SKILLS OF NITUN KUNDU Effective Leadership- Nitun Kundu, with his unique vision and creativity, led

OTOBI for over three decades and with his innovative leadership made it the most prominent furniture companies in the country

Innovative Idea- Nitun Kundu innovated new ideas to manufacturing

furniture. He is the first to make furniture by particleboard and bring the concept of knockdown

SKILLS OF NITUN KUNDU

Entrepreneurship

- Mr. Kundu was not only a famous artist and sculptor, but

also one of the most successful entrepreneurs of our time.

Since 1975 Mr. Kundu had been designing a wide variety of

artistic objects including steel furniture for home and offices,

trophies, souvenirs, etc. Mr. Kundu s greatest talent lay in

developing mechanically operative system for commercial

manufacturing of artistic objects and items of utility

SKILLS OF NITUN KUNDU

Promotional Policies

- At the part of promotional plan of OTOBI Nitun Kundu

introduced many foreigner artists for the advertisement. He

appoint skilled designer, made work segmentation, and

opened visual merchandising at his company, what was very

new to our business policies

SKILLS OF NITUN KUNDU

Offering new

- Nitun Kundu always tried to offer something new to his

customers. As like Discount offer, savings offer, boishakhi

offer. He knew how to attract people to buy

Managerial skill

- Nitun Kundu had powerful managerial skill. He tried to fulfill

the necessity of the employees, so that they can work with

fresh mind. He inspired his employees to work hard and

they worked for the company the best they can do

SKILLS OF NITUN KUNDU

Conceptual skill

- Nitun Kundu was not an engineer or he does not have any

academic background about furniture. However, he started

this business with his highly developed conceptual skill. He

introduces process wood made from the wastage of various

things to make furniture

SUCCESS STORY OF NITUN KUNDU

Introducing Process Wood

- Nitun Kundu has many significant decisions what make him

successful in his business life. He introduces Process Wood

for making furniture. As people of Bangladesh, prefer

wooden furniture and there is scarcity of wood, he brought

alternative of wood what will be as qualified as wood

Now OTOBI has 600-corer taka turnover per year, where

another furniture company like Partex Furniture or Navana

Furniture is making 100 corer taka per year

EFFECTIVE DECISION-MAKING OF NITUN KUNDU

Kloset

- Nitun Kundu at the purpose of make his business wide

decided to open fashion house KLOSET. At his showrooms,

he observed that people are interested about home

appliances. He also observed His customers demand on

cloths and other fashion accessories. His wife Ms. Phalguni

Kundu also inspired him to open a different site of these

products.

SPECIFIC CORPORATE LEADER: FAZLE HASAN ABED

Sir Fazle Hasan Abed is a social worker with dual

Bangladeshi/British nationality[1] and the founder and

chairman of BRAC (formerly, Bangladesh Rural

Advancement Committee)

For his outstanding contributions to social

improvement, he has received the

Ramon Magsaysay Award, the UNDP Mahbub Ul Haq

Award and the inaugural Clinton Global Citizen Award.

He was appointed Knight Commander of the Order of

St Michael and St George (KCMG) in the 2010 New

Year Honours for services

ROLES OF FAZLE HASAN ABED

Established by Sir Fazle Hasan Abed in 1972 soon after

the independence of Bangladesh, BRAC is present in all 64 districts of

Bangladesh, with over 7 millionmicrofinance group members, 37,500

non-formal primary schools and more than 70,000 health volunteers.

BRAC is the largest NGO by number of staff employing over 120,000

people, the majority of whom are women

• BRAC operates programs such as those in microfinance and education in

nine countries across Asia and Africa, reaching more than 110 million

people

ROLES OF FAZLE HASAN ABED

BRAC has organized the isolated poor and learned to understand their

needs by finding practical ways to increase their access to resources,

support their entrepreneurship and empower them to become agents of

change. Women and girls have been the focus of BRAC’s anti-poverty

approach; BRAC recognizes both their vulnerabilities and thirst for

change.[3]

SKILLS OF FAZLE HASAN ABED

As BRAC grew, Abed ensured that it continued to target the landless

poor, particularly women, a large percentage of whom live below the

poverty line with little or no access to resources or conventional

development efforts

BRAC now operates in more than 69 thousand villages of Bangladesh

and covers an estimated 110 million people through its development

interventions that range from primary education, essential healthcare,

agricultural support and human rights and legal services to microfinance

and enterprise development. It is now considered the largest non-profit

in the world - both by employees and people served

BRAC’s Economic Development programme includes microcredit. It

provides collateral-free credit using a solidarity lending methodology, as

well as obligatory savings schemes through its Village Organisations

BRAC’s Non-Formal Primary Education programme provides five-year

primary education course in four years to poor, rural, disadvantaged

children and drop-outs who cannot access formal schooling

BRAC started providing public healthcare in 1972 with an initial focus

on curative care through paramedics and a self-financing health

insurance scheme

In 1996, BRAC started a programme in collaboration with the Ain O

Shalish Kendra (ASK) and Bangladesh National Women Leader’s

Association (BNWLA)

BRAC conducted one of the largest NGO responses to Cyclone Sidr which

hit vast areas of the south-western coast in Bangladesh in mid-

November 2007

Established in 1996 as BRAC’s IT/ISP wing, BRACNet Limited is

Bangladesh’s one-stop ICT (Information and Communication

Technology) solution provider