The History of Buckman Company
Founded in 1945 by Dr. Stanley Buckman
Buckman started the company in Memphis, Tennessee, with five employees in a small building located on land that was once a lumberyard.
Offices and laboratories were located on the first floor of the building, and a 50-gallon black iron chemical reactor and a steam boiler were placed in the basement.
The 50-gallon black iron chemical reactor was sufficient to supply the initial order for 20 gallons of a microbicide, trade name BSM-11, to the company’s first customer – Whiting Paper Company.
Three years later, BSM-11 and its derivatives had become the industry standard for microorganism control.
Soon a new production facility was built next door and Buckman Laboratories of Canada was formed.
During the 1950s, the company’s customer base expanded to include the leather, paint, sugar processing, agriculture, paint, coatings and plastics industries. During the 1960s, new manufacturing and sales companies were formed in Mexico and Belgium.
The expansion during the 1970s followed with the opening of sales and manufacturing companies in South Africa and Brazil and a sales company in Australia.
New products were introduced for water treatment, ranging from swimming pools to fresh water, and a new international headquarters housing all corporate activities, including Research and Development, were built in Memphis.
In 1978, Dr. Stanley Buckman died of a heart attack in his office
His son, Robert (Bob), became the new chairman and CEO.
In 1945, Buckman Laboratories started with one product, a 50-gallon process vessel and four employees in a small house in Memphis, Tennessee. Today, Buckman is a global business producing over 500 different products and employing over 1,300 people in over 70 countries. The company was originally founded on its unique ability to create and manufacture innovative solutions for controlling the growth of microorganisms. Ever since its inception, Buckman believes that a specialty chemical supplier should listen to and anticipate customer needs and then respond with innovative and unique solutions. Buckman will continue in the future as it has in the past providing value-added services and products to improve the efficiencies and products.
2. PROVIDE A SHORT DISCUSSION OF THE KEY MANAGEMENT OF THE COMPANY. DIS...
... middle of paper ...
...y for all customer information and forums should be developed to include customers.
Buckman’s idea was to bring knowledge to the learner rather than bring the learner to the knowledge. Since Buckman employees or “learners” speak nearly a dozen languages, the frontier issue of instantaneous translation is immanent. The idea of when someone posts a note in English, people in Japan will be able to read it and respond in Japanese, which in turn people can read and respond in Portuguese, Swedish, Dutch, French, etc. Therefore, creating a “universal” culture within the organization will ensure employee buy-in into the K’Netix system.
In the end, the system’s success rests on the people and not the tools. It is 90 percent culture change and 10 percent technology. Driving these changes solely based on technology and technology budgets will not be successful. The employees are who bring about the change. Therefore, by implementing focus groups that include different levels of employees will bring about the change in a successful manner. Additionally, by revamping the mission statement to reflect the culture of the company will give the employees and management a sense of direction.
D. F. Hallman was a manager of the Plant Performance Services at Babcock and Wilson. The Babcock and Wilson Company, founded in 1867, manufactures and sells specialty-engineered industrial products, including fossil fuel and nuclear power systems (Gorinson & Kane, 1979). Hallman proposed a memo to B. A. Karrasch, Manager of Plant Integration, to implement changes in the reactor operating ...
Deere moved to the West in the 1830’s to Great Detour, Illinois. Since that part of Illinois didn’t have blacksmiths, Deere quickly got to work. Deere had barely settled, yet he was already becoming famo...
Burton, Grant A. "Page 52." Illinois History: Manufacturing and Retailing in Illinois. Illinois State Historical Library, 1978. Print.
According to Gerard and Teurfs transformation methods, listening, having dialogue and community building can be used to transform the different cultures of a global organization, by developing newer, improved cultures. For the transformation to be successful the turnaround teams engaged in collaborative dialogue with participants to emerge the new culture and mutually agree to a newer direction for the company. The staff had to suspend their judgment of others from the past, and attach their thoughts, opinions to their new identity by actively being engaged in forms of comprehensive and therapeutic listening, living their new ethical direction that was set from the new CEO Ed Breen (Palmer, Dunford, & Akin, 2009).
