They were unsupervised during these overtime hours and reportedly were very productive. Paul, the production manager, began to enact policies to improve production efficiency and decrease cost. He called his supervisors together and told them to maintain stricter discipline from their employees, and if they failed to do so they would likely be replaced. This fostered antagonism toward the supervisors from employees. I (Pat) then called a meeting to announce that the plant you be moving to a 10 hour a day 4 day work week and that all overtime would now need to be preapproved by Paul.
Without the knowledge about how specific industry works, it is very hard to manage and lead the team to progress and be successful. To make things even worse, Peterson had to report to Jeff Hardy, who was Director of Budgets and Plans and also had no experience in systems operations. This was the first sign of miscommunication in the company. One of the biggest problems for Erik Peterson was bad communication and lack of expertise from the chief engineer Curt Anderson. Peterson showed decent managerial skills by giving specific instructions on how to improve Curt’s ability to plan and organize.
Because of the lack of managerial experience Peterson becomes overwhelmed by the “big picture”, which addresses all current problems with the catheter’s launch, to the problems with commercial manufacturing operations, to the interpersonal problems between the team members. In addition, Peterson’s Manager Jeff Hardy has no experience in this kind of launch and thus gives little to no advice or guidance to helpfully move the launch forward. The reporting relationship is ambiguous from the start with no formal delineation
1) It is apparent from the lack of receiving critical information that frontline construction workers / managers are either not aware of (or buy into) the aggressive timeframe for completing the towers. They also appear to lack a clear method to communicate issues beyond the weekly status meetings. While some of the strongest positive feedback received for Erik has been the organization of these meetings, there appears to be a disconnect in how they are perceived: Construction attendees apparently believe this is where all status, including emergencies, are communicated; Erik and Curt appear to expect it as a routine checkpoint with no surprises. 2) Erik's manager, Jeff Hardy, has not done well at clarifying the General Manager's role, or in helping Erik establishing boundaries for the position. No one has put the brakes on Erik's actions, implying agreement.
There was a lot of difference between Turner’s expectations (rather assumptions) from MLI and what actually happened after joining MLI, which was the result of Turner’s unconscious decision of taking job. Secondly, Turner didn’t get time to get familiar with new people, working conditions and responsibilities and also he didn’t get what was promised to him at the time of interview like complete autonomy, freedom to take decisions. And turner couldn’t cope up with this situation. Third and most important factor which has made Turner’s situation even worse is his relationship with higher management and peer group, particularly with Mr. Cardullo. Turner and Mr. Cardullo are two different personalities, as Turner wants to work as a team and according to Mr. Cardullo everybody should be capable to handle his department without any others help.
Bob Anderson had not been able to find time off his busy schedule to interact with his other team members and find solutions to the problems in the firm which had been affecting employee morale. In fact, his improper time management was also posing a serious threat to his family life. Improving inter-personal relationships through greater social interaction could improve work life balance which, in turn could help in reducing stress. Introducing a proper
In Shelburne’s report, and your observation at the brand review meeting, Simon shows a pattern of lack of empathy for his subordinates and intolerance for imperfection. Also, he does not understand his position’s boundaries and felt entitled to yell at the staff in production floor, which was out of his scope. In the brand review meeting, with scoffs, scorns, and contemptuous taunts, Simon has created a punitive atmosphere for his staff; he did not question the mistake might have resulted from lack of training or communication among his staff, which is his responsibility to investigate and resolve the issue. Simon’s management style is close to Theory X. He doesn’t think that his staff is offering and contributing to their job as much as he does.
There is an emphasis on factual and numerical reporting on which we make decisions about how our company will be run. This is a seriously flawed method of management in that there is a complete lack of thought to the psychological impact of their decisions and management of the organization. The lack of empathy is palatable in the room during these meetings. My failure to elicit empathy for others and myself in the group creates a huge challenge for me. In order to more effectively contribute to the organization, I would like to spend some time researching techniques to connect on an emotional level with the team.
There are not enough regulations and monitoring system for the daily accounting activities. For instance, management and auditors spend very little time reviewing the insignificance of petty cash account. So the five elements of internal control is not work well in this company. The control environment was not effective; there was no effective risk management, which helped the company to realize its objectives; control activities and monitoring are lack. Moreover, the CEO is ultimately responsible for the internal control who assumes primary responsibility for the system of internal control.
Gary was pushed into forging data by his boss and then himself forged data to save his nose in order to meet the technical scope of the project. He lost track of the project’s progress because he had hard time balancing his administrative duties and his technical duties. Due to his lack of communication with his team, Gary wasted time and money in order to meet the milestones. He also could have negotiated a more beneficial contract. Gary had communication, administrative, human resource and leadership problems that, in the end, cost him his position as a project manager.