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. Also, the failure of Gramen to read and fully understand the contract provided by DMA which outlined what they were willing to provide and what MSCC was guaranteed. This would have provided some type of leverage for MSCC later on in the situation when a possible law suit against DMA was eminent. Another problem would be the time frame of the new implementation. Even though it was felt that time seemed to be of the essence in terms of getting rid of the botched UNITRAK system, saving funds on having the outside reporting firm, etc., more time
The core issue here are that the person with the historical data to consult on the estimate was not consulted about the time needed for the amount of expertise required. Thus, the proper amount of time was not built into the estimate, and so the project has a very good chance of failure because of the lack of understanding by the proposal department in setting up
It was true that Peterson could not expect any advice or guidance about new product launch from Hardy who was also inexperienced in the relevant area. Besides, Peterson had consistently problem in solving the issues because Hardy was not engaged in dealing with the important matters, but he kept nitpicking. You would easily notice this situation in the examples of handling Andrew or the switch in supplies. To fix this problem, making better relationship between Jenkins and Hardy should take precedence because Hardy’s uncooperative and indecisive manner was mostly stemmed from his uncertain relationship with his boss. If so, what options are open to Peterson?
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
ANALYSIS The “Blue Ridge Spain” case study introduces several individuals and organizations. In order to analyze the situation and provide recommendations, I will specify the main issues from their various perspectives. Delta’s senior managers were not keen on JV’s because they viewed them as time-consuming, and also an inadequate means of developing new markets. Delta was persistent and hungry for growth, owning strong brands that could support expansion into overseas markets without the need for local partners. Rather than form joint ventures, Delta preferred to hire local managers directly, or transfer experienced managers from their other divisions around the world.
The lack of teamwork within GM was one obstacle in pursuing the project. Many managers felt that the company had already invested billions in developing fuel cells and didn’t want to switch gears all of a sudden. Also, lack of trust and other managers were scared of another failure of an electric car. A lack of commitment from the start of the project was also an issue. If Lutz and Burns had the managers on the same page and assured them of the potential success of the volt, there would have been less hesitation.
This is because the company will need highly skilled workers to maximise production without a large range to choose from. If there are not enough highly skilled workers it can again lead to a lack of productivity and the company may not be able to reach their long term objectives which will require a highly skilled workforce. By constantly monitoring the workforce plan and updating it the company has a better knowledge of what type of employees they need, this can be key due to the lack of skilled professionals because they will not spend money on highly employees who they do not need. One major internal influence is the fact that Cameco work in
Gunter tried to keep the good employees by offering term contracts and better benefits, but was not successful. C. Analysis The hospitality industry literature has provided clear guidelines that turnover is a problem requiring treatment. Gunter was aware about these guidelines but insist there could be a better way of dealing with the turnover problem. He was willing to bring in external consultants to seek new ideas of dealing with the problem. Initially, the consultant could not offer much help as the turnover of employees seemed unstoppable.
Analysis: Although Green is willing to achieve a high selling growth for the company, he concentrated too much on achieving the goal instead of observing the surrounding situation. Moreover, Green did not have enough managerial experiences so he was not able to deal with issues based on a structural and long-term view; that's why he decided to avoid interactions with Davis instead of making improvements or rebuilding his relationship with Davis after Davis first criticized him. Their divergence in work style and personalities also contributed to the problem. For example, Davis prefers using memos or presentations when a meeting is set up, while Green would rather talk to his client directly or talk about things face to face. In addition, lack of communication further deteriorated the situation between Davis and Green.
Gunter tried to keep the good employees by offering term contracts and better benefits however this was unsuccessful. There were few opportunities for promotion even with the high turnover rate. Analysis Turnover is the biggest problem requiring treatment. Gunter was aware of this and after failing to mitigate this issue through term contracts and increased benefit packages he brought in external consultants to seek new ideas of dealing with the problem. Early on consultants could not offer much help as the turnover of employees remained constant.