And because Michael trusted Sue, Michael did not fully review the financials before approving them. Secondly, the related accounting system technology is old and cannot provide the sufficient controls. For example, Koss Corp.’s computerized accounting system was almost 30 years old. Moreover, the internal control of the company was also weak. There are not enough regulations and monitoring system for the daily accounting activities.
Key Issues The key issues for Jack Carlisle, according to Robert Austin, are recorded in the informally published manuscript, Jack Carlisle, CIO. It says the main issue for the company when Carlisle was hired “is the non-existing business strategy that is well understood in the entire IZL organization, coupled with an information technology department that is not structured to align with business strategy” (Austin, 2007). The history prior to Carlisle hiring, was a long history of unfinished projects. The failures of these projects were a result from mismanagement, unclear objectives, and the inability to prioritize the projects (Austin,
Both houses did not approve the legislation brought to them. All of the proposed legislation is tantamount to the FCC’s net neutrality guidelines that were approved in December 2010. The guidelines have faced numerous lawsuits from broadband providers such as Comcast Corp. and Verizon Wireless who believe that the FCC has no authority to enforce net neutrality principles. The second section of this term paper discusses the international aspects of net neutrality and how it is affecting Mexico, the European Union, and Canada. The third section of this paper discusses the ethical dimensions of this case and how it is disconcerting to the education system of this country as well as the medical field.
But now Tom Carr, new boss of Nolan, has completely rejected the project proposal of setting a new web based internal recruitment system proposed by Nolan. Nolan is in dilemma whether Tom is right with his people centric approach believing people and technology cannot work together. Again, Nolan is baffled whether he should advance with the new project or not? III. 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.
and Akon, O. (2008), “at the refreezing stage, there is a critical focus on reinforcing…the new values, behaviors, and attitudes required for long term operational success.” At the bookshop in Concord, this phase could not be achieved successfully because the employees had no incentive to participate by this stage. Spector (2010) tells us that “ motivation, in this case, refers to the degree to which employees are committed to the achievement of outstanding performance both for themselves and for their company… high motivation creates in employees the capability and willingness to work together to solve problems.” This phase where the new changes are assessed and revised never comes to fruition at Concord. In conclusion, it is imperative that the change agents understand that employee participation builds support for change. Spector (2010) says that “participation in the process of defining problems and designing solutions will help build commitment to the new directions that result from that process.” The bookshop at Concord could have had a different outcome if the board was willing to follow the process of organizational
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 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.
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. Secondly, Turner didn’t get time to get familiar with new people, working conditions and responsibilities and also he didn’t get what was promised to him at the time of interview like complete autonomy, freedom to take decisions. And turner couldn’t cope up with this situation. Third and most important factor which has made Turner’s situation even worse is his relationship with higher management and peer group, particularly with Mr. Cardullo. Turner and Mr. Cardullo are two different personalities, as Turner wants to work as a team and according to Mr. Cardullo everybody should be capable to handle his department without any others help.
Case Study - Analyzing Managerial Decisions: Interwest Healthcare Corp. MBA 540 – Managerial Economics May 8, 2014 What are the potential sources of the problem? The staff at Interwest seems to be suffering communication and follow-through problems. On one hand, the hospital staff feels as though Singh is a bureaucrat who does not care about patient services and Singh feels as though the staff do not know the importance of accurate reporting (Brickley, Smith, & Zimmerman, p. 38). When you take a step back and look at the whole scenario, you will also find that both Manzoni and Singh failed to create an action plan, follow through on the problems, and/or train the staff on proper reporting. Without knowing exactly how the conversation went during the summer retreat, one can also assume that the problem with reporting or resolution was not communicated in an effective manner.
Case Study: Zing PC 1. What are the Major Problems facing ZingPC? * Losing the market share Zing PC is losing its market share because of Push strategy failing to comply specific customer needs. * Dysfunctional Logistics Dysfunctional Logistics occurs because there is no 3PL (third party Logistics Contractor) for inventory / supply and order deliveries to the customer, hence overloading company resources / expertise. * Lack of inventory Management Lack of inventory management and standardized parts not being used in manufacturing, due to unrelated inventory procurement of Zing PC.