Air Force Leadership Failure

Business decisions are often difficult to make especially with the viability of the company’s future is at stake. This is the situation in the case of “The Chattanooga Ice Cream Division”. Charles Moore, the President and General Manager of the Ice Cream Division, must choose between a decision to expand and a cost reduction plan (Bethel, 2011). This decision will have a lasting influence on the future of the organization. Even though Mr. Moore is in a leadership role, the input of direct staff members will contribute to the final decision. The input of an effective management team can guide the organization into a positive direction or internal issues can derail the organization’s progress. Mr. Moore must react in order to insure the Chattanooga Ice Cream Division thrives for years to come.

Initially looking at how to define a business failure, the author synthesizes for the audience generally accepted symptoms: “market share erosion, persistent low or negative profitability, shrinking critical resources, or the loss of legitimacy” (Bellamy, 2014.) When comparing this information to an article by Michael Porter from 2008 titled “The Five Competitive Forces that Shape Strategy”, there is some overlay in information. Interestingly enough, multiple of these aspects are seen through the company’s attempted expansion as well as in other companies who also failed.

The probability to ignore failure can allow it to reoccur (smaller failure growing into bigger failure). Lack of understanding and resolving a small problem can lead to bigger losses in a timely manner; an example was Jill Barad, who presented refused to acknowledge a problem before the company was acquired. It was discovered that a loss of $105 million, rather than a profit of $50 million was recorded by the company, furthermore, another loss of $184 million was recorded for the preceding quarter but still she refused to take action, she continued to commit the same error for the subsequent two quarters. Another example is the Australian HIH insurance group, the company was the largest corporate failure in Australia. It was observed that the little small signs surfaced but the management decided to ignore them and conceal them from the board of directors, likewise the board of directors too did not see the warning signs and if they did, why did they refuse to remain flaccid [2].

Organizational failures and bankruptcies have become a highly frequent sight of present generation. Organizational failures is most commonly referred to as financial losses or stagnation of financial performance of an organization, however, it is a more comprehensive concept. Not being able to attain organizational objectives – no matter whether they are financial objectives or non-financial – is organizational failures. Internal workings of the organizations have long been a subject of study for management theorists, for what else can be more useful study than study of

Throughout history there have been many successful companies as well as companies that have been a debacle. The success of the company has to do with the management and how it executes its strategy. If the management is ineffective, the company will most likely fail; however, if the company has good management it is more likely to prosper. There are many responsibilities that a manager must complete, chief among them are the four functions of management are planning, organizing, leading, and controlling (PowerPoint). In order for the company to be successful the management must fulfill all four functions. In some case not all four functions are met to expectation, with the results that the company to be not as successful as it could be if they

Research a failure that occurred at a large organization such as Tyco, Chrysler/Daimler-Benz, Daewoo, WorldCom, or Enron. In an APA formatted paper that is no longer than 1,050 words, describe how specific organizational behavior theories could have predicted or can explain the failure of the company. Compare and contrast the contributions of leadership, management, and organizational structures to the organizational failure. Lehman Brothers Holdings Inc, the fourth largest US investment bank, succumbed to the sub prime mortgage crisis in the biggest bankruptcy filing in history. The 158 year old firm, which survived railroad bankruptcies of the 1800s, the great depression in the 1930s, & the collapse of long term capital management a

It has been a trait of managers to want to treat symptoms rather than finding the root cause of a problem and then they wonder why the problem keeps coming back. Many times managers fail to realize that some of the problems that occur are just minor glitches, while the rest of the lot have a real effect on the bottom line. Successful managers are the ones who can pinpoint which problems will have the biggest impact on the bottom line and then focus their efforts in managing solutions to those problems.

2. To devise a strategy that will revitalize the financial statement users’ confidence in the company

The case study I have chosen is “Informational Failures and Organizational Disasters” by Chun Wei Choo. In this paper she talks about how informational failures have caused organizational failures for Merk & Co., Enron Corp., The Bank of England, and Firestone and Ford. Merk & Co. had a major failure because of its decision to keep Vioxx on the market even after trials showed a four times greater risk of heart attack. Enron Corp failed because of its decisions to make their books look better than they were. The Bank of England failed because of bad decisions to continue with unauthorized trading. Ford and firestone had a major failure because of the Firestone ATX tires that had tread separation on the Explorers and Rangers. In all these cases information flow seems to be the primary cause of bad decisions. All of these companies have different and unique setups or relationships, and as with any company, all of these companies have a goal of increasing profits and creating a gain for their shareholders. Because of information failures, the fore mentioned companies failed to make profits and gains for their stakeholders.

What is the history of such organizations and how did they collapse? There were a number of factors that contributed to the firm's failure. This paper is an attempt to make an introspective analysis of select cases in retrospect to understand the pathology of failures and make a proper diagnosis for prescribing remedies.

What is the history of such organizations and how did they collapse? There were a number of factors that contributed to the firm's failure. This paper is an attempt to make an introspective analysis of select cases in retrospect to understand the pathology of failures and make a proper diagnosis for prescribing remedies.

• Lack of strategy. If there is no any sequence of realizing goals in a company, employees will feel uncertainty about possibility of constant professional and carrier growth. Organization should have continuously realizing strategic plan where considerable part should be devoted to questions of quality improvement.

Recommended fully a leadership style or combination of initiating structure and consideration the CEO should adopt to address the problems of distrust and declining morale. Completed with 90 – 100% accuracy and thoroughness.

The lack of success at Omega, Inc. rested in the hands of an incompetent sales staff who were not informed of the company’s mission statement and goals. The staff received limited training on the jobs they were to perform. Omega was faced with the challenge of getting the employees to achieve their sales quotas. According to (Aguinis, 2007), “There are two important prerequisites required before a performance management system is implemented: knowledge of the organization’s mission and strategic goals and knowledge of the job in question.” The benefit of superior knowledge of the organization combined with clear and agreed upon mission and strategic goals of their unit would afford employees the opportunity to make contributions that will have a positive impact on the organization as a whole. In addition, one must possess the knowledge of the job in question to execute the tasks necessary to be done and how they should be done. This knowledge is obtained through a job analysis. Omega failed to implement strategic planning throughout all the franchises. According to Aguinis (2007), “Strategic planning allows an organization to clearly define its purpose or reason for existing, where it wants to be in the future, the goals it wants to achieve and the strategies it will use to realize these goals.

The CEO and management of M & B has introduced a new way of doing things that has changed the perception of the employees and introduced the team culture geared toward attaining the companies' goals and objectives collectively. The introduction of the new CEO has turned around the image of the company compared to the previous CEO where the employees felt they were to be coerced in order to deliver.