The lack of organization is very present in this case. Opening up a store every seven weeks was done with lack of patience and a very unorthodox fashion. Not being able to manage funds accurately and putting a proper team in order, it shows the lack of leadership of Ferkauf and the minimum effort he put in place to create a successful team. Not taking a situation as serious thinking that all problems will heal on its own wasn’t a wise business for Ferkauf. Affirmative
This is a major concern because the HRD is not being viewed as an important division in the organization thus operating ineffectively. The CEO, John Swatridge, does not understand the organizational issues at hand. Rather, he is focusing on solutions for privatization, downsizing and unionization. By trying to find solutions for
2008, 1) The Line Foremen found themselves in non-union positions, responsible for ever-growing production quotas, untrained managers responsible for personnel issues, and administrative tasks. They held most of the responsibility and had little authority; as personnel the unions handled issues with their crews of hourly workers. Treadway did little to train the people in this position to deal the high stress environment and found itself faced with high turnover numbers in this pivotal position- a clear hindrance to the modernized Lima plant taking a number slot in productivity. Additionally, the line foremen found themselves without support from upper management who had come up from similar ranks- who held the we did so you can to attitude. Also there was a hierarchy that didn’t allow for upper management and the line foreman to mingle or be friends- thus making social situations awkward and adding additional strain to the management team/ line foreman relationships.
(a)The supply department exhibits weak control over materials at the point where receipt report is not ALWAYS created, and when the expediter picks up the goods directly from the supplier and delivers them tpo the plant there is no paper trail to show that the goods were received. (b) The department also exhibits weak control over overall supply management performance through the entire supply process: * Requisitions are being submitted without a requirement for support from management. * The supply department has to rely on others from outside the department to decipher the technical specifications for complex orders. * The expediter who is not even part of supply department is being allowed to issue purchase orders * Orders are not being placed in a timely fashion * Receiving and inspection are not being consistently performed in an orderly manner. 3.
The restaurant operations were also extremely de-centralized and unique from branch to branch. From a corporate standpoint, The Hard Rock Café was an absolute nightmare. Without a standardized business process, the Café had no potential for economic prosperity. 2. What’s the solution?
Whether or not your company will be liable when there is a fatality caused by a failed transistor. Whether or not your company has an ethical obligation to sell the product to the pacemaker company. Whether or not there is an uncertain consequence to refusing to sell the product to the pacemaker company. Whether or not being the pacemaker company’s last supplier for transistors put your company in an unfortunate strategic position. Recommendations: It is the recommendation of the group to continue to provide the transistors but to add more stringent testing both on the engineering department in-house and to require rigorous protocols to be adhered to by the stakeholder supplied.
There was a significant gap between Biometra’s general manager’s job requirements and the current skills of Erik Peterson. Due to the lack of managerial experience Peterson was unable to see the big picture addressing the problems associated with producing a successful catheter launch. What problems are facing Erik Peterson? There are several problems which Peterson faces throughout the case. 1.
During the formation of the JV, proper due diligence was also not carried out and no one on the team had actually ever worked with an Indian firm before, to lend valuable experience. To elaborate on the problem with instances, there was no single person in charge of human resources. No one was assigned the task of figuring out the backgrounds of new employees, forming their specific contracts, deciding their salaries (the compensation of Bajibah, hiring of Dev) etc. Since there was no one responsible for HR, no action was taken against Dev for sexual harassment- instead Wright had to face consequences back at WWT. No one was in charge of figuring out new business partners (carrying out due diligence) and negotiating deals with them- on the recommendation of Dev (based on one positive experience his cousin had with the company), the JV went ahead with Suriyapa Computers (SC) without comparing it to others and without doing a background check.
As through communication, departments could exchange information, getting new updates and decisions can be made through the reporting. But this is never happen in the WorldCom. There are also no written policies in the WorldCom. As for that, anyone in the company has no guidelines to be followed and can affect the operations of the company. Auditor also plays an important role in a company.
This led to QLFC calling for a meeting with Huston to address concerns. The way Hegret described the meeting makes it seem like Huston brushed off QLFC’s concerns entirely. It seems that QLFC could sue Huston based on the fact that there is a conflict of interest in Huston being both the supplier and the franchisor of QLFC. After lawsuits were filed Huston requested a meeting with Hegret and those of QLFC. This could be because Huston had maybe realized that they invested a lot into this company and that a solution was not that far off.