From a standpoint of a shopper I would evaluate the store as a confusing mess that seemed like a sale every time one shops. Sales are advertised but employees don't necessarily push the sales. The management goals reflect the employees' goals to let the products sell themselves. This hurts the company knowing that consumers can shop products on a "take it or leave it" attitude. Most people are aware of the lack of customer service Best Buy does not provide.
• Weak control activities Lack of segregation of duties. Sales representatives were given full access to accounting system, inventory and customer orders. The receptionist doubled as secretary and bookkeeper. The delivery workers worked in the inventory warehouse. Also, poor physical control for assets safeguard.
This leaded to a displacement and diffusion of responsibility. When the system is in charge for decisions, moral disengagement of the employees appears. 3) Loss of autonomy Do to the fact, that everything was guided and recommended by the IT System, there was no space for personal reasoning and finally nobody felt responsible. 4) Change of business strategy Through the acquisition of the LPB business the original “Feel-Good-Strategy” of Mrs. Field´s cookies was gone. Further not to franchise the original cookie business and to diversify the business concept was not beneficial and leaded to high depths of the company.
These problems, as stated in the case study, include: lack of purchasing, design, and testing processes, inspections that are after the fact with out in-process controls or feed back loops. It also leads to a lack of product tractability, quality maintenance records of the equipment so improvement or stabilization data is not available. Designs are made on hunches - there is no decisions based on facts and data. Statements like “even if it is a little off spec was tolerable, we need market share now” shows a poor quality attitude and the schedule is more important. The inspector had used only a sample of testing to find the eight rejected cases but had no way of tracking where they had gone shows a lack of in-process controls and a lack of product tractability.
Above all indicates some problems exist in Fit Food, Inc. financial reporting. Behind financial data managers in divisions take various “skills” to meet the assigned sales targets by data manipulations, which are not only the problems of each divisions but also the deficiency of entire control system. Reasons and Recommendations A. The deficiency of entire control system Although the company has established financial results-based control system, the system is still undeveloped and cause negative effects. Managers took gamesmanship to improve their performance indicator without producing any positive economic effects.
Case study: Club Chaos The main organizational problem affecting Club Chaos was the poor management and leadership. The senior managers failed to implement policies and procedures for good work environment to encourage hard work and efficiency. Cathy displayed exceptional management potential for well run department, but she resigned without attempts to retain her or understand the reasons. There were lack of organizational goals, improper recruiting system based on nepotism especially with management appointments, No formal training/education, no performance evaluation/appraisal system, no customer service/satisfaction, poor management tactics to run business and no promotion, loyalty or sense of worth or value of employees. The managers didn’t follow any organizational behaviour.
The agency’s hierarchical organization structure consists of different departments such as, marketing, accounts and operation. In the hierarchy, reporting relationships are clearly defined, but not followed by the employees. For instance, it was clearly shown in exhibit 3.23 regarding direct communication between client, specialist and accounts executives. However, nobody followed rules and there were large number of communication taking place only between agency and the client. Account executives were not taken into consideration while finalizing the plan.
This seldom happens as there is a perception that by helping John, he may be next in line for an executive promotion. As for the procurement function, the project manager is forced into assuming the responsibility and spends a significant amount of time in tracking down raw materials. The site superintendents believe that they should function as true project managers; are very unhappy for not being involved in the procurement function and hence are not supportive of the project managers. From the above, it is quite clear that roles and responsibilities across the organization are not clearly defined. There is no structure in the organizations’ chain of command.
If the company ceases to manufacture some products required by those big customers in order to decrease the inventory and cut off the cost, the company may lose contract with those important customers. Another problem confronting the company is that some medium and small-sized customers complained that there are insufficient products to be shipped. So, the dilemma comes out. The company has big inventory stored, meanwhile some customers always complains about the lack of products. One major reason is that the company always keeps the not-updated information and thus the improper inventory.
They should also check for potential contaminants after post-production process and deem if the product is acceptable by ISO 9000 standards. Reference to : http://en.wikipedia.org/wiki/ISO_9000 c. Eastern Diary has bad management and a lack of control over its employees. There are no managers or superintendents during the night shift to ensure that the production processes is going smoothly nor is there any authority to oversee and manage its employees. Shutting down the entire production process on the whim of an operator is unproductive and unprofessional even though work is completed at the end of the