Missing from the trainee files were: completed applications, missing transcripts, and mandatory drug screens from the clinic. In addition, the majority of the orientation manuals provided by Monica were missing information needed for new hire orientation. There is also no training room available for orientation of the new hires. Carl did not contact Monica regarding this situation. Instead, he went for a walk without making anyone in the company aware of the circumstance at hand.
These problems, as stated in the case study, include: lack of purchasing, design, and testing processes, inspections that are after the fact with out in-process controls or feed back loops. It also leads to a lack of product tractability, quality maintenance records of the equipment so improvement or stabilization data is not available. Designs are made on hunches - there is no decisions based on facts and data. Statements like “even if it is a little off spec was tolerable, we need market share now” shows a poor quality attitude and the schedule is more important. The inspector had used only a sample of testing to find the eight rejected cases but had no way of tracking where they had gone shows a lack of in-process controls and a lack of product tractability.
Unit VII Case Study Columbia Southern University DBA 8149, Business Research Methods Introduction In this case study the author intends to explain the research process that Wittenberg University’s Department of Education used to determine if Wittenberg University should implement or start a Master of Education program. This paper discusses how Wittenberg University’s Department of Education conducted surveys and how they analyzed the respondents answers. Wittenberg University’s Department of Education mailed a survey out to 2,000 practicing teachers. This paper will discuss the number of surveys sent out and how many teachers responded to the survey. This paper also discusses how Wittenberg University’s Department of Education decided to send 1,600 surveys to practicing teachers in the county that Wittenberg University was located.
The company had Kelly Richards in place as a human resources employee, yet she did not have the proper preparation to perform the task of a human resource employee. She was not certified nor did she have any training in the proper areas of human resources. Brussels and Bradshaw faced a structural challenge as well, since Kelly did not have any authority to enforce behavioral change, she could not implement any modifications to assist in how the employees were treated. (Hitt, Miller, Colella, 2011, p 283). Unfortunately, she additionally failed to comply with the tasks that fell within her responsibilities.
As the group leader Christine did not resolve the conflict when the issue occurred. The group is currently facing several problems. First Christine as the group leader has not communicated well with the team about Mike and his lack
The primary problem of Christine and her other team members is the social loafing of the team member Mike. He is clearly missing most of the meeting nor completing the assignments fully. His personal obstacles are definitely unproductive to the team. In the group meetings, Christine is discussing his designated sections of the project. A secondary problem with the team is there appear to be no clearly defined guidelines or expectations for the group.
In order with this point, the storyteller has also only standardized tiny scale program and chagrin plans, and has lacks know-how in planning or forming programs that inspire more individuals. The storyteller does not have experience in organizational structure in anyway. No maturity in professional human assets improvement involving massive team or monetary management of the like is consumed. While the story teller basic computer abilities are established, intelligence of functional programs worn in particular fields is incomplete. There is not familarness in controlling any form of designed tool to task in the human services
List the key internal control weaknesses that were evident in the Huntington unit’s operations. a. There was no segregation of duties involving the accounting system (that was off the shelf and probably not sufficient for proper performance for the company) b. There was little to no security protecting inventories off site c. There was no traceable sales order process d. There was no consistent recalculation of sales orders and respective recounts of inventory to match sales orders e. There was a lack of internal discipline for complaints filed against employees f. There was a lack of employees available to properly handle inventory and dispose of obsolete inventories g. End of year physical counts were not recounted by different personnel
Case study: Club Chaos The main organizational problem affecting Club Chaos was the poor management and leadership. The senior managers failed to implement policies and procedures for good work environment to encourage hard work and efficiency. Cathy displayed exceptional management potential for well run department, but she resigned without attempts to retain her or understand the reasons. There were lack of organizational goals, improper recruiting system based on nepotism especially with management appointments, No formal training/education, no performance evaluation/appraisal system, no customer service/satisfaction, poor management tactics to run business and no promotion, loyalty or sense of worth or value of employees. The managers didn’t follow any organizational behaviour.
During the formation of the JV, proper due diligence was also not carried out and no one on the team had actually ever worked with an Indian firm before, to lend valuable experience. To elaborate on the problem with instances, there was no single person in charge of human resources. No one was assigned the task of figuring out the backgrounds of new employees, forming their specific contracts, deciding their salaries (the compensation of Bajibah, hiring of Dev) etc. Since there was no one responsible for HR, no action was taken against Dev for sexual harassment- instead Wright had to face consequences back at WWT. No one was in charge of figuring out new business partners (carrying out due diligence) and negotiating deals with them- on the recommendation of Dev (based on one positive experience his cousin had with the company), the JV went ahead with Suriyapa Computers (SC) without comparing it to others and without doing a background check.