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.
Micromanagement like this puts employees in a threatened state and unable to perform their best. Additionally, while the reward system may have appeared functional, it ultimately was very poorly designed. Employees felt incentivized to simply “impress” their superiors, which did not necessarily correlate with actual performance. Further, the assessment cloaked evaluations as a part of career development counseling, creating a conflict of interest for the auditor collecting performance information from the employees. Finally, the evaluation system failed to require managers to provide feedback to their reports, inhibiting an environment of learning or growth.
PCA offered no public statements about its product recall until January 13, 2009, months after salmonellosis cases had been found to be a result of their company’s practices. Their unprofessional practices continued to lead to a large-scale organizational communication failure as the public rose to confusion by not having any information. Hallman and Cuite (2010) stated, “Confusion can arise when consumers have too little information about contaminated products”. They explained that if consumers “cannot successfully distinguish affected from unaffected products, they are likely to either under-react by assuming that they do not own any of the recalled products or over-react by discarding or avoiding the purchase of anything that resembles it”. PCA’s lacks of adequate responsibility for their wrong doings lead to ethical dilemmas and communication failure.
Chrstopherson, (2007) proclaims the company failed at its attempt to place stores in Germany because Wal-Mart failed to adapt to the strategies and regulations of the German government. The United States business plan the company was using in other locations was not congruent with the laws, regulations, and society of Germany (Christopherson, 2007). Organizations such as Wal-Mart have to be mindful of the many hardships imposed by the political and legal systems of government in countries abroad suggest Daniels, Radenbaugh, & Sullivan, (2011). It is believed that most overseas countries do not ascertain the same political, economic, and cultural beliefs as Americans (Daniels, Radenbaugh, & Sullivan, 2011) and for this Wal-Mart would face similar problems when trying to start markets in both China and South Korea. While diversity is built in the Wal-Mart culture of business the locals of South Korea did not agree with the taste or style of western merchandise proclaims David Schwartz, Chief Executive Officer of Productive Environment Inc., (2004).
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.
1. Identify and discuss the key factors that led to the breakdown of industrial relations at HMSI. Although HMSI have good HR policies taking place, management failed to implement such HR polices creating a breakdown of industrial relations at HMSI. There were several incidents, according to the case study, that created a gap between workers and management such as the gift that employees rejected and was later directly transferred to their bank accounts. Management’s implementation of the movement sheet and strict leave policy, denying leaves even for some serious and emergency situation, as well favoritism and constant threat of termination when requesting shift changes contributed to the collapse of industrial relations.
2) Lack of clear or established boundaries in authority, responsibility and accountability in the role of General Manager from executive management down to Erik. Erik is making decisions, such as salary for new employees and tackling potential zoning problems, that are then questioned (or ignored) by headquarters, calling into question Erik's authority and undermining the success of the operation. 2. What are the underlying causes of these problems? 1) It is apparent from the lack of receiving critical information that frontline construction workers / managers are either not aware of (or buy into) the aggressive timeframe for completing the towers.
It had only 128 kB of memory and no expansion slots. The crazy idea that Steve Jobs came up with was that the design was more important than functionality. Steve Jobs once said, “All the horsepower in the world is useless if you can’t figure out how to use it- and look good doing it” (Isaacson 40-41). The former CEO of Pepsi, John Scully, was recruited to Apple. Eventually, he got frustrated with Jobs’s management with the Macintosh division because of the sluggish sales.
Case Study: Zing PC 1. What are the Major Problems facing ZingPC? * Losing the market share Zing PC is losing its market share because of Push strategy failing to comply specific customer needs. * Dysfunctional Logistics Dysfunctional Logistics occurs because there is no 3PL (third party Logistics Contractor) for inventory / supply and order deliveries to the customer, hence overloading company resources / expertise. * Lack of inventory Management Lack of inventory management and standardized parts not being used in manufacturing, due to unrelated inventory procurement of Zing PC.
In the 70ties Nestle has faced the law suit. The cause of the controversy was that the Nestle Infant formula was partially the reason of the death of 3rd World kids. Its partial involvement was due to the fact that Nestle marketing strategy wasn’t adjusted to the specifics of 3rd World, they treated new markets as the local one. The aspects of country economical and development level as well as the environment, culture and social living aspects weren’t taken into consideration while entering the market. However, the situation had place in the 70ties during different marketing era which was concerned mostly about product not social responsibility