At the time of the article, there was one lead archaeologist and two assistants throughout the entire SHPD. That means three people have been doing the work of seven. Chinen “has an answer for every criticism…[some employees] could not handle the stress of dealing with such a thankless job” (66). Chinen insisted her policy changes, from time card accountability to report review quotas, have helped the division more than hurt but her former employees do not see it that way. One former branch chief eluded to manipulative management techniques such as “setting up a meeting and not give any idea on what it’s about” (68).
Kevin: Foster’s production manager produced a log detailing seven memos and letters outlining the impact of our production and scheduling changes on their operation. He also called us several times with no response. Each of these inquiries received little attention on the part of materials group. I’m not sure how fond Foster is of us as a customer. I think they are anxious for this contract to wind down so they can dump us!
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.
Collins (2001) assesses that the “vast majority of companies never become great because the vast majority become quite good, and that is their main problem” (p. 3). The goal of the research team is to figure out why some companies proceed to achieve greatness and others just remain good. This undertaking meant taking 1,435 Fortune 500 companies where only those that incur a transition from good companies to great companies. From this pool of companies only 11 companies met the strict criterion that entails a company of experiencing greatness. Philosophical Assumptions The book evaluates several philosophical assumptions of what it takes to transform a company from good to great.
Due to the company’s weak controls, the accountants did not take the time to review each invoice or study the signatures that were most definitely forged in an unmistakable font immediately recognizable to the person who had been forged. According to the 2010 Global Survey, 42.1 percent of perpetrators were employees, accounting for most of the perpetrators of that year. It was a close first to the upper management who held second at 41 percent. They state that more than 80 percent of frauds are committed by individuals in six departments including accounting, operations, sales, upper management, customer service and purchasing. Miano was involved with the operation of the project therefore enabling him to the opportunity of such easy access to committing the actual crime (ACFE,
Annual revenue for the company has averaged 1.5 million dollars in the past three years. The Bead Bar paper system currently has proven to be unreliable and not of productivity to the company overall as it produces numerous human error. The usage of this system has caused problems including lost orders, incorrect invoicing, and delays of delivery to customers. The system that is currently in place has a zero communication level between Bead Bar locations around the U.S. The usage of new technology will reduce unneeded data transfers, as well as order errors.
Issues and Problems Ricardo Mackey HUM / 114 June 3, 2013 Tom Marler Issues and Problems This particular situation is an issue and not a problem because after repeated attempts to resolve this situation with different approaches there appears to be no solution for this issue. The issue is how to get customers to pay their invoices on time when they are due without having to have repeated discussions with their accounting departments. This spreads from time to time to most of the customers in our database. Most of the companies we have been doing business with for well over 13 years and have very good work relationships. Sometimes this issue puts a strain on the work relationship because to continue to do work for a customer who has not paid what they already owe is almost giving them permission to continue to not pay on time.
2003). However, Nordstrom has been demonstrating particular poor effort in that area, as evident through the numbers on “gurufocus.com” and looking at their financial statements on Google, showing every year to have a total of zero dollars spent in the research and development areas (Nordstrom, Inc., 2015) This could create difficulties in the long run with the modern world becoming so technologically advanced and generating new inventions every year, that there is no room to make such financing mistakes in order to stay competitive. Nordstrom does not seem to manage the high risk that could result from them already having the reputation of not being a highly technological company, with this being written in the article: "They have the gold standard of service, but that has come with higher costs, outdated inventory management and point-of-sale systems”. This was written in the article 'Nordstrom Loses its Luster,' Forbes, on January 05, 2001 (Nordstrom's Perpetual Inventory System, 2004). The company’s imagine could really be hurt in later years if they do not start thinking of ways to improve their R & D to make sure they still stay competitive in the long
Observation Having spent the last 8 years of my career progressing through the ranks in technical position, I was asked to move into Project lead position. This looked unattainable especially when you consider that not many organisations consider giving trainings to bring out the managerial talents of their technical staff. Within a short period of 1 month, the results were evident. One such event is where the team dissented when I tried to enforce daily status reports. I started realizing that the communication between my team has become limited and strained.
The following are three of the most widely believed misconceptions that have floated around government agencies and non-profit organizations for year: * PSA’s get relegated to junk time when no one is watching or listening. * PSA’s are expensive, and there’s no way to evaluate their impact. * PSA’s are only suited for creating general awareness and they don’t motivate the public to take action. The reality is, Goodwill Communications analyzed data resulting from over 20 radio and television PSA campaigns which the firm evaluated for clients I the past two years and found major discrepancies in the above