Case Study, Jack Carlisle, CIO Executive Summary IZL Corporation hired Jack Carlisle to restructure and reorganize the IZL IT department. The company was going through major turmoil in which the CEO Chuck Hansen was replaced by CEO Jim Giles and another SVP, Carl Strati. Jack Carlisle must assess the problems within the company and implement tactical and strategic changes. Carlisle must align the current business strategy with an aged information department that does not support business strategy. 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.
There is an emphasis on factual and numerical reporting on which we make decisions about how our company will be run. This is a seriously flawed method of management in that there is a complete lack of thought to the psychological impact of their decisions and management of the organization. The lack of empathy is palatable in the room during these meetings. My failure to elicit empathy for others and myself in the group creates a huge challenge for me. In order to more effectively contribute to the organization, I would like to spend some time researching techniques to connect on an emotional level with the team.
Hence for the Prime minister wanted to help the eastern part by the means of controlling prices of oil on the west, introducing the national energy program. When Trudeau enacted The National Energy Program (NEP) it was initially intended to prosper Canadian economy by selling cheap oil. In fact, the “NEP” has imposed many western businesses to go bankrupt, provoked rebellious
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.
Workforce Planning at Cameco 3. Discuss the major internal and external influences that are likely to require Cameco to review its workforce plans constantly to ensure it can meet its objectives. A workforce plan is a strategy set out by the business that forecasts the amount and type of employees that the company will need to employ to maintain or increase productivity. Internal A key internal influence is the type of employees that the company needs, Cameco review highly skilled workers in order to be able to offer a good service. If the company has low skilled employees than they will not be making the most out of their assets because there will be more wastage in production, this can result in an increase in the amount being able to provide to the public.
Unfortunately, Jean did not properly research her client’s needs or adequately project what the outcome might be. Because of this, Pacific Oil Company was not prepared to address the concerns and requests that Reliant brought up during the negotiation. Though both parties wanted to move quickly toward signing a contract, Pacific Oil Company elongated this process because it did not have a thorough negotiation strategy that included a contingency plan or best alternatives. Pacific oil also neglected to draw out its best alternatives or bottom line in advance. Staying on the Same Page in Business Negotiations Pacific believed that other elements of the contract might be discussed, but that no dramatic changes would be expected.
One of the sectors where Canadians are still feeling the pressure is employment. The U.S stock market crash has been important for many reasons, the most important between them being the damage on wealth. Estimates differ on exactly how much citizens, corporations lost, but most figures are around the tens of trillions mark. These losses have not only been “colossal, but by dropping the worth of investments, they've made an increased risk and higher borrowing costs for businesses, which will affect their profit margins and ability to hire and keep employees for future years” (eHow.com, p. 1). The American market crash is being felt worldwide.
Key Issues According to my view following are the key issues of Alcon Laboratories Inc: • Difficulties in measuring the productivity of the R&D activities, particularly the effectiveness of the allocated resource utilization at different department. • The company was doing the planning part at the beginning of the year but this planning was not done in detail which would enable the top management to control the progress of the project more meticulously. • Despite the uncertainty associated with the R & D project, there was no control over the budget variance and no one was held accountable for the variance of the budget. • During the performance appraisal, employees were assigned at three different categories at a fixed percentage and there was no system of identifying the non-performers. It seems that almost 100% of the Alcon employees were rewarded irrespective of their performance or achievement.
In addition to providing services to rural areas, HUS also had a service territory of 545 sq km. In the mid 1990’s the Ontario government decided to deregulate the electrical power market because residents and business were paying the third highest electrical rates in Canada. As a precursor to deregulation, HUS was reorganized and now reported to a Board of Directors which was responsible to Currently HUS is suffering from internal organizational problems that need to be addressed so that it can effectively respond to the demands of its external pressures. In addition to the overlying problem of fear for privatization, downsizing, and unionization, employees are also suffering from low morale. Employees of HUS currently endure through issues of low motivation, poor recruitment and training programs, impaired communication between management and staff, and impoverished The market is getting more and more competitive.
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).