Nucor Corporation Essay

Nucor Corporation is characterized by its owner? operators who involve pride in their begin up and teams and as a result have created great lucrativeness for a traditional steelmaker. Nucor is known for many an(prenominal) things including its pay practices that base both(prenominal)owance on feat as well as the value and devote the corporation places in its employees. At Nucor employees are rewarded establish on their effort, interact with great respect and authorize to make decisions based on their ripeise and knowledge. Nucor is a unique brass among its rust? belt counter start ups.To understand its conquest it is necessary to understand the leaders wittiness, em agentment strategy, motivation and rewards base as well as its approach to change and innovation. All of these elements have sullen Nucor into a desir adequate place to lop with the potential for future success as it acquires new entities and grows. Leadership When rooming at the Nucor Case Study, i t is expedient to discuss the lead styles in relation to the Vroom? Jago Leadership assume as well as other concepts and issues of leading. The initial leader to decoct on is F. Kenneth Iverson, a systemer Nucor Steel President (1965? 999) and legendary leader.His leadership fostered the close? knit finale that exists even today. When Iverson and Sam Siegel, Financial misdeed President, initi whollyy assumed leadership roles, they exhibited the AI Autocratic style at pillow slip-by-case and group level in selling off many wide? ranging operations to focus on one area. They too do the decision to move corporate headquarters to w here(predicate) it is even today, Char lotte, NC. From that point leadership has continued to have a basis in the group with Nucor employees em personneled to make decisions that will benefit the organization.Nucor Steels leaders as well as exhibited other Vroom ? Jago leadership styles as they evolved to the present day. Iverson installed radi cal concepts grownup employees better pay and real fountain exhibiting GII decision Style free to accept and implement employee decisions. Current chief executive officer Daniel R. DiMicco uses a several(predicate) leadership style when purchasing 13 new companies and instilling the unique culture in those new facilities. Nucor solicitude, as a whole still focuses on the people in the front line of their business predominately using DI individual style leadership and GII group level decision style.Different perspectives of leadership in addition can explain Iverson and DiMicco. Both exhibit traits of charismatic leaders. The case study points out how employees are willing to accomplish tasks based on an emotional commitment to Nucor Steel. The example of electricians seconding sister plants in other state on their own initiative shows, when crisis arose, the employees showed extraordinary air. All world-wide Managers contact a new GM within 2 old age of starting in a diff erent factory, offering help, and meaning it. This behavior is unconventional, and counters to established norms in the current business culture.Only a utopian charismatic behavior from the leader could motivate such commitment. Leadership approaches discussed here point out that leadership is an exchange process with employees. A look at transactional leadership and transformational leadership helps except explain Nucors success. Transactional leaders help the follower identify what is done to accomplished desired results and find the resources are on hand to complete the line of descent. Transformational leadership motivates followers to draw for goals rather than on short term self-interest this leader is able to express clear vision and inspire other to accomplish that vision.Nucors roll in the hayment, in this case study continually exhibit transformational leadership attributes. When Nucor employees enter themselves out of tight spots, the leaders charisma has instilled this sense of value respect, and pride. The General Managers stretchiness out to the new GM shows leaders reaching out to help individual needs. These leaders allow the employees to rethink coherent focusings to correct problems, and do not intervene in work tasks unless people are sidetracked. The intimately important aspect of transformational leadership is charisma coupled with other roles.The deep emotional attachment to Nucor management is one facet of this style. These leaders also play the role of teacher, coach, mentor, reformer, or subverter further establish their transformational style of leadership. Power In addition to the heterogeneous leadership styles and involvement of the employees and commitment to the organization at that place are different types of position between leaders and employees at Nucor. There is a lot of employee power at the Nucor Steel Company generating from the flat organization social system found within the company and the leaderships f ocus on employees.A trite joke in the company is that if you were a janitor and you got five promotions you would have the CEOs demarcation. foreign the pyramid structure that is found in other companies, at Nucor the CEO believes that he is the one who was at the bottom and he works for all the others in the organization. Power within Nucor, as in other corporations, comes from both places interpersonal and morphological. With the flat organizational structure at Nucor the majority of the power is interpersonal rather than prescribed by the organizational structure and layers of management.At Nucor employees have a large amount of power specifi call offy serious power. Expert power arises an individual has the tycoon to influence as a result of a highly valued dependableise regardless of job title. Expert power is clearly exhibited in the case study when employees call upon each other (as in the case of the Hickman plant calling expert electricians from another plant) and when leadership entrusts decision qualification to employees. In addition to expert power, referent power is also common among Nucor employees.Referent power is based upon charisma whether it is the charisma of the CEO or of the line worker, this type of power comes from interactions with others. Not only did Nucor leaders Iverson and DiMicco have geomorphologic power they also had referent power from charismatic leadership styles. Where interpersonal power results from expertise, attitudes and actions, structural power comes from the organizational structure itself. At Nucor with its flat hierarchy structural power is not the main source of influence or power.A type of structural power that is present is the decision making power of the employees. Individuals at Nucor have a broad range of decision making power as seen in the electrician situation. The decision making power is based on the premise that they will make the best decisions for the organization since their compensatio n depends on the organizational success. Motivation & Rewards When looking at the Nucor Corporation, it is important to understand why the employees are incite to act the way that they do.Nucor has high job satisfaction which in enlistment brings improved job performance. This improved performance benefits everyone in the company instead of just management at Nucor. Herzbergs two factor theory is utilized in the Nucor case study. The people from Nucor demonstrated there were motivators by traveling to rig a problem that was a great distance away. The people in this situation had achievement, recognition, and tariff all in mind when they decided to take steps not required to help others in the organization.Achievement motivated the employees in the example because they knew that they were helping the company immensely and this would in turn help them. The recognition would be shown in their personal pay checks. The responsibility in this situation was the people agreeing to he lp out without any supervisors there to persuade them to go. Additionally, teams in Nucors situation are beneficial in motivation. People are willing to help one another because both people will be rewarded for a job well done. The mentality of us guys instead of you guys motivates people to form teams in a manner that is beneficial to the company.The hygiene factors in Nucor case does not apply to their company. The areas of dissatisfaction that most other companies face such as pay and security do not come in to account. The factory workers by percentage make a much more comparable amount to their managers in similarity to different companies. The primary reward for the executives at Nucor is monetary compensation, including benefits. In their roles as executives, they naturally have many of what could be considered rewards by others in the organization.Autonomy, the ability to effect decision, and many other roles are a natural part of the role as an executive within an organiz ation. The executive salaries are on average are a bit lower than average, while performance based pay is more and makes up more than 50% of total compensation. The performance? based component is primarily paid in the form of extraction options and restricted stock. Options allow the holder to purchase the stock at a specified price, usually lower than market value. Restricted stock is carry partial ownership in the organization that vests over a period of time.These types of rewards are common among executives, as there is a direct correlation between how the company performs and the ownership stake the executive receives in the organization they have the ability to effect. The employee reward system contains both financial rewards (including benefits), as well as non financial. The average employee at Nucor makes $100k a year, 20% more than industry average. This reinforces the organizations belief that people are the backbone of the company, and further strengthens the commit ment to try and retain its employees.One of the most difficult aspects to manage in the milling industry is the turnover and training of employees Nucor has recognized this and use financial rewards to deter this from taking hold within its own organization. The employee also has intrinsic rewards available within the organization. They include completion, autonomy, achievement, and personal growth. Moreover, they are all encouraged within the culture. This is most evident in the recalling of employees taking it upon themselves to help during a time of need. This allows them to grow, achieve a goal, make their own decision, and work until completed.