Unit 5 Assignment 1: Intercultural Conflict Analysis What I believe the sources of conflict are poor communication, differing values, differing interests, scarce resources, personality clashes, and poor performance. These can ultimately lead to a lot of things depending on the setting. In a work environment, it can lead to someone losing their job. Between individuals, it can lead to a fight or loss of a relationship. If nations are involved, it can lead to imminent war.
During the course of the bidding process, it became evident that Mr. Larsen had an ulterior motive for selecting Mr. Allison. Mr. Larsen was accustomed to making unethical business decisions and wanted to select someone who could be easily managed and persuaded. This analysis identifies and discusses the technical, ethical, legal, contractual and project management issues Gary Allison faced as Project Manager of the Orion Shield Project. Mr. Allison’s inexperience became evident when he spent the majority of his time doing research rather than properly managing his resources. Cost overruns and delays with project milestones were the direct result of Mr. Larsen and Gary Allison’s inability to effectively manage the project.
The subsidiaries had problems whit adapting the new program, because they could not understand it. That is why they decided to use their old and new accounting program parallel with each other. This was very laborious for the subsidiaries, and took a lot of time, reducing the efficiency. When the company continued to expand internationally, bigger problems arose. The management of the different subsidiaries were organised geographically, so big decisions where usually taken on a country to country basis.
It’s the process by which solicited bids are divulged as leverage with contractors to lower their prices. This is seen more often in specialty and trade contractors. Bid shopping may lead to a breakdown in trust and collaboration and is likely to cause a more contentious atmosphere between owners, contractors, and subcontractors. No payment issues have become a fast growing problem. The economic downturn hit the construction industry hard.
We have found ourselves at times to be guilty of the negatives that come with functional organization. We’ve spent so much time focusing on our particular function, that it’s harder for us to understand the goals of our co-worker’s functions, and would just write them off as not being a qualified employee because they don’t understand our particular function at work. This can help us take a step back and further analyze our organization’s structure and what we can do differently to help understand it better and contribute better to the organization’s overall
Because the company must produce all financial information to the SEC many businesses find it to be very stressful and time consuming which takes time and money away from a company that is thriving like Kudler Fine Foods. Legal liability is important when conducting an IPO and those offering the shares can be personally sued. The expenses continue after the company goes public with the SEC reporting requirements. Kathy Kudler will not only lose control of some of the decision making for Kudler Fine Foods with an IPO, but she will also lose some of the profits, as a portion will go to the
Gary struggles to balance his administrative and technical roles, not keeping track of everything going on in all aspects of the project due to insufficient planning, and also lack of communication. Solutions are provided for three of the issues, unethical behavior promoted by Henry Larsen, communication and planning/organization. Gary Allison is also given a critique on his job as the project manager. Introduction In project management, many challenges can occur during a project. It is up to the project manager to make sure all processes and knowledge areas are covered and organized.
The new organization forced country managers to be concerned with diversity of other countries' tastes and needs in developing and marketing of new products. This was a distinct contrast to the previous culture. Coping with this diversity across countries to create a Pan European brand was difficult. Internal frustrations at Unilever created barriers of communication as country managers were frustrated by their loss of autonomy and an increased burden of international coordination of strategies. A global approach to a new product kept development and country managers from focusing on consumer variances in consumption habits.
Managing people is always difficult. Especially since there are so many different personalities out there making supervising trickier. It is still up to the supervisor or manager to motivate each one, even with the diverse personality’s issue. The style of leadership used in an operation depends on that type of trade and business in that operation. Each style of leadership has certain guidelines and a set of possible pros and cons.
Resourcing multi-agency work in terms of funding, staffing and time is central to success; inadequate funding with time constraints and high turnover of staff has been reported to threaten success in the UK (Atkinson et al 2007). Challenges identified with multi-agency working are generally a result of the complexities with practitioners engaging in collaborative ventures Challenges may include a lack of clarity with the understanding of roles and responsibilities of practitioners and those of the wider childcare workforce. Different agencies have different professional language and jargon with protocols to follow which could lead to interagency mistrust