Problems Carl Robins was lacking the knowledge and experience for the process and procedures of recruiting new hires. Applications were not completed and missing documents. Mandatory drug screens were not scheduled. Scheduling the training room and verify the available times to have orientation. Not having enough manuals for orientation.
It concluded that the company lacked the proper screening to eliminate unqualified personnel. They also failed to properly train the new campus recruiter; Carl Robins. This lack of proper training was the direct
1) It is apparent from the lack of receiving critical information that frontline construction workers / managers are either not aware of (or buy into) the aggressive timeframe for completing the towers. They also appear to lack a clear method to communicate issues beyond the weekly status meetings. While some of the strongest positive feedback received for Erik has been the organization of these meetings, there appears to be a disconnect in how they are perceived: Construction attendees apparently believe this is where all status, including emergencies, are communicated; Erik and Curt appear to expect it as a routine checkpoint with no surprises. 2) Erik's manager, Jeff Hardy, has not done well at clarifying the General Manager's role, or in helping Erik establishing boundaries for the position. No one has put the brakes on Erik's actions, implying agreement.
This case describes problems with constructing cellular towers which would cause dysfunction of the company and inability to meet the turn-on deadline. Erik Peterson was not that effective in managing and leading his team which is shown by negative relations among team members and miscommunication was present between him and the rest of the team. There was no mutual trust and there was a lack of motivation among team members. One thing that slowed Erik down was his lack of experience in the cellular industry. Without the knowledge about how specific industry works, it is very hard to manage and lead the team to progress and be successful.
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.
There was a significant gap between Biometra’s general manager’s job requirements and the current skills of Erik Peterson. Due to the lack of managerial experience Peterson was unable to see the big picture addressing the problems associated with producing a successful catheter launch. What problems are facing Erik Peterson? There are several problems which Peterson faces throughout the case. 1.
Based on the legal encounter, it seems as if the unsatisfactory performance/corrective action plan was not followed in this case. Pat was not put on a corrective action plan and he was not explained what things were not working out. We are unaware of his job performance since he was not put on a corrective action plan and it seems as if his job performance was not mentioned during his termination meeting with his supervisor. Due to Pat being an at-will employee, he can be terminated at any time for any legal reason. If NewCorp is stating that his job performance was unsatisfactory, it must be documented.
The personnel department is the first department to be interviewed. Their first major problem is the lack of training. The operator for the filling equipment had no formal training. An unqualified trainer conducts the training which leads to employees incorrectly performing their job duties. People also have little responsibility with their work and they also
Tania I Cruz Case Analysis 1 Rick’s New Job 1. Why do you think Rick was let go? How does reinforcement theory apply to this situation? Rick was let go because he failed to behave according to the organization’s culture. He also failed to communicate effectively his plans to his boss and his co workers.
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.