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.
This is because the company will need highly skilled workers to maximise production without a large range to choose from. If there are not enough highly skilled workers it can again lead to a lack of productivity and the company may not be able to reach their long term objectives which will require a highly skilled workforce. By constantly monitoring the workforce plan and updating it the company has a better knowledge of what type of employees they need, this can be key due to the lack of skilled professionals because they will not spend money on highly employees who they do not need. One major internal influence is the fact that Cameco work in
THE ORION SHIELD PROJECT ANALYSIS Week 8 Individual Assignment Executive Summary Scientific Engineering Corporation (SEC) made the decision to enter the bidding for Phase I of the Orion Shield Project. The Director of Engineering, Henry Larsen, made the decision to hire an “inexperienced” engineer as the Project Manager. As a result, Gary Allison, an engineer, was assigned the role of Project Manager. At the time, Mr. Allison did not have any prior experience as a project manager, but had over a decade of Project Engineering experience. During the course of the bidding process, it became evident that Mr. Larsen had an ulterior motive for selecting Mr. Allison.
Although one can’t be taught to be a leader in educational courses, leadership qualities can be learned. Bennis mentions the lack of true leaders in America these days. Corporate executives are much more concerned with short-term results rather than long term gains. He uses two examples to demonstrate his point. First he gives the story of Ed, who despite him being smart, ambitious, determined to succeed and had the technical competence, still lacked people skills, conceptual skills, judgment, taste and character.
Small size could be due to lack of fund, technical knowledge, skills and experience. Therefore, MacVille coffe project could be a small player as compared to other companies who are already in the business with lot of supply chains and customers loyalty. It is important to identify and assess our size as risk to initiate to venture into the business. 2. Lack of skilled and trained staff Although we have committed and trained staff at the current moment but such commitment and skills may not meet the required expectation with the change in technology, customers need, product diversification etc.
The HP management didn’t control the team as they should have done. The Kittyhawk developers had too much confidence. The budget was more than sufficient, so they didn’t need to prove their rightness from time to time in order to get additional funding. There ware also too many things to be done by just one group of employees: product development, market researches, search for and negotiations with the potential buyers of the product. In a situation when the market for this product even didn’t exist - there was a big lack of internal control which could be provided by other groups if the tasks had been distributed among them.
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
They are afraid if there are any inevitable consequences when they are doing so. Besides, the operation and management in every department is not uniform. It is difficult for the managers to monitor each of the department and also difficult for the auditors to detect the fraud made by the company. WorldCom also lack of communication between their employees and top management. As through communication, departments could exchange information, getting new updates and decisions can be made through the reporting.
Managers who possess conceptual skills use them to identify opportunities for innovation, expansion and problem solving. The skill that most Grenadian managers lack in the work place is Human skill. They lack the ability to communicate well with subordinates and as such are not able to understand their employees various needs. A lot of companies across the globe go to great lengths to motivate their workers, for example Google. It may not be the best paying company but it does however provide the most benefits
Steelcase management was not used to additional requests for information so they held a defensive posture towards inquisitive analysts and investors. This approach was not the best idea especially when it came to concerns that arise when they purchased Strafor. This lack of communication contributed to the approximately seventy (70) percent drop in their stock price and with not having a relationship with sell-side analyst it did not make the situation better. Not understanding how Strafor runs its operations and how it will impact on the operations of their company is what contributed to the weakening of their profits. When the company became public they did not take into consideration the necessary changes they would have to make in pertaining to their major constituents.