This leaded to a displacement and diffusion of responsibility. When the system is in charge for decisions, moral disengagement of the employees appears. 3) Loss of autonomy Do to the fact, that everything was guided and recommended by the IT System, there was no space for personal reasoning and finally nobody felt responsible. 4) Change of business strategy Through the acquisition of the LPB business the original “Feel-Good-Strategy” of Mrs. Field´s cookies was gone. Further not to franchise the original cookie business and to diversify the business concept was not beneficial and leaded to high depths of the company.
The inspector had used only a sample of testing to find the eight rejected cases but had no way of tracking where they had gone shows a lack of in-process controls and a lack of product tractability. Last, the fact that Hank was sent down to this plant with out any real visible support and was viewed as just another director without any more authority shows a lack of senior management support for a quality philosophy. In
Data Computer does not effectively plan for its human resources needs. There are no forecasts, and succession planning. The transfer policy of taking the best from each office appears to be detrimental; little attention is paid to matching transferees to where they will be satisfied. 3. In Seattle, no systematic hiring process was used.
According to him, Indonesian workers were paid so low that it hardly fulfilled their basic necessities. Nike didn’t response convincingly, what they want to do is just avoiding responsibility. For example, they try to defend themselves like “I don’t know that I need to know, we don’t make shoes”, it is none of my business. Initially Nike's response to all this was very unstable, the company took no responsibility of the poor working conditions in the factories. They continued to emphasize that they have nothing to do with the management of the contractors.
RESISTANCE TO CHANGE Problems at Perrier Introduction The environmental pressure to change for Perrier’ was associated its declining sales. The change management initiative began when Nestle’ acquired Perrier in 1992. Nestle’ on the other hand, was pressured make the change in Perrier’s organizational structure due to its acquisition and the pressure to maintain corporate reputation and the credibility with its stakeholders. The process to manage the change management initiative was not strategic. There were no specific persons involved in the change to either operate in the roles of navigator, coach, interpreter, caretaker or nurturer.
1) b. 2) c. 3) d. 3) Problem 2-20 a. Since Rossi and Montgomery, CPA never had a client go public before, it would probably be a challenge for them to perform all the audit work for a public company since there are more requirements of the company to file with the SEC. The firm needs to assess whether they have the proper staff and training to audit a public client. Also the CPA firm cannot perform any more consulting or accounting services for the audit client since it is not allowed under the PCAOB audit standards.
Andersen's remaining leadership disputed that the firm emphasized the selling of services over audit quality, replacing partners who were strong auditors but didn't generate enough revenue. By 1994, two-thirds of Andersen's revenue came from the consulting side. Coinciding with that shift, the influence of the firm's in-house ethics watchdog dimmed. Inside Andersen, the pragmatists carried the day. Partners throughout the sprawling Andersen Empire could see changes coming.
Thus, it should be clearly Bruce need to change the mission or strategy on their previous company. There is no possibility for Bruce using ‘clan control’, because it is not match with new measurement of organization and clan control strategy allow employees a high degree of operational latitude, relying on commonly-held goals and behavioral expectations to produce desired
There was no checks in place to manage the risk undertook. Lehman Brothers had the ample opportunities to clarified its fragile financial situation but it choose to lie and project an impression that Lehman Brothers was financially healthy to weather the looming financial crisis. They employed “Repo 105 A1”, for 2 consecutive quarters to manipulate its leverage, painting an inaccurate picture of a stable and financially healthy company to the various stakeholders. By the time the authorities and investors knew what was going on within Lehman Brothers, it was too late to salvage the situation. The biggest victim of the Lehman Brothers’ downfall was its investors.
However, the absence of any particular strategy with respect to target customers was a big flaw in their operating model. They created various versions of the same product selling them to different clients but with no sales strategy or long term planning. The first planned product that took shape after formation of Jive Software was “Clearspace” which intended to offer one stop solution to all blogs, wiki pages etc. but the development team of Jive missed the deadline for product development by 6 months and on top of that, they didn’t review their plans and completely ignored what the competitors were doing. Though Clearspace was successful initially but it soon lost its appeal due to numerous bugs into