After nearly going bankrupt several times in the duration of seven years the group decided to enter a phase of global expansion between the years 1870 and 1880, in which at this time the group set up facilities in England, France, Germany, Russia, and the United States and continued expanding through out the years through acquisitions and diversifications.
In today’s ever changing world people must adapt to change. If an organization wants to be successful or remain successful they must embrace change. This book helps us identify why people succeed and or fail at large scale change. A lot of companies have a problem with integrating change, The Heart of Change, outlines ways a company can integrate change. The text book Ivanceich’s Organizational Behavior and Kotter and Cohen’s The Heart of Change outlines how change can be a good thing within an organization. The Heart of Change introduces its readers to eight steps the authors feel are important in introducing a large scale organizational change. Today’s organizations have to deal with leadership change, change in the economy,
The Soviet Union used a train to ship all the components needed to create this bomb, to the weapons lab in Russia back to the testing site back in Kazakhstan, which was two-thousand miles away from Arzamas. The bomb was going to be tested in a tower built by the Soviet Union. While building this tower they placed the device in a concrete hall, with railway trucks all over the entire place. This was so the bomb pieces can come in one side and the finished product was carried out the other side to brought to the top of the tower for testing.
Hoover's Company Records. Austin: Jan 1, 2007. , Iss. Sj-Sq; pg. 59476. Retrieved Friday, January 12, 2007 from the ProQuest Standard database
Often times when one hears the word “change” in any aspect of life, they are often, put off, and intimidated by the word itself and the intended implication. This is a normal and understandable reaction for anyone engaging in any type of change. In terms of organizational change, this type of behavior often seen as, but is not limited to pushback, resistance, lack in productivity, turnover, drop in overall customer service, etc by team members. Thus, as organizational leaders, it is our responsibility to ensure that any change management implemented is smooth and has lasting benefits; by considering the impact on the organization as a whole and most importantly, the impact it will have on the team members within the
Systems and structures provide the organizational foundation, but it is the human capital that really provides for the success or failure of any organization. In order for real change to happen, the staff needs to fully embrace the vision and the systems of change. This can only be accomplished if they feel respected, valued and involved in all parts of the change process. It is important to authentically embrace this group and treat them as colleagues in the process. This is the group that is responsible for implementing all systems and providing the public relations for the structure. The
The group has extensive global network of over 48 offices covering about 32 countries and territories around the world. The group's network extends outside Asia and into other markets like North America, Europe and South Africa. The group sources from around 10,000 internal supplies. Global network enables the group to source its goods from various locations and distribute it in different countries mitigating its exposure to any particular economy.
Changing situations throughout the world affect all organizations in business today. Therefore, most organizations acknowledge the need to experience change and transformation in order to survive. The key challenges companies face are due to the advancements in technology, the social environment caused by globalization, the pace of competition, and the demands regarding customer expectations. It is difficult to overcome the obstacles involved with change despite all the articles, books, and publications devoted to the topic. People are naturally resistant to fundamental changes and often intimidated by the process; the old traditional patterns and methods are no longer effective.
The transformation of a company requires hundreds, sometimes thousands of employees to adopt a new view of its future, a future they must regard as essential. Change management involves managing the process of achieving this future state. Change can be viewed from two vantage points, that of the people making the changes and that of the people experiencing the changes. In the top-down, or strategic viewpoint associated with management, the focus is on technical issues such as the investment required, the processes for implementing the change, how soon the change can be realized, and the outcome. In the bottom-up viewpoint of the employee, the focus is on what the change means to the ...
British import and export company, began in the oil business in 1907 when it merged with
The Scotts Company started selling hardware and seeds in Marysville, Ohio in 1868. It specializes in seeds, fertilizers, peat, potting soils and other organic materials. By 1995, Scotts was the world’s #1 marketer of lawn and garden products. European operations were launched in 1993, with HQ in Lyon, France, and additional five European businesses acquired in UK, France, Germany, Austria and Benelux.