Multiple problems with the Therac-25 Factors were lapses in good safety design Insufficient testing of the software Bugs in the software that controlled the machine Inadequate system of reporting and investigating accidents Attorneys for the family against the hospital. Hopsital technicians made gross errors when operating the Therac-25. Errors became so common, hospital technicians habitually performed overrides. Warnings were ignored or assumed to be benign errors. Employees also failed to take standard precautions, failed to make constant contact with patients during procedures.
Eric Peterson Case Overview This is a case about a manager who does his job competently, but is in trouble and doesn’t know it. The problem is, he has neglected managing his bosses. Situation • Since Peterson had no experience in the field, second-guessing of his decisions was to be expected, especially when there were problems • Peterson’s boss also has no expertise in the relevant areas, and is relatively disengaged in thinking through the big issues. Disengaged boss is very dangerous situation. • Multiple management challenges among subordinates, all of which Peterson was handling well, but which required some decisions that required local knowledge to understand why they were good (e.g., moving Stevana in charge of construction) • Little contact with superiors/headquarters since taking job • Early on, Peterson antagonized some higher-ups (e.g., Cantor & Green) • A review from on high will come in two weeks What Peterson Should Have Done • Found ways to educate Hardy on the operation and engage him in decisions.
Since this system was organized by an internal authority, it did not work too well. People in controls were on the same level so alliances were formed. They were not honest with reviews and the average workers were fearful to report and wrong doing to the superiors in fear of angering the higher ups. This dishonesty started the downward spiral of the unstable culture. 2) Discuss whether Enron’s officers acted within the scope of the authority.
Eric Peterson Case Overview This is a case about a manager who does his job competently, but is in trouble and doesn’t know it. The problem is, he has neglected managing his bosses. Situation • Since Peterson had no experience in the field, second-guessing of his decisions was to be expected, especially when there were problems • Peterson’s boss also has no expertise in the relevant areas, and is relatively disengaged in thinking through the big issues. Disengaged boss is very dangerous situation. • Multiple management challenges among subordinates, all of which Peterson was handling well, but which required some decisions that required local knowledge to understand why they were good (e.g., moving Stevana in charge of construction) • Little contact with superiors/headquarters since taking job • Early on, Peterson antagonized some higher-ups (e.g., Cantor & Green) • A review from on high will come in two weeks What Peterson Should Have Done • Found ways to educate Hardy on the operation and engage him in decisions.
2. What people, organizational, and technology factors contributed to these problems? Contributing to these problems was management’s unwillingness to spend the appropriate amount of money on the needed software to ensure security, the lack of training of their employees, almost non-existent procedures, and outdated software. With proper management and procedures in place, the employees would not have been so sloppy in their work, the software would have been updated and perhaps the firewall would not have been breached. 3.
April 26, 2013 Case Name: Captiva Conglomerate I. Major Facts: A. Captiva Conglomerate has procured a new software product to provide a custom inventory management system. This system is not providing the information that the company needs, is behind schedule and over budget. B. The Inventory and Spares Manager has reported that that the system is “a disaster,” and “my people can’t use it.” The Materials Manager wonders whether or not the company should sue the supplier.
Specifically the conflicts can be found expression in unsafe working environment and bad working conditions and irrespective of employees’ rights. Unsafe working environment is one of the main causes of the conflict between Mcwane and employees. As we found from the article, the company does not care about the safety of their employees. Actually, they are already aware of the bad situation of the working environment, but the company does not want to have any expense on it, such as protective aprons, respirators, safety boots, face shields and so forth. Furthermore, equipments are failing to check the safety, that machines are missing the safety guards.
I really don’t think that this was an effort by the company to intentionally set out to break rules and regulations. As a matter in fact I think this was just Mike trying to be nice without really knowing what he was doing. There is a tendency with Entrepreneurs to act in such a manor simply because they do not understand the business end of the situation. This is a very fixable issue within the company’s message system and quite possible the most important one that needs to be fixed. Training Process:
As time progressed customers lost that level of commitment to the stores. That loyalty that they felt was no longer present. The CEO felt that this diminished level of emotional connection to kinkos was because their services were not differentiated. They offered nothing that other stores did not. (case) Despite all the measures that kinko’s executive learn led by CEO and president Gary kusin had taken to cut cost and place the company in a position of sustained profits, revenue generation seemed to have been elusive ideal.
Dana and Henry saw themselves as strategic contributors to the business strategy of MGI, whereas Sasha perceived them as interns and business plan writers, while Igor saw them as helping with vision and strategy. When Dav was added to the team, it confused Henry and caused him to question Sasha’s decisions, and the roles he expected the students to have. The case states “Feeling overburdened, Henry realized that his and Dana’s role on the team had become increasingly muddled” Having never completely resolved their interpersonal conflicts, we can say that the group never reached the Norming Stage. They were technically still stuck in the Storming stage, with each