Aaron Feuerstein Essay -- Essays Papers

Aaron FeuersteinIn this paper I forget discuss Aaron Feuerstein, the third-generation president and chief executive officer of Malden Mills Industries, Inc., who leads the Lawrence, Massachusetts personal credit line with his fathers and grandfathers values kindness, justice and charity. He does this through his charismatic leadership and plenty, which binds his employees together into realizing and achieving the same goal. I will show exactly what makes him a leader in the modern pedigree setting and explain why a leaders vision is important in defining a true innovator, effective theatre director and charismatic leader.Feuerstein and Malden Mills had a history of taking care of its employees. Workers salaries intermediate $12.50 an hour compared with the textile industrys average of $9.50. And in the 1950s, when new(prenominal) New England textile manufacturers fled to the South for cheaper labor, Malden Mills stayed. Although Feuersteins hands-on focussing style has always been admired by his employees, what set him apart as a true leader was a near disaster in the winter of 1996. While celebrating his 70th birthday, Feuerstein received word that his 130 year old family owned textile company in Lawrence, Massachusetts was burn down to the ground. Three of its manufacturing factories that produce the popular high-end outdoor apparel knits, Polartec and Polarfleece, were reduced to charred surface and brick. While watching the fire, Feuerstein dogged that he must come up with a plan to not only save his company from fiscal ruin, but decide the fate of over 3,100 employees that would soon be without a job. He chose to rebuild the plant in Lawrence. He also decided that if he was to continue providing a quality product to consumers, he would take a crap to take care of the skilled laborers who made the product. Feuerstein kept more than 1,000 unused employees at full pay and checkup benefits for three months until the factories were u p and caterpillar track again.What kept Feuersteins company at the top was his strong managing skills. A top prudence position requires motivation to achieve, but this motivation may be directed to achieving personal, rather than organization goals. Feuerstein believed the role to top bear offment should be to manage and the most important resource they must manage is the people that work at all levels of an organization. Their role should not be to rule, but ... .... Reduced to its essence, that means higher-ranking technology and superior(p) 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 put on been given generous severance packages that included three months of paid medical benefits as well as job trainingFeuerstein admits that, as owner, he has a great advantage over leaders of public firms because he answers only to himself. But I wo uld like to think, he says, that the average CEO - even though theyre reporting to the public and the so-called shareholder -also feels that theres a moral imperative that they must answer to as well.BibliographyThe Christian cognition Monitor, Corporate Decency Prevails at Malden Mills, Shelly Donald Coolidge, March 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 meaning of organizational vision. Academy of Management Journal, 39, 1995, pp.740-769 Fortune, non a Fool, Not a Saint, Thomas Teal, November 11, 1996, p.201