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| Note: The FORTUNE Preview Guide is created in HTML. If you are unable to properly view the cover image, Course Connector, or hyperlinks, please view the online version at http://www.fortuneeducation.com/preview_guides/index.html. |
| COURSE CONNECTOR |
| ARTICLE SUMMARIES AND QUESTIONS |
| "The
100 Best Companies to Work For," pp. 61, 72-97: As they pick the 100
Best Companies to Work For, the editors at FORTUNE rely on both their
own evaluations of company policies and culture, and the opinions of randomly
selected employees from each company. This year, Wegmans Food Markets
topped the eighth annual list, followed by W.L. Gore, Republic Bancorp,
Genentech, and Xilinx. Last years' winner, J.M. Smucker, dropped slightly
to sixth place. Most heavily represented on the list are businesses in
the financial services, retail, and health and medicine fields. And, for
the first time, the list has been segmented into three categories: large,
midsized, and small companies to better aid comparisons with peers. A perennial favorite among students, this article is helpful for organizing a job search based on a company's credibility, respect, fairness, and pride/camaraderie. Discussion Questions:
"The Wegmans Way," pp. 62-68: Rochester, N.Y.-based Wegmans clawed its way to the No. 1 spot on FORTUNE's 100 Best Companies to Work For, after being ranked No. 68 in 2002 and No. 9 just last year. The privately owned food retailer also continues to enjoy its inclusion on the list of 22 companies that have appeared every year since the list debuted in 1998. Although the retail sector is notorious for high turnover rates, only 6% of full-time Wegmans employees leave voluntarily, compared to the average 19% for grocery chains with a similar number of stores. Empowerment seems to be the key word at Wegmans, which provides college scholarships, culinary-themed trips that are both fun and educational, and, until recently, covered 100% of employees' health insurance premiums. Enthusiasm about the Wegmans Way is spreading to consumers as well – foodies across the United States flood the home office with letters begging Wegmans to move into their towns. Students learning about human resources, retail and management policies will be interested in learning how Wegmans has achieved success with its employees and customers. Discussion Questions:
"You're in Charge. Now What?" pp. 109-120: Becoming a leader sometimes isn't all it's cracked up to be, but a little patience, foresight, and good advice can help smooth the transition. The first 100 days are typically the most critical – it's essentially make it or break it time, and a period during which deep-seated truths and complaints are brought to bear. One strategy for success includes listening carefully and acting softly – essentially doing nothing. However, laying out an agenda will often satisfy an organization's hunger for a sense of what the new order entails, and implementing quick fixes to serious flaws can establish credibility – a quality that's in high demand these days. This excerpt from You're in Charge - Now What? The 8 Point Plan by Thomas J. Neff and James M. Citrin provides an overview on key strategies for success during the first few months as a newly appointed leader. Discussion Questions:
"The Fall of Fannie Mae," pp. 122-140: Fannie Mae CEO Frank Raines would have you think that the congressionally chartered agency was incapable of falling suspect to fraud. Yet recently, the SEC ruled that Fannie Mae had violated accounting rules, overstating profits by an estimated $9 billion since 2001. Notorious for his bullying tactics and pulling political strings, Raines was vehemently denying the charges up to the eleventh hour, but ultimately resigned in late December 2004. Still, Wall Street continues its love affair with Fannie Mae, despite a deception that has left others shaking their heads. This article provides an in-depth look at how an organization's misbehavior can ultimately backfire. Discussion Questions:
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