Airstar, Inc.

Paper Summary:

This paper discusses the factors that appear to be at the root of the Airstar company's problems. In particular, the paper explains that these factors are a lack of effective communication, the threat of the changing environment, the lack of coordination and how the current system at Airstar, Inc. is neither cooperative, nor goal directed. The paper then presents recommendations for addressing these problem relates the opinion that the company has the potential to revive itself with the recommended internal structural changes.

Outline:
Introduction
Issues
Recommendations
Conclusion

From the Paper:

"Having been in the industry for more than 20 years, Airstar's history is solid, and a large amount of its strength lies in the fact that it is well known in the market. Internally, a further strength lies in employee loyalty, with most managers having been part of the company for the majority of its lifetime. Concomitantly with changing top management, a problematic factor for Airstar is the rapidly changing industry. The same 20 years that serves as a strength in terms of customer and employee loyalty is also a threat in terms of newly arriving competition and a changing business environment. The problem appears to be that Roy Morgan has assumed that the business could continue as it had for the almost two decades prior to his appointment as president of Airstar."

Sample of Sources Used:

• Kotelnikov, Vadim. (2008). Corporate Vision, Mission, Goals and Strategies. http://www.1000ventures.com/business_guide/crosscuttings/vision_mission_strategy.html
• Stiffler, Mark A. (2004). Cascading corporate goals: The missing link in creating performance-driven organization. Business Performance Management. http://www.bpmmag.net/magazine/article.html?articleID=14186
• Vander Houwen, Boyd A. (1997, Aug.). Less talking, more listening - communication strategies. HR Magazine. http://findarticles.com/p/articles/mi_m3495/is_n8_v42/ai_20905297

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