Although roles are clearly defined, CanGo often succumbs to a centralized form of decision-making, with Elizabeth Bennett micromanaging to such a degree that the decision-making process almost becomes paralyzed. Poor communication has also proven to be an issue at CanGo, resulting in staff members unclear in terms of goals and deadlines to be met for projects. In short, CanGo is operating neither effectively nor efficiently. As the online entertainment industry
MEMO TO: Leon Lassiter FROM: Elbay Aliyev SUBJECT: Midsouth Chamber of Commerce (B): Cleaning Up an Information Systems Debacle One of the first mistakes on behalf of MSCC was the fact that nothing was learned from past mistakes and the company relied on DMA too much. Even though any company can go through financial difficulties, much larger organizations could have a big capability of handling such difficulties and provide long-term support of a product for their clients. Another major source of the problems within the MSCC has come from negligent decision making of Gramen. The company has made the decision to move on from UNITRAK once Gramen was hired to replace Kovecki. The reason why Gramen was not a good candidate for a position is that he was extremely familiar with HP system, whereas the currently operating systems have been running on IBM AS/400.
The company was unable to maintain and manage the bonus incentive plan that they had in place before the crisis. The employees started to complain about the company’s policies and its situation also by underperforming, which in turn leads to low productivity. The manager Ron Bent had to figure out a way to address these problems, and come up with solutions so that the company can continue operating and supplying its clients. PROBLEM IDENTIFICATION Engstrom Auto Mirror Plant was facing the problem of not being able to keep their employees motivated in both good and bad times. The bonuses were perceived as being part of their regular paycheck, not rewards for high performance, which in long-term lead to de-motivation.
Jamie Turner 1) How did Turner get himself into this particular predicament? There are many reasons behind the Turner’s current situation, first of all his sudden decision of changing the company, though the job offer was very good. The job role offered to him at MLI was different than his earlier, which he didn’t take into account. Every opportunity has some advantages and disadvantages, which turner didn’t analyze properly, moreover MLI was struggling financially. 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.
He in fact also admitted that much of the criticisms had been unfounded, but the importance of individual ministerial responsibility at that time made his resignation almost inevitable. In contrast, in more recent years this has become less important in the reasons for a ministers resignation. In 2007, the failure to deliver SATS test results fell on the department for education, the minister of which was Ed Balls. However, despite the apparent incompetence, in the department’s inability to return the results, Ed Balls clearly did not feel accountable to the whole issue, and did not resign. Nevertheless, media pressure and personal revelations have become much more apparent in politics in recent years.
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.
This happens more often than not, because the local ITT Tech campus is understaffed and is attempting to continue to offer classes as advertised . This is not to say that these instructors are all uneducated in other fields, but are not qualified to teach a specific course requested of them as a “fill in”. Some instructors do not realize the potential damage of their actions, but instead see only the monetary compensation for their time. This leaves students frustrated with the lack of useful information learned and bitter for having their time and money wasted because of the poor management of ITT Tech . In closing, ITT Technical Institute is clouding Information Technology field with unqualified graduates by giving students a false sense of security, burying students in debt, and hindering the learning potential of students by employing instructors who are often unqualified to teach the curriculum.
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.
Problem Statement Sam Nolan(CIO) is finding it difficult to get project approval from Tom Carr(EVP), for designing a new web based internal recruitment system. Tom coming from a old school of thoughts, is resistant to change and believe technology cannot replace the processes involving people. Again, he is not very aware of the IT and its applications and lacks the trust in existing employees. Keeping in mind the track record of Nolan with his previous projects, this new improvement initiative seems beneficial to organization in terms of time/cost saving an improved
Staying on the Same Page in Business Negotiations Pacific believed that other elements of the contract might be discussed, but that no dramatic changes would be expected. Because of Pacific’s lack of strategic planning, they wasted valuable time, money, emotional stress and energy. They also risked losing other opportunities that could have been more favorable for them. Adding to the problem was Pacific’s assumption that Reliant would sign a new contract quickly. Because of the time and money spent on traveling and negotiating back and forth, and the potential need for new technology development, which would be based on the contract’s outcome, Pacific Oil Company became increasingly desperate to