Functional and Dysfunctional Aspects of Flat Panel’s Culture and Reward System Flat Panel’s culture and rewards system exhibited a number of functional elements that led to a “high degree of company loyalty.” Employees prided themselves on the firm’s innovative reputation, impactful products, and spirit of comradery (fostered by the ‘Nerd Olympics’). Additionally, the paternalistic culture created a family feel, where employees were welcomed to approach leaders through an open door policy. Finally, the rewards system in place attempted to provide transparency to compensation decisions via the salary matrix. However, some of the elements that suggested a positive company culture were also highly flawed. The paternalism and the rigid hierarchy it caused led to extreme inefficiencies.
They feared that the blackouts may be the beginning of a trend of poor service. RIM has many successful competitors that are not experiencing this issue. To stay relevant in its field, RIM needed to act swiftly to resolve this issue. The pathway malfunction also caused the internet service to become interrupted, which could have even more devastating consequences. It was found that people were using devices such as smart phones to conduct business when they were out of the office.
The union of old-fashioned business sensibility with powerful enterprise software was a mismatch almost immediately. The Siebel software was simply too rich in features. The bank spent an inordinate amount of time switching off features that hindered productivity. • Implement the solution: Several things went wrong: Employees found the software to be too complicated. The extra navigation was confusing and inefficient.
This case describes problems with constructing cellular towers which would cause dysfunction of the company and inability to meet the turn-on deadline. Erik Peterson was not that effective in managing and leading his team which is shown by negative relations among team members and miscommunication was present between him and the rest of the team. There was no mutual trust and there was a lack of motivation among team members. One thing that slowed Erik down was his lack of experience in the cellular industry. Without the knowledge about how specific industry works, it is very hard to manage and lead the team to progress and be successful.
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.
In addition, having both management and leadership are significantly important in any organization that wants to succeed. In today’s management role, one must implement the functions necessary to be successful. In particular, strong leadership is imperative for shaping an organization into a force that serves as a sustainable business advantage. Having a vision, the ability to articulate it, and having the necessary skills and resources to carry it out is a cornerstone of one’s organization. Furthermore, managers should establish the following within their units: valid performance standards; provide adequate information to employees; ensure acceptability; maintain open communication; see that multiple approaches are used.
The company receives frequent requests to manufacture specialty products. It had a strict and competent management policy in place to evaluate such approaches resulting in a 90% no bid on specialty product inquiries. Corwin had a small Research and Development (R&D) section which monitored technology to enhance the existing catalogue. The Peters Company project was a complete failure and also cost Corwin its relationship with the customer. Ineffective leadership and low support from Management on a speciality project was identified as the probable trigger that instigated a series of problems at Corwin.
The transition was not smooth and plagued with increasingly long production delays. Because of these delays, customers were irritated and dissatisfied with Engstrom. Engstrom had to come up with a plan to turn this condition around. The Engstrom plant had to focus on cost savings, which meant producing more per hour of labor spent. The Engstrom incentive plan therefore, focused mostly on extrinsic motivation (Beer & Collins, 2008).
Actions: Shareholders are a mixed-blessing because it aids in the operations and success of the school and are highly cooperative, but also has the power to change any part of the business that it feels is not up to its standards. Since the company going to use shareholders money to perform any action, it is important to get them in the same page with the company. Gerry Mullan needs to first inform the BOD and shareholders of the claims made by the media. It is important that he collaborate with the shareholders regarding the actions and decisions that the company
* Assembly Lines Faults Poor design of assembly floor line is causing manufacturing delays as inter related task are done separately. * Poor Market Reputation Due to ineffective order deliveries to customers and problems with suppliers is causing Zing PC its market reputation. * Excessive Lead Time Excessive Lead time causing delays in decision making of the firm creating operational delays. 2. How could ZingPC benefit from outsourcing?