Aes Honeycomb Case Analysis Essay

Q.1 – Briefly describe the dilemma presented in this case study. Who are the key players and what are some of the antecedents that have led to the present problem? Ans. When the best manager, takes certain actions which go against the core values of the company, it becomes really difficult for the management to make a fair judgement. They are stuck in a dilemma of what would be a better judgement. As a leader, it is very important to be fair and impartial to your team members. And so is the dilemma presented in the case, Bob’s Meltdown, Nicholas G. Carr. The key players in this case are1. Annette Innella 2. Robert Dunn 3. Jay Nguyen Annette Innella is the Vice President, Knowledge Management at Concord Machines. She was recently hired by

1. How would you evaluate the capital budgeting method used historically by AES? What’s good and bad about it?

Serious issues with incentives also include employees telling their superiors that everything is under control when it isn?t, just to save their bonus. Kohn then states that ?There are very few things that threaten an organisation as much as a hoard of incentive driven individuals trying to curry favour with the incentive dispenser? (1993, p.56).

A). Lack of Teamwork and Conflict resoultion: In relation to the case, many of the recently hires employees are not including and not trusting/age discriminating Mr. Hill. Although, there were more older employees who were upset, Mr. Hill was the one who had a massive reduction in hours. He is now going to the HR Director and Executive Director. He should have approached them earlier with the problem. (Chapter 4)

The three managerial practices that were responsible for Dylan’s incident and the contract are Company K’s organisational structure, organisational culture and lack of sufficient information within the organisation. Regarding organisational structure, it is evident that the centralised form of organisational administration significantly contributed to the issue at hand since all branches had to take orders from the Japanese headquarters hence lacking the autonomy to make any business decisions on their own. The lack of autonomy to make decisions is clearly the reason for the issue since Dylan was

Company Q is a corporation whose stakeholders have not placed a major emphasis on social responsibility, instead it appears that the primary focus is placed on profit. With their profits on the decline, they are shying away from opportunities to help their community. By placing a higher priority on social responsibility Company Q will have the opportunity to help the community through charitable donations, employee volunteer initiatives, and creating quality jobs for the persons who live in the community. At the same time, Company Q will can also improve their public image and potentially increase profit.

The management level of this company has lack communication with their employees. The company never empower their employees, which makes all the employees become lazy and more likely to listen the orders from the SMART group.

At the beginning he was told to report to Jenkins, however, once he got to the site he was assigned to Jeff Hardy.  After the company reorganization, he found himself wondering whether he should report to Knight or Hardy. However, despite the confusion, he never brought up this question to Hardy, Jenkins or Knight. He perhaps then fell into the trap of a “boss­subordinate relationship” and went with the structure he felt was assigned without truly understanding its reasoning. ii. He didn’t take enough time to understand HQ’s perspective on various issues a. Replacing the chief engineer, rejecting frequency reuse patterns, or failing to get sign off on agreements for GMCT cell sites indicate failures in managing upward management relationships. Problem #2: Employee Dynamics Strengths 1. Peterson was committed to building an empowering environment for employees. i. Peterson called weekly construction meetings, which invited all to report on the company’s weekly progress and issues. Shortcomings 2. He failed to consider alterations in team dynamics when making hiring and salary decisions. i. He hired Trevor at a higher salary rate to the resentment of other employees, causing significant damage to the trust and respect between employee and manager.

According to Miles et al. (1978, p. 547), an organization is both its purpose and the mechanism constructed to achieve the purpose. It means that the concept of organization is embracing both goals and all the elements that represent unique combination. Miles et al. (1978, p. 553) draws the conclusion that structure and the processes taking place inside the organization are closely aligned; it is hard to speak about one without mentioning the other. It is important to understand the conclusion drawn by Miles et al. (1978). It illustrates how the

When people get a job, they may be nervous or very excited, but they never expect the management to be so bad they will want to quit. This is what happened to Beverly at Gridlock Meadows. Knowing the management style of your employer or supervisor can help you with problems in the long run. This paper will focus on four different management styles and how they could be used in Gridlock Meadows.

I see the problem as this: A blatant disrespect displayed by a few of the managers, specifically the most recent Mr. Franklin who was the manager in charge of Marsh when he was asked to resign. Franklin constantly hounded Marsh, saying that he portrayed poor work habits and was disorganized and

Many Problems in Organizations are created because of Faulty Incentives and Flawed reward systems that are setup to accomplish one thing but actually does the opposite.

Although there are signs that the company has a matrix structure in place, they do not follow a programme management approach and numerous failures within the structure exist. Their approach to management is still that of a traditional organisational approach, which tends management to lack both strategic purpose and customer focus.

Does the company lower its standards but provide immediate relief to local people or does the company stick to its stringent values and uphold the highest environmental standards. “It is more important to help the local people directly as long as reasonable environmental standards are followed. Whether the air is a little bit cleaner isn’t going to make a significant difference in their lives, but if we build a school or provide a source of clean water, that will probably make a tremendous difference” (AES Global Values, 2000). Although AES is committed to social responsibility what does that really mean and has AES defined their social responsibility values enough so employees understand how to act. If AES can make more profit on this project in India, all while still being socially responsible, such as investing money in local water treatment plants or medical clinics does that satisfy their commitment to social responsibility and uphold their corporate values? “When cultures have different standards of ethical behavior – and different ways of handling unethical behavior – a company that takes an absolutist approach may find itself making a disastrous mistake” (Donaldson,

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