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• Nucor At A Crossroads Case Analysis
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<p>NUCOR CORPORATION Charlotte, North Carolina. Nucor Corporations mission is to Take Care of Our Customersby being the safest, highest quality, lowest-cost, most productive, and most profitable steel and steel products company in the world. In 2006, Nucor employed 12,000 employees and earned gross revenue of $1.76 billion, a personal best. It is one of the best-run steel companies in the United States. Nucor operates one of the leanest corporate organizations in the nation. A typical Fortune 500 company has a triple-digit corporate staff. Nucor, which ranked No. 189 on the list in 2005, has about 65 corporate employees. Its organizational structure has just five levels of management: president and CEO, executive vice president, general manager, department manager, and supervisory/professional. This streamlined chain of command allows the general managers at each Nucor division to operate their facility as an independent business.With the day-to-day decisions made at the operating facilities, Nucor can respond to suppliers, customers, and employees without waiting for a decision from the corporate office.Reducing the distinctions between management and hourly employees serves Nucor well. Nucor remains committed to not laying off employees in slow periods. Since its entry into the steel-making business, Nucor has not laid off a single worker. The result is a committed team of Nucor employees and high-quality products.Nucor uses base pay and productivity bonuses to motivate its employees. Employees involved directly in manufacturing are paid weekly bonuses based on the production of their work groups. The bonus can average 80170 percent of the base wage and has no set limit. Department managers earn annual incentive bonuses based primarily on the return on investment of their facility. These bonuses can be as much as 100 percent of base salary.Professional and staff employees, such as accountants, engineers, clerks, and receptionists, can earn bonuses up to 28 percent of salary. The base pay of Nucor employees is actually significantly below industry average, but the productivity bonuses make them among the highest-paid workers in the world. And Nucors employees respond positively to Nucors production incentives.The success of Nucor is due in part to the unprecedented domestic and international demand for steel. Growing economies, particularly China, have had an insatiable need for steel. But in the last year China has become self-sufficient and not only produces enough steel to meet local demand but also is emerging as a major exporter of steel. As this chapter is being written, Chinese steel-makers are negotiating with Indian steel companies to start joint ventures to produce high-quality steel. Worldwide supply of steel is catching with demand, and current inventories are higher than industry analysts consider appropriate.With decreasing demand, production will slow, which means bonuses will decrease and total compensation (base pay plus bonus) could fall below industry average. You wonder what this would do to employee motivation. You start to think about alternative non-monetary recognition programs that you could initiate now so as to minimize the impact of decreasing bonuses on employee motivation. What if the demand for steel decreases so much that Nucor is forced to revoke its long-time no layoff policy? How will layoffs be handled; what will employees perceptions be? Instead of layoffs, could you reduce the number of work hours? What criteria will you use to determine who works how many hours? To maintain a motivated work force, you must ensure that these decisions are fair, and perhaps more important, that the employees see them as fair. You also realize that you will have very little time to plan, communicate, and execute your programs. </p><p>As the chief HR officer of Nucor, what would you do?</p>

Honda cbr 600 f2 fairings. NUCOR AT A CROSSROADS CASE ANALYSIS NUCOR’S SUSTAINED PERFORMANCE RECORD PORTER’S 5 FORCES ANALYSIS • Supplier Power: With the eventual exit of integrated steel companies from buying scrap, the options available with suppliers to sell, reduced.

• P17 To: Nucor Management From: A Case Study Review: Strategic Competition of Nucor Corporation 1.0 Executive Summary The purpose of this case study is to address the strategic issues of Nucor Corporation (Nucor) in the American steel industry.
• Source: Adapted from M.Porter (1985), Competitive Strategy, Free Press 5.3.1 Potential threats In big industries, according to Porter (1985), the cost of entry is high since local impacts like the number and quality of jobs, workforce, local suppliers and customers are not easily replicated that can lead to: Nucor’s should maintain good ties.

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Publication Date: August 31, 1992

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This case is accompanied by a Video Short that can be shown in class or included in a digital coursepack. Instructors should consider the timing of making the video available to students, as it may reveal key case details.Nucor is a minimill deciding whether to spend a significant fraction of its net worth on a commercially unproven technology in order to penetrate a large but hitherto inaccessible segment of the steel market. This case is an integrative one designed to facilitate full-blown analysis of a strategic investment decision.

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Nucor At A Crossroads Case Analysis

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