Magic Carpet Airlines (MCA) was not successful to make a very productive, effective negotiating plan. MCA had utilized temporary members for their negotiating group who were neither arranged for the discussions or comprised transitional appointments in the company. For instance, Bill Orleans and Ross Irving were working on the team together. Bill recently had been demoted from his position and Ross came to his position and they were working together. It was uncomfortable for Ross.
Even Brab had some child care experience, she didn’t accept any standard training. What’s more, the Rev Andrew deeply influenced the committee so the financial problems was covered. 4) Information and communication There are no budgets and financial statements in the Sunshine center. The financial activities cannot be transparent and be well controlled. Also, there are gaps in the communication tunnel.
4. One of the primary weaknesses of many ﬁnancial planning models is that they: • rely too much on ﬁnancial relationships and too little on accounting relationships. • are iterative in nature. • ignore the goals and objectives of senior management. • ignore cash payouts to stockholders.
Many managers themselves have not received any of the above from their direct manager such as the CEO or the named Regional Managers. Sometimes the General and Deputy Managers are themselves not feeling valued or supported in their role. Communication from the top is a problem and creates many problems within the organisation. If performance management does not take place then there will most definitely be a lack of communication,
The workers were not visiting the clients on a weekly basis as mandated by DCFS and paperwork was consistently late. There was chronic absenteeism, a high level of turnover, low morale, and low job satisfaction among the employees. All of the above issues adversely affect the level of care and services being provided to the client. How can Hull House Association communicate change in an effort to increase employee satisfaction and organizational productivity? Hull House’s leadership was not supportive of staff at that time.
Every company should be made up of the powerful guiding group with consist of the right people that demonstrated teamwork (Kotter, 43). “Trust is often missing in senior management teams, although top managers loath to admit this in public” (Kotter, 50). HP CEO Mark Hurd, admitted to not living up to the company’s standards of trust, respect and integrity (Ivancevich, 229). In this instance it’s hard to say what the directors should do since in all three case they didn’t have much evidence to go by. Their selection process is okay since it’s based on a career-long venting process (Ivancevich, 227).
The first three quarters for the team was a financial loss based on the company’s inability to generate revenue through sale of its computers. In the second quarter the team developed two brands of computers that were not recommended for sale. The company’s poor internal operating directives gave way to the development of two brands of computers that the market was unwilling to accept, combined with a weak market image and weak distribution network. It was very clear to the team that in order to turn the company into a profitable entity the team needed to evaluate the company’s resources and by so doing conducted an extensive internal analysis. The team looked at the company’s tangible and intangible resources.
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.
Because of this people could not get into their bank account, or even receive a paycheck. “Banking panic arises when many depositors lose confidence in the solvency of banks…”. (Romer, Christina. "." .
There was also a lack of communication amongst FEMA and ARC, which contributed to slow response times in both instances (347). ARC has a policy in place on screening volunteers; however, they failed to follow their own procedures during Hurricane Katrina, which ultimately resulted in mismanagement of donated funds to the organization. This caused investors to question if they should remain loyal to such an unethical organization. Customer satisfaction was low and citizens started to wonder whether or not they should continue to donate to cause. The organization relies heavily on donations from both the public and private sectors, therefore the actions of the organization that occurred after these disasters could result in a decline in their bottom line.