These root causes are Carl Robins and ABC, Inc. Carl may have exaggerated his qualifications prior to hiring. Additionally, according to the timeline presented, it would seem that Mr. Robins is disorganized and lacks the initiative to follow through. Additionally, Carl Robin’s attention to detail and lack of effective time management skills are severely lacking. Mr. Robin’s also should have informed ABC, Inc. that he was struggling to make progress on his assigned task. One must ask, Did ABC Inc. provide proper training to Mr. Robins
WINTERBOURNE VIEW The review found that there was a systemic failure to protect people or to investigate allegations of abuse. The provider had failed in its duty to notify the C.Q.C(Quality Care Commission) of serious incidents involving injuries to patients, or occasions when they had gone missing. Inspectors said that staff did not appear to understand the needs of the people in their care, adults with learning disabilities , complex needs and challenging behaviour. Staff who had no background in care services had been recruited, references were not always checked and staff were not trained or supervised properly. Some staff were too ready to use methods of restraint without considering alternatives.
2) Why isn't MWX selling? (.5 - .75pg) Kathon MWX is not selling because, either customers aren’t aware of the product or customers do not see a need for biocides. MWX is a "maintenance" biocide, meaning it would not work with the initial concentrate, thus it was not going to sell as part of that market. When customers are making initial purchases for their metalworking business they may forget to buy products for extending the life of their fluids. If customers are visiting their local industrial "supermarket" these facilities do not display MWX prominently and the 14 person sales force dedicated to this product are unable to educate large numbers of sales reps and end-users on the benefits of MWX.
Case: The New Director of Human Resource 1. After investigation of Mount Ridge Engineering’s corporate human resource structure and plant operation procedures, in my opinion currently the relationships between human resource policies and actual plant operations are very weak. Although we can say that the human resource department has established a fairly complete set of procedures and policies, the actual implementation of the policies at plant level operations do not seem to be thorough enough, no employee implement those rules. Especially, the staffing function is very weak. There is no proper linkage between corporate HR structure and operations at the plant level.
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.
This is especially detrimental because the information the graduates were presented with was incomplete and poorly composed . To add insult to injury, credit hours earned at ITT Tech are not transferrable to any school other than another ITT Tech campus . The debt
Micromanagement like this puts employees in a threatened state and unable to perform their best. Additionally, while the reward system may have appeared functional, it ultimately was very poorly designed. Employees felt incentivized to simply “impress” their superiors, which did not necessarily correlate with actual performance. Further, the assessment cloaked evaluations as a part of career development counseling, creating a conflict of interest for the auditor collecting performance information from the employees. Finally, the evaluation system failed to require managers to provide feedback to their reports, inhibiting an environment of learning or growth.
| Chapter 9 Case: Hank Kolb 1. What are the causes of the quality problems on the Greasex Line? Display your answer on a fishbone diagram. The primary problem is the lack of commitment to achieve an excellent quality product.. The management lacks policies and visible support for quality standards.
What works for one salesman may not work for another. Some may like recognition and some may not. There are many different things you need to learn about each salesman before you can effectively manage them, and that takes time. It is also not fair to the salesman to have to keep reporting to a different district manager each time they are replaced. This will cause a lack of consistency in teaching from the management side and discipline of the employee in balancing both clients and management.
If you don't have any values or respect then the people at the work place won't respect you at all causing you or any person to feel uncomfortable and work won't get done because there is no confidence. My values, beliefs system and experiences could have an impact on the work I am doing with residents if I do not Have an awareness of my own values etc. This may be because we find it difficult to accept other people values and beliefs, we might feel that are the right ones and paths they have chosen are the ways to successful rehabilitation. 5. Explain how people may react and respond to receiving constructive feedback (2.2.1) Constructive feedback is feedback that is helpful.