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.
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.
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.
With a more competitive environment, Hallington was facing restructuring and reorientation challenges. The company could no longer ignore the external competitive pressures to reduce costs. Since HUS was failing to address these issues, employees were concerned about their future within the organization. As a result, company morale and productivity had been affected. The CEO of Hallington Utilities Services, has identified three main issues that are major concerns: privatization, downsizing, and unionization.
Client: David Baker - the leader of a task force created to investigate the sales forecasting procedures at Acton-Burnett (‘the Company’) Problem: Baker’s team has been unable to deliver results expected by all the stakeholders Root causes: Although some external root causes (environment) were present, such as fluctuating gold prices and recession that led to the Company's wide crisis, most of the root causes were internal, stemming from the Organization and David Baker’s behavior and abilities (Client). Organization root causes out of David Baker’s control: Several critical root causes were due to erroneous decisions made by Ryan and Keene (‘the sponsors’) in the team design. Based on the ‘Team Effectiveness Model’ (Team Effectiveness Model) one of the key elements is the Team Design that should respond to the proper Task Characteristics (in the analyzed situation requiring cross-division experience and knowledge), Team Size (in this case 8 people – size of the team could be smaller to allow better coordination of tasks and outcomes) and Team Composition. Ryan and Keene decided to assign a young person – David Baker - with limited experience to lead the team of people at different ages, from various divisions and with different level of experience within the Organization. David had limited formal authority over the other team members and he faced challenges in building Informal Leadership because of his age and short experience within the Company.
Week Six Assignment Selling Executives On Project Management Table of Contents Introduction 3 Fundamental Reasons Analysis 3 Possible Strategies 5 Conclusion 6 Introduction The success of many organizations hinge on the organization’s ability to adapt to changes in technology, market and industry trends. This paper will discuss how Levon Corporation’s reluctance to implement project management functions kept them stagnant in the industry and almost a non-competitor to their peer organizations. Levon Corporation was unmoved in their position until they realized they were on a steady decline which resulted in them bringing in project consultant to listen to the benefit of implementing project management functionality in
Unit 1 Project Separation of Consulting and Auditing Firms Independence is a critical component of being able to successfully audit a company. An auditor loses independence when focus lies on the company and not working separate from the company. This was the case of Arthur Anderson and the organizations involvement with Enron as an auditory and a consultant. The Enron case shook up the financial market and caused many investors to question the accuracy of financial statements. The fear brought many negative affects to the finances of companies and to the areas of auditing and consulting.
CASE ANALYSIS ON “ERIK PETERSON” ASSIGNMENT Problem statement If the General Manager’s job requirements and skills do not meet the particular organisation, there are problems to be faced, In this cases Erik Peterson is one of the example., Erik Peterson is offered the position of General Manager for GMTC, and he is assigned Hanover area to complete and sort out the issues among team members which is leading to the delay for the company to start-up its services in Hanover area. Major Issues Identified: 1. Peterson’s personal skills and job requirements for the General Manager position of GMTC have a huge gap 2. Erik Peterson was unable to build and lead a team 3. Erik Peterson experienced serious problems with interpersonal relations Main Objective: To develop a strategy, which should be effective in meeting the product launch deadline, that is due in three weeks, and streamlining the operation.
The fact that the grading system is not clear for managers hampers a precise evaluation of all employees. Second, in addition to the lack of evaluation criteria, there is a problem of absence of assessment of the attributes of specific jobs and consequent alignment with the company’s strategic goals. There are no clear job descriptions, so besides not knowing well how managers should evaluate, they also do not know individual or team goals that should be
Traditional companies with boundaries, rules, and extensive plans are at a supreme disadvantage in today's globalized world, where technology changes daily and the value chain commands changes of its own. In a traditional company where people are categorized into neatly defined positions with their job descriptions filed in three copies in the human resources department, the way a company plans its business can cause it to sink or swim. Bad planning can mean lost opportunities, being overtaken by the competition, loss of revenues, or watching its position slip away because of a new technology, an alteration in the global marketplace, or simply a failure to market its product effectively. When changes occur, they happen too quickly for its organizational processes to meet them. As a result, opportunities are quickly lost, problem situations take over rapidly, and before the company can respond appropriately, it has lost customers, opportunities, and market share.