Theresa’s biggest weakness is that she has no market penetration. In either of her options, she has no plan to acquire new customers. Which may lead to her falling behind the competition. She also has limited product development. The only option Theresa has for selling new products is if she opts to sell the new network security software
WINTERBOURNE VIEW The review found that there was a systemic failure to protect people or to investigate allegations of abuse. The provider had failed in its duty to notify the C.Q.C(Quality Care Commission) of serious incidents involving injuries to patients, or occasions when they had gone missing. Inspectors said that staff did not appear to understand the needs of the people in their care, adults with learning disabilities , complex needs and challenging behaviour. Staff who had no background in care services had been recruited, references were not always checked and staff were not trained or supervised properly. Some staff were too ready to use methods of restraint without considering alternatives.
it was missing major information, such as a list of critical services, Employee contact information and vendor contact information. The Business Impact analysis for this type of scenario or any disaster was never completed so there was little information to help the disaster preparedness team as far as how this disaster will impact the organizations operations. The Backup Policy was written thoroughly and included information on the backup schedule and storage locations. It also listed the backup methods used and the length of time full backups were kept for. The document also included instructions to restore data
Only a handful of regional managers responded and was happy to cooperate. However, no notification was ever sent to Williams about local price or purchase changes. Whether or not this was resentment to the newly hired director of pricing and purchasing is not evident. Williams’ refusal to understand current company structure in part led to her failure of being able to implement any procedures. Any consideration of Langly’s suggestions may have helped
At first when she first interviewed Wendy, she told her she would have the resources available to her to correct any safety related issue. But after Wendy her proposal completed and indicated she needed a change, Ms. Lincoln have been backtracking from her earlier commitment, in order not to spend the $50,000 required to complete the safety conversions. Trade-off between the need to keep Expenses Low and the need to provide Safe Working Conditions It has got to be said
The Leadership standard also was not met due to staffing insufficiencies. 3.a. There is a link between the amount of staff and their experience with the kind of care and how safe that care is being provided to patients. The organization has failed to respond to the need for more medical staff which in turn has led to the demise of the conditions of the working
Because she was never able to gain any type of trust from the team we implemented the new plan in a way that was very forceful. The members of the team were not in support of the new plan so this caused the plan to not have the needed resources it needed it order to
I also chose to follow the recommendations from Uma Gardener, to buy the customized movement holders because this is another way to improve accuracy of the watches in different positions, and to upgrade the timing machine because this would help control accuracy while assembling the watches. The only recommendation I chose not to follow was from Amanda Hamilton, she wanted to buy a deep water simulation machine because she thought this would be another avenue the company could take for new advertising. I chose not to follow this recommendation because even though it sounded like a good idea, I did not think it was needed right now. I did not see how this would help us reach our goal of improving accuracy of the watches in different positions. I thought it would
Goldstein’s success in his initial performance led him to take a different approach in 1996. Instead of being a passive investor and simply waiting for discounts to close naturally he decided to take a more active role and become the catalyst to close the discounts. As an active investor Goldstein’s objective was to convince enough shareholders of the fund that closing the discount was in their best interests and that electing him to represent the fund was the best way to achieve this goal. Gaining enough influence over the shareholders to gain control of the strategy used was very difficult as managers of the fund would oppose most initiatives put forth by Goldstein as it was typically against their interests. However, if everything came together appropriately, Goldstein could forcibly close the discount and earn an exceptional return when he has free reign over the fund’s strategy.