Koss Corporation Case Q1. From the Koss Corporation case, we can see that there are many aspects are not functioned properly in the accounting and internal control systems of Koss Corporation. First, the CEO’s supervision and regulation is weak, which means Michael has not fulfilled his responsibility of internal control. Sue initiate and authorize wire transfers of Koss Corp. funds to Sue’s personal creditors for over $16.3 million without requiring or obtaining Michael’s approval. And because Michael trusted Sue, Michael did not fully review the financials before approving them.
As this manner of knowledge management is not efficient and outdated it is suspected to be the main cause for loss of sales. Objective Our objective is to provide recommendations to improve the current knowledge management system by providing available options and suggestions. Current system Basic system in place for accounting functions, but no available procedures available for the collection and tracking of essential customer information. Desired Outcome For Dooright Enterprises to have an up to date knowledge management system in place, including updated software for accounting and point of sales and software for tracking important customer information. Action Required * Install new and up to date software to keep accounting functions efficient * Install software for keep track of customer information * Implement new procedures to knowledge management Gap Analysis Identified Gaps in system performance | Potential Solutions | Priority for action | No system in place for tracking customer info | Install best suited software | Needs to be implemented immediately for best results | Update accounting system | Review and install up to date software |
There was a lack of proper supply -chain command. Unlike earlier, when DynaCorp was smaller, the manufacturing and engineering teams worked in symphony and harmony with each other. Now due to offices being separated across geographies there is a lack of communication between these teams. Another aspect is that new ideas were not reflected anywhere. This is due to the many layers of the organization.
MEMO TO: Leon Lassiter FROM: Elbay Aliyev SUBJECT: Midsouth Chamber of Commerce (B): Cleaning Up an Information Systems Debacle One of the first mistakes on behalf of MSCC was the fact that nothing was learned from past mistakes and the company relied on DMA too much. Even though any company can go through financial difficulties, much larger organizations could have a big capability of handling such difficulties and provide long-term support of a product for their clients. Another major source of the problems within the MSCC has come from negligent decision making of Gramen. The company has made the decision to move on from UNITRAK once Gramen was hired to replace Kovecki. The reason why Gramen was not a good candidate for a position is that he was extremely familiar with HP system, whereas the currently operating systems have been running on IBM AS/400.
Case: The New Director of Human Resource 1. After investigation of Mount Ridge Engineering’s corporate human resource structure and plant operation procedures, in my opinion currently the relationships between human resource policies and actual plant operations are very weak. Although we can say that the human resource department has established a fairly complete set of procedures and policies, the actual implementation of the policies at plant level operations do not seem to be thorough enough, no employee implement those rules. Especially, the staffing function is very weak. There is no proper linkage between corporate HR structure and operations at the plant level.
Despite CanGo’s initial success, however, the organization is not without its fair share of concerns. The primary issue with CanGo is that it lacks a formal strategic business plan. The company has also failed to clearly define what its short-term goals and long-term goals are and how it plans to go about realizing those goals. The company also has problems with its current organizational structure. Although roles are clearly defined, CanGo often succumbs to a centralized form of decision-making, with Elizabeth Bennett micromanaging to such a degree that the decision-making process almost becomes paralyzed.
Other problems include the company having a lackadaisical business strategy, internal conflicts among upper management, an information technology department that has not been well run and is frequently criticized by peer executives, and a lack of integrated business objectives that do not align with information technology objectives, the inability to prioritize projects due to unclear business objectives. This has resulted in project failure, a bad company reputation, loss of market share, and stock price tumbling. Carlisle believes that IZL Corporation is salvageable, but needs to upper management to do this. In this paper, the problem, recommended and alternative solutions, as well as implementation strategies are discussed. Key Issues The key issues for Jack Carlisle, according to Robert Austin, are recorded in the informally published manuscript, Jack Carlisle, CIO.
* Both DFD’s in Petrie Electronics case in Figure 7-1 and Figure 7-2 are not balanced correctly. The figure 7-1 diagram misses the process of how the company maintains the promotions for the customer and the 7-2 diagram has way too many steps and is kind of confusing and hard to understand. Because the figure shows multiple inputs from multiple sources it makes it somewhat difficult to read. In order for the two diagram to be balanced, we will need to show the additional sources and their inputs into the system and when the 7-1 and 7-2 diagrams have the same sources-inputs-outputs, the diagrams will be balanced. 2.
In their study, Cassell et al. (2001) found that few of the owners/managers of SMEs do not believe in the appropriateness and potential of benchmarking because the expected outcomes are not immediate and considerable time and resources are needed for completion of the activity. The survey conducted by Adebanjo et al. (2010) in both LEs and SMEs context reported that the organizations do not use benchmarking due to lack of resources, unavailability of suitable benchmarking partners, lack of understanding and technical knowledge of benchmarking activity, high cost and time duration, inability to assess the benefits of benchmarking, lack of top management interest and support. Panwar et al.
Any objectives agreed upon by a management coalition would inevitably be highly ambiguous goals, enfeebling the ability of a top manager or entrepreneur to truly control the direction of the firm. Cyert and March argued that while ‘individuals have goals; collectivities of people do not’ (1992, p.30), and thus the firm could not have well-defined objectives. Premised on this weak (or the absence of) leadership, The Behavioral Theory posits that the firm’s strategies and learning processes are short-term in focus with adaptations induced by crises. Management is unable to reconfigure internal resources because of the immutability of standard operating procedures and the ambiguity of coalition goals. In his discussion of firm strategy, Oliver Williamson notes that in Cyert and March ‘the firm resembles a fire department more than a strategic actor’ (1999, p. 14).