The leadership at Mattel was either arrogant because of the success of Barbie or the were not paying attention to current times; “Changing cultural views about the role of girls, women, sex, marriage, and women working in the last decades shifted the tastes of doll buyers.” (Jones, 2013) Just as the case study mentioned I too think that they were stuck in the mindset of “if its not broke don’t fix it.” This crippled the sales of the doll and when they saw the out come it was too late to fix the problem. They failed at every attempted and Bratz continued to take over the doll market. Mattel was at the top of the mountain when it came to selling dolls for nearly 50 years so there was hesitation to change what had worked for so long. Mattel figured that if they altered the way she looked, dressed, and accessories that parents and kids would not continue to purchase the doll. This backfired on the company and they franticly did everything they could to match what Bratz was selling to their old customers.
Because Diana is not that self aware she not only ignored the crucial advice that was given to her to succeed, she rationalized the real reason of her been passed up for the first promotion as simply corporate politics.. Not acting on this advice shows her leadership that she is not that ready for change within herself and to grow to the maturity level required for the multi unit management job. Diana’s self management of her emotions was also very subpar. This is evident in how she perceived of her staff and not caring for turnover and of employees not wishing to work under her management style. She was always dismissing advice under her own “justified” guise that her bottom line financial results ensured her continued success and entitlement for further advancement. Also, bursting out into tears during her follow-up interview and leaving rather than soliciting feedback as to why she did not receive the promotion was a clear lack of her own emotional management.
Williams refused Langly’s suggestions of a personal approach with regional executives and postponement of procedural implementation until after the peak holiday season. She felt trips to meet with regional executives to discuss purchasing and pricing changes would be too expensive and time consuming. In addition, she believed the procedural change was needed now. Messages were sent out the next day. Only a handful of regional managers responded and was happy to cooperate.
However, Mrs. Miller has failed to prove that the fourth criterion to establish discrimination was met. This case supports my recommendation of litigation because the change to the schedule affected all production staff. Those who are not in Mrs. Miller’s protected class were not treated more favorably than Mrs. Miller. The schedule change required that all employees who had previously not worked weekends would now be required to work the rotating schedule. C2.
One member proposes letting someone sit in on their meetings and offering fundraising advice without the ability to vote. That, however, is still a decision that would be made without all members of the organization. New board member Anna Fixx can see both sides of the argument. If they wait until fall to consult with the members, they would have to wait another year before hiring a fundraiser and could potentially miss out on money. On the other hand, the organization is run by democracy, and not allowing members to vote would be against their values.
Situational Analysis Theresa finds herself in the middle of a difficult decision. She must weigh the options she has by taking into account her internal strengths and weaknesses along with the external opportunities, and threats. This can be done by performing a SWOT analysis. SWOT Analysis Strengths •Previous work experience •Familiarity with product she’s selling •Already knows her target market Weaknesses •No real marketing experience •No market penetration - no plan to acquire new customers •Limited Product Development Opportunities •Add new product line •Market Development •Take position at MetalCoat •Diversification Threats •Competitors taking away customers •Fall behind the competition if she’s not willing to launch the new product line Now that Theresa can compare all of these factors, she can make the decision that will utilize her strengths in the most efficient way while keeping activities involving threats or weaknesses at a minimum. Theresa’s biggest weakness is that she has no market penetration.
Speers quickly concluded, or so he said, that Medina was unreliable and, therefore, that he had no obligation to inform Brandley’s lawyers. The private attorney she had consulted thought otherwise, however, and brought her to the attention of the defense. Despite the accumulation of new evidence, Judge Coker recommended that Brandley be denied a new trial a recommendation perfunctorily accepted by the Court of Criminal Appeals on December 22, 1986. But by now civil rights activists had coalesced and raised $80,000 to help finance further efforts on Brandley’s behalf. James McCloskey, of Centurion Ministries in Princeton, New Jersey, took on the
In this situation, the company failed to report the write-off of uncollectible receivables and ignored discounts on outstanding receivables for large customers who were struggling to sell Leslie Fay’s products. With regards to the inventory account, Leslie Fay had been known within the industry to be behind the times with the latest fashion. Because of this, it would be reasonable to expect the company to report significant write-offs of inventory for items they were not able to sell, however, the inventory account actually increased over the examined time period. Accounts
The store was not being managed well currently and the store director Heather was resentful of the companies hiring practices that excluded her from the process. Shortly after Tricia was hired Heather left the company and Tricia was promoted to the position despite almost no experience in retail management. She again was very motivated and rose to the challenge. The company had a ranking system in place that tracked the stores by their sales and goals met but all stores were held to the same standards despite being different sizes. This made it difficult for goals to be met, if at all, thereby creating tension and turnover in the smaller stores.
Having no documentation or social security, Renya loses many opportunities at education since she doesn’t have the sufficient funds to pursue it. Worried that without social security her opportunities in the job market dwindle, Renya puts her hope in the Dream Act and rallies support to raise awareness about it. The act will provide a path towards citizenship for anyone undocumented immigrants who were brought to the U.S. before age of sixteen. Renya Wences tries to use her life experiences in order to convince readers to support the Dream Act. The Dream Act and its association with immigration is the central focus of the entire article and the one of the basis of the author’s argument.