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Sidney Harman is the chairman of Harman International, maker of high-tech, high-quality audio systems with 1.4 billion dollars in annual sales. For the 90s, Harman is a maverick CEO, who promotes long-term connections with his employees, rails against temps and layoffs, and has just built his newest plant in the U.S., and not in a low-wage area overseas. Harman International’s track record is a testament to his success. The company’s JBL and Infinity Audio Systems are world-class, and world-known. To keep workers a top priority of his managers, Harman insists that all executives spend time working on the production line every month. Harman also keeps regular employees on the payroll, even when they’re not strictly needed for production, in a program he calls OLE (Off Line Enterprises). In OLE, regular workers are assigned to jobs that normally would be outsourced. (30 minutes)



 
    

Item#: This title is currently not available.
Copyright date: ©1998



Part of the Series : Managing Corporate Change
     


Only available in the US, Canada, Singapore, Taiwan, South Korea and Japan.




Peter Drucker
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In a lifetime that spans nearly a century, Peter Drucker is one of America's foremost experts on the subject of change. Widely known as the father of modern management, he has advised governments and corporations throughout the world, written dozens ...(more details)
 
Jack Welch and GE
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Jack Welch, the high-powered boss of General Electric, has guided the company through significant changes in the years he's been at the helm. But Welch has come under severe criticism for his draconian reorganizations, from employees who have lost jo...(more details)
 
The Downside of Downsizing

"Downsizing" has become a corporate buzzword over the past decade, as companies have attempted to reinvent themselves as leaner and meaner corporate entities. This program looks at the phenomenon and its often debilitating social and economic effects...(more details)
 
Cutting to the Core-Albert J. Dunlap
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On Wall Street, no one has earned a bigger reputation for cutting companies down to size than corporate turn-around artist Albert J. Dunlap. As head of Scott Paper and, more recently, as CEO of Sunbeam, Dunlap carried out his time-tested formula as s...(more details)
 
Management Combines Forces with Unions-Northwest Airlines
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In 1993, as CEO of Northwest Airlines, John Dasburg headed a company on the verge of bankruptcy. Dasburg pulled back from the brink by striking a dramatic agreement with Northwest's union. The union gave up 900 million dollars in wage and work rule c...(more details)
 


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