In groups of three or four, make a list of possible reasons that the actual ending inventory might not agree with the ending inventory according to a computer system. Jason Tierro, an inventory Jason Tierro, an inventory clerk at Lexmar Company, is responsible for taking a physical count of the goods on hand at the end of the year. He has been performing this duty for several years. This year, Jason was very busy due to a shortage of personnel at the company, so he decided to just estimate the amount of ending inventory instead of doing an accurate count. He reasoned that he could come very close to the true amount because of his past experience working with inventory.
Organizational barriers that affect change can include technological issues, such as computer servers and interfaces. For example, registration enters a patient into the system but because of interface issues it does not carry over to the CPRS. To overcome this organizational barrier it is necessary for a downtime plan to be put into place and for the staff to know how to execute this downtime plan (Borkowski, 2005).. Individual barriers are put up by the staffs’ reluctance to adapt to change (Borkowski, 2005). Many of the staff working at CHOMP in the emergency department have been there for almost 15 years.
Staley Workers Reflection Paper After hearing Dike and Art talk about their experiences and roles through the Staley worker labor movement, my ideas and opinions about certain labor topics shifted. Even after reading the chapters from Staley, I still did not really have a solid grasp on the Staley lockout. However, after hearing Art and Dike’s testimonies, it gave me a much greater sense of the events that happened through the two and a half year lockout. The first, and possibly the greatest viewpoint that changed was regarding scabs being hired to replace workers during a lockout. Both Art and Dike were very serious and quite emotional when they were talking about how scabs were viewed by the regular workers that were locked out.
In the case study involving the purchasing and operation issues of Dryden Inks, the purchasing agent, Jane Waterman worked an excessive amount of overtime during her time at the company. Dryden Inks started as a family business and grew along with their competition, which had become much stronger and then developed a pressure regarding their prices. Jane noticed that older methods were being used that didn’t match the demands of their products and most of the company’s orders were on a “rush basis”. She wanted to contribute to the company in a way that would make their day-to-day operations become more productive and efficient. Certain problems in this case are having an outdated and no comprehensive inventory that causes their control system to reflect improper supply amounts.
Individuals who are hired from outside the organization to be department managers, on the other hand, often have a very difficult transition into the organization and make decisions that are in conflict with the corporate culture. They are seen as outsiders who do not really “get” what it means to be part of the Tanglewood family. The current method of selection for external managers looks very much like the method of selection for store associates. All applicants complete a brief job application form which provides information on education and years of work experience. Some pilot stores also have begun using the Marshfield Applicant Exam and Retail Knowledge test (described in the measurement case), and based on the validation evidence described earlier, this will become a regular part of the selection procedure across the chain.
Human error is the one of the greater risk and threats in most organizations. No one group can completely control a person’s behavior. For this reason it is important to be prepared to mitigate behaviors of malicious users, untrained users, and careless users. The number one way to reduce user errors is to train users. Once a month, Richman Investments will have a required featured training meeting with our company users to ensure the security of Richman Investments network.
Generally, the authoritarian leadership style is considered to be the more traditional type. In the past most businesses operated under the assumption that there were not effective reasons to discuss decisions with staff before making significant changes. This rather militant style of operating businesses can be visualized as a top-down approach; decisions come from above and trickle to those below. This is mostly effective, but leaves the people on the bottom, oftentimes the ones actually doing the labor, with no voice about how to perform their daily work activities. Over time management concepts have evolved into modern techniques that rely more on listening to and understanding the needs of employees as more businesses realize how much more productive employees can be when they have some control in their team or work environment.
MHA and their subsidiary, NYH, have been facing financial issues in the recent years. Due to the need to cut costs, the companies have been forced to eliminate costs in various areas of the firms. In doing so, many problems are arising as a result. Accounting employees are becoming scarce forcing heavy workloads on the remaining staff. In addition, much of the new assignments are given to untrained professionals with strict completion deadlines.
Scheduling people to answer the incoming phone calls at the right times was also an important aspect of the company. Because we were a major call center, inventory of the products being sold had to be kept up to meet the demand. Within the first year of the take over the business was in the closing status. The new company owners had no idea about customer service or running a business. Scheduling was the first part of the downfall there were never enough people to answer the amounts of calls we
In other countries their culture and language vary greatly from the American way (Palvia, S. C., Palvia, P., Weidong, X., & King, R. C. (2010)). Other issues include time differences and working conditions. Within a foreign country that is on the other side of the world, it is difficult to have a productive workforce that can work 24 hours a day, 7 days a week, to be on call during American business hours. These demands can lead to poor working conditions and a not so qualified workforce. To help solve some of these issues major corporations have also outsourced their management teams and most of their business operations, which in turn reduces their management and business operations here within the United States.