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Operations Management: LTV Case
In the late 1980's I went to work for LTV Corporation, Dallas, Texas. One day many of us middle managers were called to a lavish gala at corporate headquarters to watch the very public announcement that LTV's steel division, LTV Steel, had purchased/merged with another floundering US steel producer, Republic Steel. Both were losing hundreds of millions of dollars, perhaps billions, yearly. None of us peons could understand the executive wisdom of merging 2 large, 'losing' companies into one giant losing company. Our CEO argued that each organization would benefit from complementary products and substantial economies of scale.
Did the venture succeed? Were the peons or the big wigs right? In either case, briefly describe WHY the eventual result happened. Was this a good example of the principles of Operations Management properly applied?
Widgets R Us, which is a price-taking firm is currently producing 250 units of output. The market price is $3 per unit, the marginal cost of the 250th unit is $2.75 average total cost is $3.50 per unit and average variable cost
What are some changes that have impacted the retail environment in the last 25 years? What strategies would a small retailer implement to survive the arrival of a large retailer in its community?
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Jasper Furnishings has $300 million in sales. The firm expects that its sales will raise 12 percent this year.
a key component of an effective workplace is the ability of the groups to successfully collaborate. choose a work group
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Explain how should an organization handle an employee that is injured and they have tested and acknowledged that they were aware of the safety hazards but ignored the rules?
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