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.
it was missing major information, such as a list of critical services, Employee contact information and vendor contact information. The Business Impact analysis for this type of scenario or any disaster was never completed so there was little information to help the disaster preparedness team as far as how this disaster will impact the organizations operations. The Backup Policy was written thoroughly and included information on the backup schedule and storage locations. It also listed the backup methods used and the length of time full backups were kept for. The document also included instructions to restore data
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
Finally, the evaluation system failed to require managers to provide feedback to their reports, inhibiting an environment of learning or growth. Challenges Encountered and How the Company’s Culture Could Be Leveraged During this type of restructuring, where tough losses are incurred, any
Mr. Richards also testified that Mr. Kurtz “didn’t feel that the Association could, in fact, come up with that type of savings, but the negotiations still had to move forward.” Id. Mr. Richards, of course, was not competent to testify as to what Mr. Kurtz felt. In any event, as noted above, the record shows that the Association subsequently submitted a proposal projecting a savings to the District if its transportation services remained in-house. Thus, whatever Mr. Kurtz may have felt, it
The SWOT analysis for the Meditech is shown in Figure1. Meditech has focused its efforts in advancing in products development when production orders have increased at a rate that hasn’t become compatible with production schedule, distribution & delivery services. Customers grew unsatisfied with the inefficient system of distribution & delivery. Figure 1: SWOT Analysis Operations organization structure The entire operation organization was reporting to the V.P of operations. This structure has hindered communication hence flow of information between main operations department that were dependent on one another.
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.
The goal was to take the manual data would be integrated into one system where the corporate marketing group would manage the data. The problem from the beginning of the project was the lack of support and resource allocation. There was no alignment with the project sponsor and the project manager as they were clearly disconnected and not on the same page. The project was over budget, lacked quality material and pressured to meet the committed timeline. The PM ultimately took the fall for the team and was removed off the project.
Case Study: Zing PC 1. What are the Major Problems facing ZingPC? * Losing the market share Zing PC is losing its market share because of Push strategy failing to comply specific customer needs. * Dysfunctional Logistics Dysfunctional Logistics occurs because there is no 3PL (third party Logistics Contractor) for inventory / supply and order deliveries to the customer, hence overloading company resources / expertise. * Lack of inventory Management Lack of inventory management and standardized parts not being used in manufacturing, due to unrelated inventory procurement of Zing PC.
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).