Reichart is the assigned project manager for a computer program. Functional managers are charging direct labor time to his project but actually working on their own project with no relation to the Trophy project. This caused over cost in budget. When Reichart complained of this and tried to get support from upper management/corporate they told him not to poke his nose in the functional manager’s business. As time went on so did the project
Case Study, Jack Carlisle, CIO Executive Summary IZL Corporation hired Jack Carlisle to restructure and reorganize the IZL IT department. The company was going through major turmoil in which the CEO Chuck Hansen was replaced by CEO Jim Giles and another SVP, Carl Strati. Jack Carlisle must assess the problems within the company and implement tactical and strategic changes. Carlisle must align the current business strategy with an aged information department that does not support business strategy. Other problems include the company having a lackadaisical business strategy, internal conflicts among upper management, an information technology department that has not been well run and is frequently criticized by peer executives, and a lack of integrated business objectives that do not align with information technology objectives, the inability to prioritize projects due to unclear business objectives.
There was no standard organizational structure, rather all major functions were performed by one person. George Henderson's focus was more on production and customers satisfaction. 2) Do you think it meets the criteria for an effective compensation system as set out in compensation notebook 1.1 goals of the reward and compensation system (found in the text book page 12). We think that the criteria for the effective compensation system do not meet the goals of reward and compensation system in Henderson Printing because Long (2013, p.11) describes that the reward is one that adds value in organization, considering all the costs which is not seen in Henderson Printing. Long (2013, p.11) describes eight criteria's of goals of reward and compensation system, but in Henderson Printing, none of the criteria was met.
MEMO TO: Leon Lassiter FROM: Elbay Aliyev SUBJECT: Midsouth Chamber of Commerce (B): Cleaning Up an Information Systems Debacle One of the first mistakes on behalf of MSCC was the fact that nothing was learned from past mistakes and the company relied on DMA too much. Even though any company can go through financial difficulties, much larger organizations could have a big capability of handling such difficulties and provide long-term support of a product for their clients. Another major source of the problems within the MSCC has come from negligent decision making of Gramen. The company has made the decision to move on from UNITRAK once Gramen was hired to replace Kovecki. The reason why Gramen was not a good candidate for a position is that he was extremely familiar with HP system, whereas the currently operating systems have been running on IBM AS/400.
c) Corporate management was concerned with a single product with a short term production cycle. d) The program manager whose expertise was entirely within the commercial field was concerned only with profitability and did not closely interact with the various customers. e) Selecting a project manager was dependent upon the size of the contract to overcome the problem of bringing in new talent to direct ongoing projects. f) Using the same talent from functional departments for the long-term cycle of government contracts due to the shortage of abundant talent. g) Program management was still less developed in Acorn Industries.
Eby, Butts & Lockwood provide a reason behind the diminishing concept of a stereotypical career: ‘Given today’s more volatile and unstable organizational environment, individuals can no longer expect lifetime employment within one organization or a steady climb up the corporate ladder’ (Eby, Butts & Lockwood, 2003: 689). However, it is now becoming normal to have several employers and roles within many different organisations during the course of a career; not to say the traditional concept of a career has completely diminished, it is now just unusual to remain employed by a single employer for an entire career. A boundaryless career can be defined as ‘a career that unfolds over time in multiple employment settings’ (Van Buren, 2003: 132); considering that one individual can have numerous employers throughout their career this changes the balance and relationship between the employer and employee. From an employees perspective not being tied down to one company can provide an autonomous
The more than 30-year search for a relationship between corporate social performance (CSP) and corporate financial performance (CFP) has not brought much consistent proof of any clear motive for corporations to get involved in CSR. This could have fed the hope for society that companies really were willing to do well for society. According to Margolis and Walsh (2001), the lack of clear proof is due to a nonexisting theoretical foundation of the empirically revealed relations between CSP and CFP. The questionable quality of the performed research was also mentioned by Margolis and Walsh. They reviewed all kinds of possible studies on relationships between CSP and CFP.
The Indian culture does not associate health issues with not brushing teeth. Cottle faces a tough market with very low spending capacity. A skill I learned from the Cottle case study is determining global strategies. Cottle is a global company that must identify business opportunities to determine growth in foreign areas. This case provides me with insight on how other cultures differ in product needs.
Key Issues According to my view following are the key issues of Alcon Laboratories Inc: • Difficulties in measuring the productivity of the R&D activities, particularly the effectiveness of the allocated resource utilization at different department. • The company was doing the planning part at the beginning of the year but this planning was not done in detail which would enable the top management to control the progress of the project more meticulously. • Despite the uncertainty associated with the R & D project, there was no control over the budget variance and no one was held accountable for the variance of the budget. • During the performance appraisal, employees were assigned at three different categories at a fixed percentage and there was no system of identifying the non-performers. It seems that almost 100% of the Alcon employees were rewarded irrespective of their performance or achievement.
These factors resulted in a failure to be profitable all four years since the merger. To turn the company around a new CEO, Gerhard Schulmeyer, was brought in. This paper will analyze the initiatives used by Gerhard Schulmeyer to turn the organization around. First, it will be necessary to examine the major issues surrounding the case. Second, the paper will analyze the change process initiated by Schulmeyer and specifically evaluate the Change Agent Program.