Week Six Assignment Selling Executives On Project Management Table of Contents Introduction 3 Fundamental Reasons Analysis 3 Possible Strategies 5 Conclusion 6 Introduction The success of many organizations hinge on the organization’s ability to adapt to changes in technology, market and industry trends. This paper will discuss how Levon Corporation’s reluctance to implement project management functions kept them stagnant in the industry and almost a non-competitor to their peer organizations. Levon Corporation was unmoved in their position until they realized they were on a steady decline which resulted in them bringing in project consultant to listen to the benefit of implementing project management functionality in
It was not long only after three years of service, Officer Baton was reassigned to the Joint Gang Task Force. Officer Barton knew he wanted to be a member of this group as this group shared unique values, and beliefs that related to the job. However, Officer Barton had no clue as to the new subculture he was about to enter into. Officer Barton wanted to be within this tight knit band of brothers. (More, 2012).
Jamie Turner 1) How did Turner get himself into this particular predicament? There are many reasons behind the Turner’s current situation, first of all his sudden decision of changing the company, though the job offer was very good. The job role offered to him at MLI was different than his earlier, which he didn’t take into account. Every opportunity has some advantages and disadvantages, which turner didn’t analyze properly, moreover MLI was struggling financially. There was a lot of difference between Turner’s expectations (rather assumptions) from MLI and what actually happened after joining MLI, which was the result of Turner’s unconscious decision of taking job.
He made several controversial decisions with respect to compensating AIG’s executives. The case is related to multiple motivational concepts. Internal needs reflect the reasons for which the employees chose to remain employed with AIG during the process of winding down the Financial Products business. External incentives reflect the retention bonus payments. In addition, needs theories of motivation can be invoked to provide perspective on what seem to be important motivational factors for the Financial Products employees.
However, if everything came together appropriately, Goldstein could forcibly close the discount and earn an exceptional return when he has free reign over the fund’s strategy. Getting into this position is very difficult for an activist investor such as Goldstein because it required pleasing many parties with conflicting interests. Management of the funds would be reluctant to reduce the fund size in any way as it would cut into their annual fees. Shareholders were most interested in an effective return on their investments. And, investors in
-------- When Don Henson came to Mountainside Industries a year ago, he understood that his assignment was to bring about tighter coordination among its four divisions. The company had earlier experienced great success, but in recent years competition has become much more serious, and now Mrs. Hill, the owner, recognizes that the company must make its operations more efficient if it is to
What should Krishna kumar decide? Brief overview of key case facts After the years without formal processes for evaluating, developing, and tracking people, the human resources department adopted a new performance system. However, there are several concerns about the usefulness of it. First of all, even though the tool of performance appraisal was implemented in order to fairly evaluate people, it should be other tools to develop the employees as well. Moreover, many executives worried that the greater transparency introduced into the organization came at great cost considering fiving up the family orientation.
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. This has resulted in project failure, a bad company reputation, loss of market share, and stock price tumbling. Carlisle believes that IZL Corporation is salvageable, but needs to upper management to do this. In this paper, the problem, recommended and alternative solutions, as well as implementation strategies are discussed. Key Issues The key issues for Jack Carlisle, according to Robert Austin, are recorded in the informally published manuscript, Jack Carlisle, CIO.
Question 1: There are several major problems facing the credit card division. First and foremost, their customers are not satisfied with the services they have been receiving, but BankUSA seems to think they are doing a good job. The discrepancies between the consumer and the company lead to more issues within, causing them to have a rocky internal system. In order to better communicate with their customers, BankUSA is trying to implement a new internal and external survey that helps them see eye to eye. Other problems that BankUSA is facing are low employee morale and miscommunications within, which become evident when they try to discuss options for improving the surveys and employees give conflicting feedback.
This will cause a lack of consistency in teaching from the management side and discipline of the employee in balancing both clients and management. Every district manager might not have the same goals for each salesman. District managers may have different expectations on how the salesman should perform during a sales call. This could be why each manager had different records of Marsh’s performance written down in the reports. When Marsh started working with Ted Franklin, it made a negative impact on his attitude towards his career.