Carmetrice White BA590 – Organizational Behavior Assignment 4 July 29, 2014 Case Study: Brussels and Bradshaw Organizational behaviors set the tone for how various businesses are ran. The behaviors can determine the motivation, stress level, and performance outcome of its employees. When evaluating the Brussels and Bradshaw case study there was some key organizational behavior issues evident in this case. There was no control in the firm when it came to the treatment its employees or was there any control in the work environment structure. The company had Kelly Richards in place as a human resources employee, yet she did not have the proper preparation to perform the task of a human resource employee.
Everyone was responsible for internal process, but no one really focused on the external market and there was also very little focus of human resources. The problem with this approach was that C&C did not evaluate total output and the organization’s relationship with the external environment. In addition, evaluations of internal health and functioning are subjective. The things that C&C management focused n were operational procedures and ensuring that everyone follows these procedures. This is illustrated by the teams that went into the stores to inspect operating standards and cleanliness and to look for indicators of how to make the organization more effective, rather than to help coordinate operations.
Kudler Fine Foods Problem Statement F Lewis University of Phoenix Kudler Fine Foods Problem Statement Establishing a small business requires dedication, commitment, and know-how. Once a business opportunity is determined, one must work to create a business plan, find investors, start-up money, and location, to name a few. Although countless hours are put in prior to starting a business, the true essence of work required is not fully understood until the business is open. Kathy, owner and operator of Kudler Fine Foods did just that. She sought an opportunity to opening her very own gourmet food store (University of Phoenix, 2009).
Sandwich Blitz Inc. Control System Implementation Previously having an employee handbook, Lei has not had any issues regarding control until now. The biggest problem about this is that now an entirely new handbook must be drafted to combat the consequences of not previously thinking ahead about issues that may occur for the growing company. The employee handbook that is currently in effect was created when Dalman and Lei only operated one store and they certainly were not worried about employees reporting hours they did not work because this would have been caught immediately. This would certainly be a control issue, and now the only way to resolve it is by using the four step control process. Lei must go through each step and make sure that she appropriately addresses the problem.
The first risk, assessed during the project manager interview, is that the current tags and handheld scanners currently used in the OFFIS system will not work for refrigerated and frozen foods. The appropriate hardware and software is not ready and available for refrigerated fresh foods, frozen foods, non-perishable foods, and for packaging sizes and shapes. A new inventory system needs to be created to work with the existing software and hardware of RFC. The second risk was also made aware of during the interview with the project manager. This risk entails that the Crisp Project’s assigned leader is not experienced for their current managerial position.
I started going through the financial portion, and realized that I didn’t have the experience or mindset that is required to become a nursing leader. While this doesn’t mean that I cannot learn these skills, I plan on starting to learn them now, and to change my mindset to begging thinking more like a nurse manager in terms of financial elements. I have not thought of things before like recruiting except for the fact that we always need more nurses and we are short staffed. A nursing leader must think in terms of recruitment and retaining nurses at the same time. I know very little when it comes to economic planning or health care costs and accounting for money As well, I realized how little I know about department based budgeting, and budgeting for a ward or section in general.
Brandon group old systems are considered to be potentially problematic, one of the limitations of OMD does not support relational database, as such ad hoc query and reporting was difficult. OMD is no long meeting the needs of the organization. Bandon’s objective now to build on the core functions of the OMD system and enhance it with enterprise wide supplemental technology that bridges the gap between the current capabilities and the company’s future needs. Bandon Group, Inc., is in the process of looking the possibility of integrating an ERP system to replace the old legacy OMD currently in place in all its’ locations. There are no questions as to if Brandon Group should pursue an ERP and CRM solutions in order to meet the company goals and its needs.
Mrs. Fields’ Cookies Case Analysis Critical Issues In Mrs. Fields case the critical issues are: 1) ISS Triangle The principle of the ISS Triangle was not applied. The IT- part was too dominant and there was no balance and no holistic approach in using business, organizational and IT strategic elements. The Fields didn’t consider the impact of the interaction between the 3 elements of the ISS Triangle. 2) Moral disengagement Due to the paternalism of the system the program dictated the managers what is to do. This leaded to a displacement and diffusion of responsibility.
The application of the change management initiative lacked direction from the new leadership and input from its employees. Without clear
The main cause of the failure of Albanese’s approach was lack of creating a proper implementation plan. Although she diagnosed the problem and obtained an approval of change policy, she had not discussed it with regional executives and other company departments. There was not enough data to start a plan or solve the problem. She