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. This has resulted in project failure, a bad company reputation, loss of market share, and stock price tumbling. Carlisle believes that IZL Corporation is salvageable, but needs to upper management to do this. In this paper, the problem, recommended and alternative solutions, as well as implementation strategies are discussed. Key Issues The key issues for Jack Carlisle, according to Robert Austin, are recorded in the informally published manuscript, Jack Carlisle, CIO.
Despite CanGo’s initial success, however, the organization is not without its fair share of concerns. The primary issue with CanGo is that it lacks a formal strategic business plan. The company has also failed to clearly define what its short-term goals and long-term goals are and how it plans to go about realizing those goals. The company also has problems with its current organizational structure. Although roles are clearly defined, CanGo often succumbs to a centralized form of decision-making, with Elizabeth Bennett micromanaging to such a degree that the decision-making process almost becomes paralyzed.
Despite CanGo’s initial success, however, the organization is not without its fair share of concerns. The primary issue with CanGo is that it lacks a formal strategic business plan. The company has also failed to clearly define what its short-term goals and long-term goals are and how it plans to go about realizing those goals. The company also has problems with its current organizational structure. Although roles are clearly defined, CanGo often succumbs to a centralized form of decision-making, with Elizabeth Bennett micromanaging to such a degree that the decision-making process almost becomes paralyzed.
该报告将提供以下的超市公司，特易购与外部环境分析的重点，洞察和公司的分析资源，能力和文化。 The report below provides an insight into the supermarket company, Tesco, with emphasis on its external environment analysis and company's analysis of resources, competence and culture. 两个未来的战略选择是建议在有关的资源基础的战略。 Two future strategic options are suggested in regards to the resources based strategies. 特易购是世界上最大的食品零售商之一，经营约2,318商店和超过326,000名员工。 Tesco is one of the largest food retailers in the world, operating around 2,318 stores and employing over 326,000 people. 该公司通过其子公司，Tesco.com的在线服务。 It provides online services through its subsidiary, Tesco.com. 英国是该公司最大的市场，在按照四特，超市，地铁和快速横幅运作。 The UK is the company's largest market, where it operates under four banners of Extra, Superstore, Metro and Express.
The IT team had the business team so confused during the meeting that they eventually just tuned out and IT never actually got to talking about how the new technology could be used for marketing and why it was a good idea. The next issue is the lack of integration between IT and business. Not only do they have problems communicating the points they are trying to get across in language that can be easily understood, but the business end feels as though IT does not know how to meet their goals. A good example of this is on page 76 where it is discussed that “IT people don’t even know some of our basic business functions” and “We don’t feel IT is contributing to creating new business value for Hefty.” Lastly it seems as though there is bad time management and planning on the IT end. I cannot be too harsh on this considering that many projects do not go as planned, on schedule or on budget but this did raise a red flag in the mini case.
Packard Electrical had previously experienced excellent results in the United States based on their traditional operational processes but had failed to impress in the overseas market, serving a different type of customer. This is due to a number of systemic problems in the customer serving processes inherent in the Rio Bravo plant operations. These problems are highlighted in the report and are: • A lack of proper planning led to the mismatch of resources, which includes human talent, infrastructure; • • • • Careless planning and poor execution of processes; A lack of customer focus; Poor communication across the supply chain; Misalignment in philosophies and value systems between Packard Electrical and NUMMI; • • Lack of a change management system and A dearth of continuous improvement The primary causes of the above stated problems were a lack of lack of proper strategic planning on behalf of Packard Electric’s management team. There was also a lack of planning in the design and development of the plant taking into account the demanding customer requirements. There are also appeared to be a lack of understanding of the exact customer requirements and how to deliver the exepcted quality.
* Both DFD’s in Petrie Electronics case in Figure 7-1 and Figure 7-2 are not balanced correctly. The figure 7-1 diagram misses the process of how the company maintains the promotions for the customer and the 7-2 diagram has way too many steps and is kind of confusing and hard to understand. Because the figure shows multiple inputs from multiple sources it makes it somewhat difficult to read. In order for the two diagram to be balanced, we will need to show the additional sources and their inputs into the system and when the 7-1 and 7-2 diagrams have the same sources-inputs-outputs, the diagrams will be balanced. 2.
Koss Corporation Case Q1. From the Koss Corporation case, we can see that there are many aspects are not functioned properly in the accounting and internal control systems of Koss Corporation. First, the CEO’s supervision and regulation is weak, which means Michael has not fulfilled his responsibility of internal control. Sue initiate and authorize wire transfers of Koss Corp. funds to Sue’s personal creditors for over $16.3 million without requiring or obtaining Michael’s approval. And because Michael trusted Sue, Michael did not fully review the financials before approving them.
Any objectives agreed upon by a management coalition would inevitably be highly ambiguous goals, enfeebling the ability of a top manager or entrepreneur to truly control the direction of the firm. Cyert and March argued that while ‘individuals have goals; collectivities of people do not’ (1992, p.30), and thus the firm could not have well-defined objectives. Premised on this weak (or the absence of) leadership, The Behavioral Theory posits that the firm’s strategies and learning processes are short-term in focus with adaptations induced by crises. Management is unable to reconfigure internal resources because of the immutability of standard operating procedures and the ambiguity of coalition goals. In his discussion of firm strategy, Oliver Williamson notes that in Cyert and March ‘the firm resembles a fire department more than a strategic actor’ (1999, p. 14).
In their study, Cassell et al. (2001) found that few of the owners/managers of SMEs do not believe in the appropriateness and potential of benchmarking because the expected outcomes are not immediate and considerable time and resources are needed for completion of the activity. The survey conducted by Adebanjo et al. (2010) in both LEs and SMEs context reported that the organizations do not use benchmarking due to lack of resources, unavailability of suitable benchmarking partners, lack of understanding and technical knowledge of benchmarking activity, high cost and time duration, inability to assess the benefits of benchmarking, lack of top management interest and support. Panwar et al.