There was resistance to change from the corporate banking and consumer banking divisions who had the fear that most of their responsibilities would shift to the corporate marketing division. The users were unwilling to support the project because according to them they felt threaten by the marketing division to control the corporate database and which was likely to lead to realignment of some
Case Study: Armco What do you think was the problem with the implementation of the new performance measurement system? The management was accustomed to using the old system even though it provided an overwhelming amount of irrelevant information for their unit or department purposes, and therefore there was clearly a lack of motivation to adopt the new performance measurement system as well as a personal limitation in terms of knowledge, since the management did not know how to incorporate the new metrics to suit their needs. What, in your opinion, could be done to solve the problem? · The new measurement system should have been clearly explained throughout the corporation prior to the go-live of the new system. · New objectives and expectations should have been made using the new measures and a reward system to encourage people to accomplish the targets set.
The attacks on New York City’s World Trade Center and Hurricane Katrina were major events the effected the United States. The American Red Cross came under heavy scrutinizing due to how they handled these events. Determine and discuss the ways in which ARC’s corporate governance failed to provide formalized responsibility to their stakeholders. Corporate governance is formal system of accountability, oversight, and control companies put in place to remove the opportunity for employees to make unethical decisions (Ferrell, Fraedrich, & Ferrell, 2011, p. 42). Ferrell, Fraedrich, & Ferrell go further and give the following definitions for each aspect of this system: Accountability refers to how closely workplace decisions are aligned with a firm’s stated strategic direction and its compliance
October 25, 2011 Case Study 1.1 Enron Corporation 1. I believe most of the responsible party’s for the Enron crisis would have to be the corporate executives, individual auditors, the leadership of the Anderson firm, and the many regulatory authorities that were involved with the Enron Corporation. I said the many regulatory authorities because they failed to take any proactive measures to limit the ability of rogue corporate executives, accounts, and auditors in their professional responsibilities. Corporate executives would be responsible because they insisted on using aggressive and illegal accounting and financial reporting plans. Individual auditors are responsible because they made unprofessional decisions that tainted the integrity of auditors.
It also said that the company that owned the drilling rig as well as the other company that was responsible for the cementing operations shared blame for the spill but BP is the main company liable. I find this article interesting because BP, as an oil company, is faced with many strict government rules and regulations to stop this sort of disaster yet BP seemed to almost ignore them in order to save money and time. By not properly conducting safety training with their employees BP was setting them up for failure. They also changed plans last minute, which would not allow them to fully assess the soundness of the new plans. To me this just seems like poor business practice considering they knew full well a spill would result in a dramatic decrease in the company’s public standing as well as value.
These people didn’t understand the needs of the company. These, “hot shots” decided to do the training on managerial style and this training did not go over as well as expected in fact people called in the “country club” training (Brown, 2011, p. 167). This group had different goals they wanted to achieve and their own agenda didn’t seem to follow other members which led to the group’s failure. This group didn’t operate long enough to get the results the company needed before starting trainings and knowing
Organizational Behavior and Communication Vivian Shellmire COM 530 October 24, 2011 Patrick Thornton Organizational Behavior and Communication In this paper, the organizational culture of American Red Cross, noting whether or not the organization espoused values align with its enacted values will be discussed. In addition, this paper discusses to what extent American Red Cross organizational communication determines the organizational culture. Communication plays an important role in organizations perception and organizational culture. Perceptions within American Red Cross organization could cause misalignment between its espoused and enacted values. For continues success, it is vital the organization identify the role of conflict within
This law was authorised in the year of 1999, and is an essential part of an organisation. The objectives from this regulation are to encourage a more systematic and more organised approach to dealing with health and safety in all workplaces. Abiding by this law will help businesses to avoid damaging publicity as well as the cost associated with injuries and accidents. An example of this is the operations manager within the college that maintains the high standard of health and safety. This ruling will impact Sir George Monoux College and their health and safety policies, this is because they will need to ensure they are meeting the requirements of Management of Health and Safety at Work regulations 1999.
Employees need to be able to trust and have faith in their leaders. If there is constant change in leadership in an organization, how can an employee trust and believe in the organization. The American Red Cross has also had problems with their handling and dealing with September 11 and Hurricane Katrina. Their mishandling of money and slow response time has made it hard for people to trust them. The American Red Cross needs to change from the top and work its way down to the employees.
1. Which internal and external stakeholders are positively and most negatively affected by Micky Arison’s decision to avoid contact with the media? The Board of directors was the ones who were negatively affected by Mr. Arison’s decision in keeping quiet because to the outside world people assume if they aren’t talking that means something is being hidden from customers. Going through that type of assumption can cause a lot of issues for future customers to purchase a cruise ticket from them. The competitors were the ones who were affected positively in this situation because it gives them the opportunity to pick up the customers, since there was an accident in that ship line and now customers are not going to want to purchase from that cruise line if they are feeling unsafe.