We have a difficulty in defining information because it differs from one person to another and what this person consider as good information . As for information technology it is the technology of processing, planning, designing..etc using software and computer systems. Question # 2: Tangible costs of Information systems: Costs of new equipment, cost of installing equipment and machines, training costs, maintenance costs and new personnel and staff costs. Intagible costs of Information systems: Losses due to low productivity , waste of time needed to train existing employees, low morale of staff, no satisfaction of employees when seeing the end result of their work, upsetting customers from system change. Tangible measures of the Value of information system: Better quality of work, more automation so less wastes, accurate work, no human
This made it difficult for goals to be met, if at all, thereby creating tension and turnover in the smaller stores. In addition, if goals were met only the directors and assistants were rewarded. Tricia soon discovered that cleaning up and organizing the store as well as rewarding the employees for their efforts was turning the
This will cause a lack of consistency in teaching from the management side and discipline of the employee in balancing both clients and management. Every district manager might not have the same goals for each salesman. District managers may have different expectations on how the salesman should perform during a sales call. This could be why each manager had different records of Marsh’s performance written down in the reports. When Marsh started working with Ted Franklin, it made a negative impact on his attitude towards his career.
Carl demonstrated meager planning, implementation, and unwieldiness to follow-through with his assigned duties. It appears that Carl Robins is not qualified or trained properly to do his job successfully. This issue may have been averted by establishing a systematic leadership and mentoring plan by ABC, Inc. to train and advise their new employees. Several issues stand out immediately. New employees did not have the required forms completed and their transcripts were not on file.
The project manager is responsible for acting when the flows of information or sequential activities are not being finished on time. This partnership failed mainly because of the lack of leadership, when Karin didn't act as the mediator for the stakeholders that had conflicting issues, and also the delayed response for this problem. 2. If you were Karin, what would you do to get this project back on
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 was a lot of difference between Turner’s expectations (rather assumptions) from MLI and what actually happened after joining MLI, which was the result of Turner’s unconscious decision of taking job. Secondly, Turner didn’t get time to get familiar with new people, working conditions and responsibilities and also he didn’t get what was promised to him at the time of interview like complete autonomy, freedom to take decisions. And turner couldn’t cope up with this situation. Third and most important factor which has made Turner’s situation even worse is his relationship with higher management and peer group, particularly with Mr. Cardullo. Turner and Mr. Cardullo are two different personalities, as Turner wants to work as a team and according to Mr. Cardullo everybody should be capable to handle his department without any others help.
This system caused a large amount of employees to become clustered together on the ranking scale, and showed very little differentiation. It was very hard for the company to establish which employees were their better performers. While ranking may seem to provide an objective means of evaluating (since it can be used to assign numbers to people), the rankings themselves are only as good as the criteria used for ranking. They can be extremely deceptive, making it appear that there is an objective valid evaluation process going on when, in fact, there isn't (Bascal 2015). This ranking system also brought a certain amount of job dissatisfaction to employees.
This company is losing employees due to poor pay plans and new competition coming into the area. This stimulation gives a true work setting situation. The team sees the options and gathers information based on different variations. The group was able to use the extra help and information links provided to gain more knowledge of the company’s current concerns and issues. The main problem with the evaluation tools and techniques when encountering the company issues was hard to determine.
Unfortunately, his believe was not supported by the others in the office. On the same time, Suzanne Clammer who was the executive director and also head of the office agree between both sides of view. She explained that she prefer the traditional ways to operate her organization which brought reorganization to their customers; unfortunately office automation was inevitable due to today’s competitive worlds. 1.2 Issues in the case Based on the case study, we found that a few issues occurred in the organisation. The first issue is conflict among the employees due to the organisation change.