Management and Organization“From 19

Management and Organization

“From 1950 until 1991, Frank Perdue was the primary force behind Perdue Farms growth and success. During Frank’s years as the company leader, the industry entered its high growth period. Industry executives had typically developed professionally during the industry’s infancy. Many had little formal education and started their careers in the barnyard, building chicken coops and cleaning them out. They often spent their entire careers with one company, progressing from supervisor of grow-out facilities to management of processing plants to corporate executive positions. Perdue Farms was not unusual in that respect. An entrepreneur through and through, Frank lived up to his marketing image of “it takes a tough man to make a tender chicken.” He mostly used a centralized management style that kept decision-making authority in his own hands or those of a few trusted, senior executives whom he had known for a lifetime. Workers were expected to do their jobs.

In later years, Frank increasingly emphasized employee (or “associates” as they are currently called) involvement in quality issues and operational decisions. This emphasis on employee participation undoubtedly eased the transfer of power in 1991 to his son, Jim, which appears to have been unusually smooth. Although Jim grew up in the family business, he spent almost fifteen years earning an undergraduate degree in biology from Wake Forest University, a master’s degree in marine biology from the University of Massachusetts at Dartmouth, and a doctorate in fisheries from the University of Washington in Seattle. Returning to Perdue Farms in 1983, he earned an EMBA from Salisbury State University and was assigned positions as plant manager, divisional quality control manager, and vice president of Quality Improvement Process (QIP) prior to becoming chairman.

Results (Indonesian) 1:

Manajemen dan organisasi"Dari tahun 1950 hingga tahun 1991, Frank Perdue adalah kekuatan utama di balik Perdue Farms pertumbuhan dan keberhasilan. Selama Frank tahun sebagai pemimpin perusahaan, industri memasuki masa pertumbuhan yang tinggi. Eksekutif industri biasanya telah berkembang secara profesional selama masa pertumbuhan industri. Banyak memiliki sedikit pendidikan formal dan mulai karir mereka di barnyard, membangun kandang ayam dan membersihkan mereka. Mereka sering menghabiskan seluruh karier mereka dengan satu perusahaan, maju dari supervisor pemeliharaan fasilitas manajemen pengolahan tanaman untuk posisi eksekutif perusahaan. Perdue Farms itu tidak biasa dalam hal itu. Seorang pengusaha melalui dan melalui, Frank hidup sampai gambaran pemasaran "dibutuhkan seorang yang sulit untuk membuat ayam tender." Ia banyak digunakan gaya manajemen terpusat yang disimpan pengambilan keputusan otoritas di tangannya sendiri atau orang-orang beberapa terpercaya, senior eksekutif yang mengenalnya untuk seumur hidup. Pekerja diharapkan untuk melakukan pekerjaan mereka.Dalam tahun-tahun berikutnya, Frank semakin menekankan karyawan (atau "associates" sebagaimana mereka saat ini disebut) keterlibatan dalam masalah kualitas dan keputusan operasional. Penekanan pada partisipasi karyawan pasti berkurang perpindahan kuasa pada tahun 1991 untuk anaknya, Jim, yang tampaknya telah luar biasa halus. Meskipun Jim dibesarkan di bisnis keluarga, ia menghabiskan hampir lima belas tahun mendapatkan gelar sarjana biologi dari Wake Forest University, gelar master di bidang Biologi Kelautan dari University of Massachusetts di Dartmouth, dan gelar doktor di Perikanan dari Universitas Washington di Seattle. Kembali ke Perdue Farms pada tahun 1983, ia memperoleh EMBA dari Salisbury State University dan ditugaskan posisi sebagai manajer pabrik, manajer Divisi kontrol kualitas, dan vice president dari proses perbaikan kualitas (QIP) sebelum menjadi Ketua.