The first three quarters for the team was a financial loss based on the company’s inability to generate revenue through sale of its computers. In the second quarter the team developed two brands of computers that were not recommended for sale. The company’s poor internal operating directives gave way to the development of two brands of computers that the market was unwilling to accept, combined with a weak market image and weak distribution network. It was very clear to the team that in order to turn the company into a profitable entity the team needed to evaluate the company’s resources and by so doing conducted an extensive internal analysis. The team looked at the company’s tangible and intangible resources.
Businesses require a tool to measure the execution of objectives. As far as the goals of objectives they are supposed to align with a stated vision and mission. Effective objectives ensure that daily activities align with the big picture or if there will be a need to adjust redirect focus. A balanced scorecard is a tool, generated by Robert S. Kaplan and David P. Norton. Authors Pearce and Robinson (2009) suggest, a balanced scorecard “Is a set of measures that are directly linked to the company’s strategy,” “Directs a company to link its own long-term strategy with tangible goals and actions,” and “Provides a framework to translate a strategy into operational terms” (p. 202).
The recession hit close to home for the Tories, effecting the middle class not just the working class of the industrial north. Businesses were also drastically affected, with high investment rates no one was investing resulting in 48,000
Enron will be an example of a dysfunctional company for many years to come. It was clearly a company riddled with fraud and excess and its conduct drove it into bankruptcy. The text argues that individual behavior was not at the core of Enron’s problems. What were the problems with this corporation from an organizational architecture point of view? The problem of this company was to leave low-level employees make decisions with little knowledge they needed more trained staff.
14. Which of the following best describes a dynamic organization? A. Creating organizations that continually focus on the internal processes to achieve goals B. Building an organization by grouping jobs into work units and allocating resources C. Identifying business functions and mobilizing leaders D. Being flexible and responsive towards customer needs and the competitive environment Correct!
It also true that effective strategy deployment is dependent upon, and tends to shape, organizational structure because the organizational structure must be aligned with and support the accomplishment of strategic initiatives. Thus organizational design is an important strategic decision. Traditional organization tends to develop structures that help them to maintain stability. They tend to be highly structured, both in terms of rules and regulations, as well as the height of the 'corporate ladder'', sometime with seven or more layers of managers between the CEO and the first-line worker. Organizations in the rapidly changing environments characteristic of modern organization have to build flexibility into their organization structure.
Manufacturing was nearly at a standstill, many people were starving, and countless citizens couldn’t even summon up the basic necessities, let alone the equipment and surplus for a war-time economy. It was a difficult time for American society as a whole, and was not the fitting time for them to get involved with foreign affairs. Even though the United States was weakened by the Great Depression, the malicious attack of the Japanese was enough to conjure up enough motivation to set in place an encouraging stance in the American economy. While it was a disaster, the Pearl Harbor damage led to an increase in industrial production, and helped stabilize areas of the American economy. The Pearl Harbor devastation will, hopefully, never be forgotten in American history, as it was an important time for the United States to overcome harm and unite as a country.
Chapter2 - GOVERNANCE FAILURE AT ENRON 1. Enron share price continued to rise dramatically throughout the 1990s but eventually, because of major accounting fraud and questionable ethics of business as well as the executives looting the firm, it resulted to bankruptcy of the firm. The Enron business failed most in internal forces because they are directly responsible in determining both the strategic direction and execution of the company. Enron's collapsed mainly due to massive incompetence of the management. It also affects the externally because of the deceit corporate governance culture practices, it also fails as an outcome.
As a result, IT department was no longer in sync with the overall objectives of the organization. It was poorly run by the management team due to lack of good business practices and no clear direction from the higher management. Jack Carlisle was brought in as a CIO to revamp the IT organization and bring in changes to make IT department cater to the growing needs of the organization. Carlisle made improvements within the IT department and did a great job in realigning IT with the overall business strategy of the organization. His personality and management style generated some friction with other leaders in the organization due to the pace with which changes were implemented in the company.
Jaime Dimon and Bank One A Bank One had suffered from very serious problems. These problems included “a number of mergers had not been fully integrated, and political infighting was rampant throughout the company”, “overhead spending was not under control” – meaning the efficiency ratio was low, the moral among employees was low and there were a division between all of them due to past mergers failed to integrate, weak loan quality, First USA – Bank One’s credit card unit – had lost millions of customers due to increasingly dissatisfaction with poor customer service and relatively high interest rates’ and finally, the IT and accounting systems needs huge short-term investments to make improvements, in order to upgrade service levels, manage customer profitability, and improve management accountability. The cultural gap division between the legacy Banc One and the legacy First Chicago NBD employees, the most lethal problem to Bank One, had hindered its chance to make changes in the past to adapt to the new market situations, since the board and the commercial banking divisions did not work as a whole to obtain common goals, hence losing market shares to the competitors. The second big problem was poor documentation across all retail lines, made it difficult to get an accurate picture of the risk profile of the consumer loan portfolio, hence led to handling out bad loans and credits as a result, and made loss of millions of dollars. First USA was the second-largest credit card issuer, yet it had so many flaws, such as low customer satisfaction, payment-processing problems, a shortening of late-fee grace period for some customers, and a very competitive low-interest/zero percent solicitation.