Workers had virtually no bargaining power with their employers and were extremely vulnerable to economic downturns, which left them unemployed at a moment’s notice. Similarly they were forced to accept the dangerous working conditions, long hours, and often low pay offered by large enterprises (Porter, 1973) Porter, Glenn. The Rise of Big Business, 1860-1910. New York: Crowell, 1973. Nations of Nations, pp 544, 545.
In the era following the Civil War, Industrialization had many leaders. These leaders achieved the great growth of the economy and industry of the United Sates, leading the United States to become the leading industrial power in the world. Many historians question how honest these men were with their actions, we critique them because of the way they distributed their fortunes. It is true; many of these industrial leaders did cause harm socially, creating barriers and many competitions nationwide. They are called “industrial statesmen” for the great economic power they helped America become.
1) The main problems in Wichita pant are below: 1. The bad relationship between the engineers and operation workers due to the history reason; 2. The fixed costs were high, and margins were limited; 3. The improvement programs were always abandoned after a short time. The causes are below: Strategic: 1.
This case describes problems with constructing cellular towers which would cause dysfunction of the company and inability to meet the turn-on deadline. Erik Peterson was not that effective in managing and leading his team which is shown by negative relations among team members and miscommunication was present between him and the rest of the team. There was no mutual trust and there was a lack of motivation among team members. One thing that slowed Erik down was his lack of experience in the cellular industry. Without the knowledge about how specific industry works, it is very hard to manage and lead the team to progress and be successful.
There are not enough regulations and monitoring system for the daily accounting activities. For instance, management and auditors spend very little time reviewing the insignificance of petty cash account. So the five elements of internal control is not work well in this company. The control environment was not effective; there was no effective risk management, which helped the company to realize its objectives; control activities and monitoring are lack. Moreover, the CEO is ultimately responsible for the internal control who assumes primary responsibility for the system of internal control.
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.
THE FARM BANK CASE ANALYSIS FORM Problems Macro 1. The company was not ready for the Organizational Change 2. Mr. Hassler and the others were unfamiliar with and unprepared for the Management Information Systems Micro 1. The MIS was not conducted properly. All of the employees were not included, surveys were not conducted properly 2.
The housing market also plummeted leading to negative equity, which the majority of the working class could not afford resulting in the repossession of their houses combined with the drastic increase in unemployment Britain was in a mess. However Major did have some success, he abolished poll tax, which was very popular among the public, he increased spending on the NHS and introduced transport subsides to keep travel fares low.
Question 1) • Fortis has been facing strong competition: Since 2002, Fortis has been losing nearly 2% per year of the steel strapping market (in 2002 50% and 2008 40%). • Furthermore Fortis is confronted with significant erosion of prices: Other competitors initiated price war and Fortis refused to continuously cut its price. This also led to the fact that Fortis loosed market share to its competitors. • These effects are coupled with the overall declining health of the industrial economy and the fact that Fortis as well as its competitors are closely tied to this. (Overall decline of market / demand) and the increasing price sensitive of customers.
* Lack of inventory Management Lack of inventory management and standardized parts not being used in manufacturing, due to unrelated inventory procurement of Zing PC. * Ineffective collaboration with the suppliers No or little communication with key suppliers, hence effecting quality and quantity of shipments. * Poor Internal communication Lack of internal communication causing disruption of business processes / operations. * Manufacturing bottlenecks Lack of inventory management / loss of inventory causing manufacturing delays, hence creating bottlenecks / in efficiencies. * Assembly Lines Faults Poor design of assembly floor line is causing manufacturing delays as inter related task are done separately.