Aaron Feuerstein Essay -- Essays Papers

Aaron FeuersteinIn this paper I will discuss Aaron Feuerstein, the third-generation chairwoman and CEO of Malden Mills Industries, Inc., who leads the Lawrence, Massachusetts business with his fathers and grandfathers values kindness, justice and charity. He does this through his charismatic lead and vision, which binds his employees together into realizing and achieving the same goal. I will show exactly what makes him a drawing card in the modern business setting and explain wherefore a leaders vision is important in formation a true innovator, effective manager and charismatic leader.Feuerstein and Malden Mills had a history of taking care of its employees. Workers salaries average $12.50 an hour compared with the framework assiduitys average of $9.50. And in the 1950s, when other New England textile manufacturers fled to the south-central for cheaper labor, Malden Mills stayed. Although Feuersteins hands-on management style has always been esteem by his employees, wh at set him apart as a true leader was a near disaster in the winter of 1996. While celebrating his seventieth birthday, Feuerstein received word that his 130 year old family owned textile union in Lawrence, Massachusetts was burning to the ground. Three of its manufacturing factories that produce the public high-end outdoor apparel knits, Polartec and Polarfleece, were reduced to charred metal and brick. While watching the fire, Feuerstein pertinacious that he mustiness come up with a plan to non only save his company from financial ruin, but decide the wad of over 3,100 employees that would soon be without a job. He chose to rebuild the mark in Lawrence. He also decided that if he was to continue providing a quality product to consumers, he would have to take care of the handy laborers who made the product. Feuerstein kept more than 1,000 jobless employees at full present and medical benefits for three months until the factories were up and running again.What kept Fe uersteins company at the top was his strong managing skills. A top management localise requires motivation to achieve, but this motivation may be directed to achieving personal, kinda than organization goals. Feuerstein believed the role to top management should be to manage and the approximately important resource they must manage is the mickle that work at all levels of an organization. Their role should not be to rule, but ... .... lessen to its essence, that means superior technology and superior employees. Reduced still further, as Aaron Feuerstein can tell you, it means superior employees. Feuerstein has laid off people for the reasons stated above, but all of these employees have been given generous happy chance packages that included three months of paid medical benefits as well as job trainingFeuerstein admits that, as owner, he has a great returns over leaders of public firms because he answers only to himself. But I would like to think, he says, that the average CEO - even though theyre insurance coverage to the public and the so-called shareholder -also feels that theres a moral imperative that they must answer to as well.BibliographyThe Christian Science Monitor, Corporate Decency Prevails at Malden Mills, Shelly Donald Coolidge, frame 28, 1996Parade, by Michael Ryan, September 6, 1996, p.4-5 Life Magazine, Josh Simon, May 5, 1997 L. Larwood, C. M. Falke, M.P. Kriger, and P. Miesing. Structure and inwardness of organizational vision. Academy of Management Journal, 39, 1995, pp.740-769 Fortune, Not a Fool, Not a Saint, Thomas Teal, November 11, 1996, p.201