A lack of process meant that there were no limits to authority and rules were not followed. An example would be the way remuneration policies were adopted and how senior executives approached the chair for discussion. Risk management was also the Achilles’ heel in HIH because they showed little analytical procedures when considering their investments eg. CareAmerica, Allianz, FAI. Opportunities HIH had the capability to expand its operations and diversify into related products and it also had several acquisitions that were horizontal integration resulting in greater market share.
Lack of a shared vision and lack of responsibility: Although as stated earlier, the vision statement had not significantly changed, the implementation of new ideas was never shared completely. Managers had a vague idea of what was happening corporate wide, but could not disseminate this information in a functional manner. Essentially there was little dialogue between upper management, mid level and staff. Management itself was divided into teams. They separately would try to communicate with staff, usually during lunch breaks.
we manage to do this well, also we had our group meeting in this meeting we discussed about how the work is going and who is going to handle the tasks on the events day, as the events was coming one of the group member didn’t turned up so this gave me and Tahir a little problem as things didn’t go as we planned it out but me and Tahir still were going as we planned it and give extra task such as finishing the proposal that was
Discussion is limited, usually to no more than one or two sentences. | While customer value capturing has been listed, the discussion remains patchy and lacks detail. No demonstration of how the selected company captures value is made. | A comprehensive discussion of the applicable concepts of customer value creation is undertaken accompanied by a detailed demonstration of how it is applied by the selected company. | | 0 | 1-2 | 3-4 | 5-6 | References and presentation | No effort visible in referencing.Hand-written piece of work; poorly presented with no cover-sheet.
The personnel issues will be discussed further on in this paper. To solve the practical problem of the officer area presenting an unkempt appearance, a simple weekly roster of duties that assigns specific responsibilities to the entire workforce. This roster needs to be fair, and the employees must understand that although the duties required are not outlined in their job descriptions, the duties are necessary, fairly distributed, and most importantly of all temporary. Reassurance of the affected employees will make this transition less painful and more effective. To keep this decision short, simple, and fair the consensus decision making tool will be employed.
The conversation started with a short briefing of what was going to be discussed for anyone who hasn’t been informed, after the briefing everyone had to mind map the budget and then put our idea across, whilst doing these the group leader realised their was some confident people were as the others were less confident in a new environment for this reason the group leader planned to discuss the rules at ‘The Warren’ which is underlined as no judging. Towards the end we had loads of ideas on how the budget could be used successfully. The conversation was very formal because it was a very important meeting for staff and attendees at ‘The Warren’. In relation to Tuckman’s theory, all of the basic foundations and stages are present. Which shows that Tuckman’s theory even in forced conversations still occur which shows that we must have learnt from the previous meeting how a conversation is to be held.
This would mean employees would not have titles and instead of reporting to a boss, they would report to each other by means of open communication regarding the commitments that each of them makes regarding their work. The position of Vice President and Manager would be eliminated. Instead of being accountable to and reporting to just one boss, all employees would be accountable to each other. Every employee will write a personal mission statement that outlines how they will contribute to BladeTech’s goal of providing valuable tech services to customers. It is this mission statement that becomes that becomes the boss and drives them to fulfill their mission.
Lack of leadership is evident from the role the president , Richard Fiero. He was persuaded into making the decision by the sales Vice President Ed Pryor. Richard Fiero went ahead and took the decision based on only one source of information – Sales. He did not consult the other important players – Production and Design and Development. This shows his sheer lack of leadership skills.
There was still a part that we managed to overlook which was cost to get the product to the customers. So when creating our prices we need to make sure we include cost into the factor. Next we reviewed the product life cycle and we also realized that we never thought about that before so we actually was able to learn a lot about it and all agreed that everything has a life cycle. However, with discussing the two 4p’s, we also discuss other topics we felt were interesting and comfortable to understand, this were the key concepts in the relationship between differentiation and positioning in a completive business world. We understood that businesses should continuously observe their goods and services to better assist customers.
Case Study: Managing Virtual Work Teams Part 1- Conflict Response: I would suggest Lauren using compromising approach to deal with the conflict situation she might face during the meeting with the virtual team. Although “Collaborating” seems to be a win-win solution to many conflict situations, it is not easy to accomplish in short time. I believed compromising approach has considerable practical appeal to Lauren in this case. First, there is time pressure in this case. Lauren is assigned manager of the project and she need to work the team effectively and efficiency for sure.