Regular conflicts and disagreements have been seen in the meetings and there is no integrator to resolve these conflicts. Intergroup conflicts have been common due to goals incompatibility and task interdependence. For instance, Ralph Parker from Signal Processor Design team thinks there is no need for any digital signal processors or any strategic alliance with other companies for purchase of components whereas Dan Stella and Monica from Manufacture and Design team thinks otherwise. Power and influence is used each time to reach decisions. Hence it is a political organization.
There is no proper linkage between corporate HR structure and operations at the plant level. In other word there is no chain of command kind of linkage between them. It seems that operations office can do the HR functions by themselves like hire and fire which is in fact corporate HR department’s sole function. The leave reason seems to be written by the supervisor not the employee, this is not logical. 2.
it was missing major information, such as a list of critical services, Employee contact information and vendor contact information. The Business Impact analysis for this type of scenario or any disaster was never completed so there was little information to help the disaster preparedness team as far as how this disaster will impact the organizations operations. The Backup Policy was written thoroughly and included information on the backup schedule and storage locations. It also listed the backup methods used and the length of time full backups were kept for. The document also included instructions to restore data
1. At what point, if ever, did the parties have a contract? This case is very interesting, especially that a lawyer was not present at all times while it is a serious deal between both parties. The email sent by the BTT manager was sent as a form of contract although it did not state that in the email and in the legal terms nothing was signed or agreed upon. The verbal agreement and the email might be considered a contract in the court of law.
1) Explain your assessment of the compensation system in place at Henderson printing? Henderson printing has no formal system of compensation i.e. no formal system for pay and any form of formal employees benefits. Each staff has a different pay rate, he has never gotten around to give any formal raise. Any employer that want an increase would approach George in person.
In relation to other companies, her company is a small one and therefore does not have specific contract administrators. The people in the company’s ‘home office’ all do multiple jobs and hold multiple job responsibilities and their primary focus is not the contracts that are basically kept similar for everything. In the case of Othello’s company developing a contract administration plan has taken his company to the next level. The last course he took was human capital management and ironically this was the major issue his company was dealing with. Many of the employees at the company are independent contractors who have their own companies.
Lack of a shared vision and lack of responsibility: Although as stated earlier, the vision statement had not significantly changed, the implementation of new ideas was never shared completely. Managers had a vague idea of what was happening corporate wide, but could not disseminate this information in a functional manner. Essentially there was little dialogue between upper management, mid level and staff. Management itself was divided into teams. They separately would try to communicate with staff, usually during lunch breaks.
1. The launch- Peterson was in charge of overseeing the launch to completion. The problem is that he did not have launch experience, his direct boss did not have launch experience, and there was no one stepping up to the plate to guide Peterson to what a successful launch looks like. 2. From the beginning there were interpersonal problems among the staff.
The managers in the company were unreliable and what they did was very secret. With the secret management, there was no one to take responsibility when things went wrong. Chiquita needed new management so the company wasn’t portrayed as a dodger of problems. As time went on, Chiquita hired new management and pushed their company into the right
The personnel department is the first department to be interviewed. Their first major problem is the lack of training. The operator for the filling equipment had no formal training. An unqualified trainer conducts the training which leads to employees incorrectly performing their job duties. People also have little responsibility with their work and they also