Client satisfaction and retention could suffer due to longer wait times and lack of company responsiveness due to a decreased work staff if the telecommuters aren’t available. Because this risk is such a lynchpin to the project’s success, the probability of occurrence is very low. The initial action is to have weekly status meetings, with additional meetings scheduled as needed to monitor and bring additional resources to the table if remaining target dates and milestones aren’t going to be hit. This will also be the plan to mitigate the risk
The IT team had the business team so confused during the meeting that they eventually just tuned out and IT never actually got to talking about how the new technology could be used for marketing and why it was a good idea. The next issue is the lack of integration between IT and business. Not only do they have problems communicating the points they are trying to get across in language that can be easily understood, but the business end feels as though IT does not know how to meet their goals. A good example of this is on page 76 where it is discussed that “IT people don’t even know some of our basic business functions” and “We don’t feel IT is contributing to creating new business value for Hefty.” Lastly it seems as though there is bad time management and planning on the IT end. I cannot be too harsh on this considering that many projects do not go as planned, on schedule or on budget but this did raise a red flag in the mini case.
The lack of working space was such a constraint that it controlled the work process. As Dowling Flexible Metals became more diversified, the need for expansion lead to the construction of a small factory which also required a larger workforce. The firm now employs Student 2 thirty full time journeymen and apprentice mechanics, a staff of four engineers and a full time office secretary subordinate to Eve Sullivan, the Office Manager. The rapid growth has created problems that have not yet been fixed. Bill states that although he has a lot of talent and experience in his staff,
The case also demonstrates how you can use organizational data to determine what the best methods for recruiting are. Finally, you will have an opportunity to develop various forms of recruiting messages that will encourage individuals to apply for jobs as sales associates at Tanglewood. Primary Concerns Regarding Recruiting Like any retail organization, there is a constant need for new employees at Tanglewood because of turnover. In a typical year, approximately 50% of the sales associates will turnover. The process of recruiting is therefore of great concern for managers in the field.
Moreover, many executives worried that the greater transparency introduced into the organization came at great cost considering fiving up the family orientation. There was also concern about how to achieve correctly staffed company beyond the voluntary retirement option since the company is overstaffed. Others were also concern that these systems did not go far enough as Taj’s strong ties with its workforce. People who are retired, had resigned to other companies even who had been asked to leave were included in the newly renovated Taj Mumbai lobby party since the
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.
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.
The business school was always trying to find ways to increase enrollment in the EMBA. Considering that Washington University is a fairly large university it struck Prof Kouvelis as odd that there wasn’t a greater interest in the EMBA program from within the WU community, especially the faculty. In a nutshell, the problem that kept Prof Kouvelis puzzled was- how could Olin Business School increase interest and more importantly enrollment in the EMBA program by the faculty members across various schools at Washington University? It was in this context that when one of the teams in class 34 in the EMBA program approached him for guidance for a project idea for their Innovation project that the Professor considered it a reasonable opportunity and asked Team e-cubed to try to come with an answer for his problem. The ACE Framework Assess: Team e-cubed started with an internal exercise to understand the context of the problem.
Initially the gesture was appreciated by the employees who viewed the new plant manager as a sign of change within the company. However, about 5% of employees began taking advantage of the new gesture by taking extended time away from work consequently affecting productivity. There is also frustration by supervisors must now monitor employee work time in addition to their previous workload. Cause of Problems Although the new plant manager’s intentions were legitimate, the gesture of the clock removal was initiated without sufficient investigation into the problem. This was not the first time that clocks had been removed with similar consequences.
These two were hired due to Simpson’s observation that none of the present supervisors have the training and insight to take on company problems. With the hiring of the two the company they started to suggest ideas that would improve on the company’s performance but after a certain period they began to take things fast which did not sit well on the knowledge of the senior supervisors. The ideas would be better if Rider and Green consulted with the supervisors, they were with the company for a longer time and their knowledge and experience should be involved along with the new ideas Rider and Green