Success Stories of some American Companies

Although most top managements assert that their companies care for their people, the excellent companies are distinguished by the in­tensity and pervasiveness of this concern. The only way to describe it adequately is through example.

RMI

RMI is a good one to start with. A subsidiary of U.S. Steel and National Distillers, it is an integrated producer of titanium products. For years its performance was substandard. Poor productivity, poor profits. But in the last five years RMI has had a remarkable success, owing almost entirely to its adoption of an intensely people-oriented productivity program.

The program started when "Big Jim" Daniell, a former professional football player, was made chief executive. The program he installed was described by The Wall Street Journal as "pure corn - a mixture of schmaltzy sloganeering, communication, and a smile at every turn." His plants are peppered with notices that say: "If you see a man without a smile, give him one of yours," or: "People rarely succeed at anything unless they enjoy it." All are signed "Big Jim."

The story doesn't get much more complicated than that. The com­pany's logo is a smile-face, which is on the stationery, on the front of the factory, on signs in the factory, and on the workers' hardhats. RMI's headquarters is in Niles, Ohio, which everyone now calls "Smiles, Ohio." Big Jim spends much of his time riding around the factory in a golf cart, waving and joking with his workers, listening to them, and calling them all by their first name - all 2,000 of them. Moreover, he spends a lot of time with his union. The local union president paid him the following compliment: "He calls us into his meetings and lets us know what's going on, which is unheard of in other industries."

What's the result of it all? Well, in the last three years, with hardly a penny of investment spending, he's managed an almost 80 percent productivity gain. And at last report, his average backlog of union grievances had declined from about 300 to about 20. Big Jim, say those of his customers that we've come across (e.g., at Northrop), simply exudes care about his customers and his people".

Ex.2. Напишите по-русски, что вы узнали о:

1. компании RMI;

2. истории внедрения новой программы по повышению производительности труда в RMI;

3. результатах внедрения данной программы.

Ex.3. Read the text. Use a dictionary if necessary.

Hewlett-Packard

In one study, eighteen out of twenty HP executives interviewed spontaneously claimed that the success of their company depends on the company's people-oriented philosophy. It's called "the HP Way." Here's how founder Bill Hewlett describes it:

"I feel that in general terms it is the policies and actions that flow from the belief that men and women want to do a good job, a cre­ative job, and that if they are provided with the proper environment they will do so. It is the tradition of treating every, individual with con­sideration and respect and recognizing personal achievements. This sounds almost trite, but it is true. The dignity and worth of the indi­vidual is a very important part, then, of the HP Way. With this in mind, many years ago we did away with time clocks, and more re­cently we introduced the flexible work hours program*. Again, this is meant to be an expression of trust and confidence Its people as well as providing them with an opportunity to adjust their work schedules to their personal lives.

... Many new HP people as well as visitors often note and comment to us about another HP way - that is, our infor­mality, and our being on a first name basis. I could cite other exam­ples, but the problem is that none by themselves really catches the essence of what the HP Way is all about. You can’t describe it in numbers and statistics. In the last analysis it is a spirit, a point of view. There is a feeling that everyone is part of a team, and that team is HP. As I said at the beginning, it is an idea that is based on the individual. It exists because people have seen that it works, and they believe that this feeling makes HP what it is.

The people orientation at HP started early. In the 1940s Hewlett and Packard decided “not to be a hire and fire company’’. That was a courageous decision in those times, when the electronics business was almost entirely government-supported. Later, HP's collective mettle was to be tested when business was severely down during the 1970 reces­sion. Rather than lay people off, Hewlett, Packard, and everyone else in the organization took a 10 percent cut in pay. Everyone worked 10 percent fewer hours. And HP successfully weathered the recession without having to sacrifice full employment.

The people philosophy at HP not only began early on but is also self-renewing. The corporate objectives were just rewritten and republished for all the employees, including a restatement of corporate philosophy. The very first sentence reads: "The achievements of an orga­nization are the result of the combined efforts of each individual." And a few sentences later HP reinforces its commitment to innovative peo­ple, a philosophy that has been a driving force in the organization's success. "first, there should be highly capable, innovative people throughout the organization ... second, the organization should have objectives and leadership which generate enthusiasm at all levels.

Peo­ple in important management positions should not only be enthusiastic themselves, they should be selected for their ability to engender enthu­siasm among their associates." The introduction to the revised corpo­rate objective statement concludes: "Hewlett-Packard [should not] have a tight, military-type organization, but rather ... give people the freedom to work toward [overall objectives] in ways they determine best for their own areas of responsibility."

The faith that HP has in its people is conspicuously in evidence in the corporate "open lab stock" policy. The lab stock area is where the electrical and mechanical components are kept. The open lab stock policy means that not only do the engineers have free access to this equipment, but they are actually encouraged to take it home for their personal use! The idea is that whether or not what the engineers are doing with the equipment is directly related to the project they are working on, by fooling around with the equipment at work or at home, they will learn - and so reinforce the company's commitment to innovation. Legend has it that Bill [Hewlett] visited a plant on a Satur­day and found the lab stock area locked. He immediately went down to maintenance, grabbed a bolt cutter, and proceeded to cut the pad­lock off the lab stock door. He left a note that was found on Monday morning: "Don't ever lock this door again. Thanks, Bill."

In short, the most extraordinary trait at HP is uniformity of commitment, the consistency of approach and attitude. Wherever you go in the HP empire, you find people talking product quality, feeling proud of their division's achievements in that area. HP people at all levels show boundless energy and enthusiasm.

Ex.4. Напишите по-русски, что вы узнали о:

1. истории возникновения философии компании HP;

2. основных положениях данной философии;

3. фактах, подтверждающих доверие компании своему персоналу.

Ex.5. Read the text. Use a dictionary if necessary.