The apprehension of the management team is understood because that is the culture; however, once the functionality is implemented and the management team sees the growth and positive change, the company will be more adapt to change. The project management consultant’s strategies to convince the Levon management team to accept and move forward with the change required realistic information to be presented, as well as for the team to be shown where they can
Fewer companies are willing to enter the market because of the SOX requirements that make going public too costly. Plus, the maintenance required to stay public is too expensive for smaller companies, forcing companies to look elsewhere to raise capital. Rising costs persuade large numbers of companies to exit the public markets to sidestep SEC regulation, creates two problems. First, the overall economy could suffer because corporations limit investment projects due to the higher-cost sources of capital to fund potentially new operations. Second, financially stressed companies that go dark are the very companies’ shareholders need to monitor usually and where transparency is most important.
In the case there is a lot of evidence which indicates that management is not effectively motivating their employees and this is leading to a decline in productivity and profitability. One reason would be management is not giving employees proper incentives to raise their productivity levels and they are using a financial incentive plan with major flaws in its design (Scanlon Plan). Another reason would be the decline in suggestions that are submitted, at the programs height 305 suggestions were submitted. Now it has dropped to 50 a year showing that employees no longer feel like they are contributing successfully to the plant success. This is a major issue because feedback is an essential part of motivating a person and making them feel valued in the company.
Case #1 Acquire or Develop talent My professional Recommendation: I think it is best for Tanglewood to focus more on developing talent from within because it saves the company time and money. In house employees already know about the company, and the products it has to offer. They also know about and are use to the organization’s culture, and has a proven track record. Therefore, fewer resources will be needed for this candidate. Hire Yourself or Outsource My professional Recommendation: I think it is best for Tanglewood to focus more on doing the hiring themselves because they get to set the criteria for the new employees themselves, and they get a chance to get a feel for the employees first hand.
1. Problem • Poor performance of customer service, resulting in negative impact on survival of autoparts.com caused by an angry but “powerful” customer – a notable figure, Mr. Adam Smith • However, Mr. Thorstein Veblen, the president, didn’t understand what the true problem was, but blamed this failure on its pricing strategy. 2. Causes • Underestimation of the influence of customer satisfaction • Lack of understanding and emphasis on monitoring customer satisfaction • Insufficient customer complaints handling procedures 3. Recommendations • The president claimed that autoparts.com was a customer-centric web business; therefore, customer satisfaction should be considered by this company as an important goal and an effective marketing tool.
Also although I find it hard to self-critique I try to note my own weaknesses and improve upon them, seeking training if necessary. 1.4 Explain the purpose and benefits of trying out possible improvements to own work. It is important to test out all possible improvements to make sure the method I finally choose to do the task in hand is the best and most appropriate. 1.5 Evaluate how learning and development can improve own work, benefit Diamond Home Support, and further own career. Learning and development will improve my own work as it brings new skills to light and should give me a better understanding of what I am doing.
The first three quarters for the team was a financial loss based on the company’s inability to generate revenue through sale of its computers. In the second quarter the team developed two brands of computers that were not recommended for sale. The company’s poor internal operating directives gave way to the development of two brands of computers that the market was unwilling to accept, combined with a weak market image and weak distribution network. It was very clear to the team that in order to turn the company into a profitable entity the team needed to evaluate the company’s resources and by so doing conducted an extensive internal analysis. The team looked at the company’s tangible and intangible resources.
401(K) has become ineffective because of the corruption of big business, the misunderstanding of and as a result a mishandling of the 401(K) accounts, and its correlating dependency on the market’s success. Making profit is important to people. Most of all, improving the bottom line is the primary objective for major companies. “For Robert Shively, learned that his employer, Occidental Petroleum Corporation, or also-known-as Oxy Pete,” wanted to forgo the guaranteed-employer pension plans for the less demanding 401(K) system where it is based on contributions from employee’s pay rather than from the employer’s profit. This forces the employee to save without any effort but, due to this, workers began to neglect the social security and entirely dropped the use of the original pension plan.
They were not living up to the demand for their services, and had technology systems that were outdated. When management dove into these problems they also found out they were lacking in the areas of diversification and integration. In addition, the morale of their employees was in the dumps and they were losing money. These problems can clearly relate to one another and using the 7-S model will make connections between these factors and how they interact with one another (Palmer, Dunford, Akin 2009). When examining the problems at hand, it becomes clear that Boeing should focus on structure.
As a result, IT department was no longer in sync with the overall objectives of the organization. It was poorly run by the management team due to lack of good business practices and no clear direction from the higher management. Jack Carlisle was brought in as a CIO to revamp the IT organization and bring in changes to make IT department cater to the growing needs of the organization. Carlisle made improvements within the IT department and did a great job in realigning IT with the overall business strategy of the organization. His personality and management style generated some friction with other leaders in the organization due to the pace with which changes were implemented in the company.