All personnel must be properly trained according to the duties that they are expected to perform and must only perform duties that are within their area of responsibility. 2. At what points does this supply department exhibits weak control over (a) materials and (b) overall supply management performance? Answer: As the supply manager, I see several inefficiencies that are costing the company time and money. (a)The supply department exhibits weak control over materials at the point where receipt report is not ALWAYS created, and when the expediter picks up the goods directly from the supplier and delivers them tpo the plant there is no paper trail to show that the goods were received.
Nike was providing jobs to people in areas that was not easy to provide for their families but Nike made some mistakes. “The majority of challenges Nike had to overcome involved ethical issues and debates. Even though Nike was providing jobs to those who may not otherwise have one, it was paying “a mere $1.60 a day to Vietnam factory workers when the living wage is at least $3 a day” (Hill, 2009). Nike could have avoided this challenge by paying each employee worker the living wage of the country he or she lives in to purchase necessary items”. (Phoenix Business, 2014).
The subordinates are obliged to obey the superior’s orders. However the corporate values of Pharmaz headquarter differs as it practices empowerment whereby employees can executive certain decisions independently with less orders given. However in the Indian context, employees feels that empowerment are of too much expectations of them and feels that it is an indication of their work not being important, thus would not get the work done. Neils, an expatriate, who took up the finance director position in India, had different
5. The confidentiality agreement did limit the scope of the audit performed on ZZZZ Best. It is the job of the auditor to obtain sufficient and appropriate evidence. When Ernst & Whinney were not allowed to follow-up with anyone involved in the restoration process that limited their ability to gather evidence. The company should have been able to follow up with all venders and customers to attest to the validity of the financial statements and they were not able to do this and not able to gather the “appropriate and sufficient evidence” needed.
This is because the company will need highly skilled workers to maximise production without a large range to choose from. If there are not enough highly skilled workers it can again lead to a lack of productivity and the company may not be able to reach their long term objectives which will require a highly skilled workforce. By constantly monitoring the workforce plan and updating it the company has a better knowledge of what type of employees they need, this can be key due to the lack of skilled professionals because they will not spend money on highly employees who they do not need. One major internal influence is the fact that Cameco work in
The local government will influence the opening of the store as if the government does not agree with letting the shop open, it will not succeed. Also if the business is causing litter problems and there have been complaints off it from customers then they could tell them about it however they would not have the power to shut the business down or affect profit maximisation therefore it won’t influence the business a great amount. The national government will only influence the business by setting standard, in which the company must for-fill, such as, hygiene, health and safety, quality of food, etc.. and if the business does not reach these standards the store could be closed. In some ways this could affect the profit maximisation of the business as training would need to be required to the staff for health and safety, although this would not affect it too much. If the company wanted to keep the customers satisfied they would exceed these standards anyway therefore the government is not a great
The company was unable to maintain and manage the bonus incentive plan that they had in place before the crisis. The employees started to complain about the company’s policies and its situation also by underperforming, which in turn leads to low productivity. The manager Ron Bent had to figure out a way to address these problems, and come up with solutions so that the company can continue operating and supplying its clients. PROBLEM IDENTIFICATION Engstrom Auto Mirror Plant was facing the problem of not being able to keep their employees motivated in both good and bad times. The bonuses were perceived as being part of their regular paycheck, not rewards for high performance, which in long-term lead to de-motivation.
As a consequence many LDC nations rely on foreign health and economic aid putting them in a situation of unrepayable debt, so even less money can be spent on infrastructure and supporting the economy. As a consequence due to low levels of development FDI is more likely to look elsewhere where the economy and governments and stronger and more stable and where there are educated people. South Korea is not extremely religiously orientated, with half of all adults professing no religion. This could be seen as a reason for preventing development in other nations, as religion and tribalism segregate the nation and can lead to conflicts which damage the
The management lacks policies and visible support for quality standards. Although they have recently hired Hank Kolb to oversee their quality program, which is a good decision, the lack of support from senior management for quality is very apparent. It was evident in launching the Greasex line to gain market share without testing the processes involved in making the product as well as ensuring safety requirements are achieved. They saw quality as only a secondary added value. The personnel department is the first department to be interviewed.
Any objectives agreed upon by a management coalition would inevitably be highly ambiguous goals, enfeebling the ability of a top manager or entrepreneur to truly control the direction of the firm. Cyert and March argued that while ‘individuals have goals; collectivities of people do not’ (1992, p.30), and thus the firm could not have well-defined objectives. Premised on this weak (or the absence of) leadership, The Behavioral Theory posits that the firm’s strategies and learning processes are short-term in focus with adaptations induced by crises. Management is unable to reconfigure internal resources because of the immutability of standard operating procedures and the ambiguity of coalition goals. In his discussion of firm strategy, Oliver Williamson notes that in Cyert and March ‘the firm resembles a fire department more than a strategic actor’ (1999, p. 14).