Proj 430 Week 1 Case 1 1. J & D accounting created an Information Services Division for studies and analysis to be able to compete against larger firms. With its increased employees and customers there is no structure keeping them in order. Projects are incomplete, customers do not know where to get answers from, and the director of ISD is forced to handle daily activities instead of strategic planning and policy formulation. The director will be reassigned and the systems manager will be taking her spot.
No proper tracking and accounting of inventory is possible. Early payment discounts are also missed. The lack of documentation for the items picked up is not helping the departments to stay within budget. Corners are being cut with the way the system works. Two micrometers are lost because the expeditor most likely has picked up them up at the receiving dock and has taken them directly to the engineers.
Did the bank perform strategic planning for project management or did it simply rush into the project? The bank used the experience from Mr. Hart to develop the project but did not do adequate strategic planning and just rushed into the project. This was particularly annoying to the users who referred to the project as John’s baby and thought that they needed not contribute to the project because Hart knew what they wanted. The workers felt left out because the bank did not involve them in the planning process for the project. 11.
7. CanGo doesn’t know their target market. Recommendations 1. Management is uncomfortable with the idea of a new ASRS system, due to the cost and the large task of integrating the new system to their warehouse, website, and current discount system. Before the new system arrives, we recommend that CanGo should create an implementation plan for integrating the new ASRS system.
Change management was not factored in with workers complaining of radical shake – up in the hours worked, without extra pay for disturbance. However the management sought to make some changes but this was after the strike. They felt the change dehumanizing and insensitive considering the poor relationship with the management. On the other hand, the Company didn’t have a contingency plan making them spend a lot of time and resources in restoring the image after the strike. If they had one, they could have taken les time and resources in the prevention of the strike.
“Team Collapse at RWH” Case Analysis Team member: Yang Yu, Yao Xie, Yunxi Qi Organizational Change Professor DianeVacarra Executive summary The Spector audit team had difficulties to complete its work on time. In addition, RWH was under a significant pressure to solve this problem and to pull the team back to the right track. Poor decision making process, organization architectures and network problems, and weakness of managing performance and motivating were the main three reasons to cause the situation of RWH. We stated three solutions and picked the best one- Temporarily stop other team’s work, create a “privileged team”. In order to complete the work on time with this solution, we also made an implementation to advice RWH what should do in the rest of the time.
During the search, an alternative was found but in the research and the implementation, plenty of flaws and issues were found and caused several problems for MSCC. By employing DMA to handle the installation and support of the new system, the decision made the possibility of salvaging the system harder and almost non-existent by the end of the case. This left the new Vice President trying to find new ways to repair the damage done to an already flawed system. Key Problems The major problem that seems to plague MSCC is the fact that there was no opinion or guidance from an experienced information system professional. On either installation you can visibly see that the decisions were made quickly and even if there was research performed, it was not enough to quantify the decisions to implement either one of these systems or business.
She is worried that pertinent bank account information could be compromised and that would lead to a loss of all financial funds at Sunshine Machine Works. Gary Thomas is the General Manager. Gary is concerned about how the information is accessed. He would like the intranet to be accessed over a secure connection. He feels that portable media devices are not secure forms of data storage in comparison to a strong remote access connection into their intranet.
It translated in a great response that generated a higher amount of achievement by the staff than ever before, here we see Security at play since there is a reciprocity (“You take care of me, I take care of you”). At Best Buy, Universalism. Employees are asked to be a part of the solution; it shows appreciation for their contributionsand concern for their welfare. Finally, at Bain, I would say Stimulation – things are on a downswing and you can keep doing the same thing or do as Steve Ellis did and take on the challenge finding ways to expand while others contract. Self-Direction is also driving his behavior as he is creative about finding ways to use up and coming talent while also recruiting veterans to a new field.
It establishes a fundamental systems and processes for presenting and detecting misconduct, for investigating and disciplining, and for recovery and continuous improvement (Ferrell, Fraedrich, & Ferrell, 2011). The corporate governance did not protect the stakeholders because there was embezzlements from some employees and greed from the executive leadership. There was a lot of turnover at the executive level which made the organization weaken and may not able to carry out its mission. Not having this process in place to detect when there was some unethical acts being taking place has caused a lot of turmoil for this no-profit agency. There was not process in place to follow for recovery for when a mistake was discovered or a problem was reported.