Appex

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

Another reason for change might be some new technology that will definitely improve and help develop the business such

I feel that involving the board in devising a new strategic plan and allowing them to communicate with the

This portrays illustrates that the company ignored importance of the mission and goals that were currently in effect for of the departments currently in effect, the needs of employees which they are serving, evaluation of each department’s organizational structure, development of staff, and relationships among departments and the recommendations for change that they proposed.

2. New perspectives- Let's face it, the business world is constantly changing and in order to be successful companies must adapt and change over time.

An additional factor is positively selling the change and setting the direction the company is heading in. Within this you need to research and investigate potential threats or obstacles

opportunity to share in this process and to have the confidence to put ideas forward that can be

As the company continues to grow at a tremendous rate, the organizational structure became more complicated for the managers to maintain. Additionally, the Association is unsure of how to deal with the growth, and continue to preserve their company philosophy of “people supported first” at the same time. When the company was small their informal way managing the support service was a great fit, however, with more people constantly being supported, a more structural way of overseeing the expanding support service infrastructure needed to be established.

Instability of the management, laying more stress on general leadership experience, and "fitness program" led to inefficiency and low moral/accountability among staff.

Open yourself; to change is the number four-step to inclusion. The old saying change is good applies to this step. Employees must be willing to change to become inclusive. One must learn of opportunities to grow in a

Appex started as a small company with 25 employees and $2 million in revenue in the early stage. Formerly named as Appex Inc., it was founded in 1984 by Brian E. Boyle and headquartered in Waltham, WA. The company core business focused in management information system for cellular industry and credit scoring systems for financial service companies. Besides, it provided management information systems and intercarrier network service to cellular telephone companies. The company was entrepreneurial, technology-driven and loosely organized. Appex’s employees were focused, committed and hardworking people who preferred to work closely with interaction, in order to successfully meet customers’ needs.

Therefore, for an organization to have a definitive structure, there needs to be employees assigned (and carrying out) prescribed tasks in relation to their expertise (division of labour), clearly outlined documentation that spells out spatial relationships within the

(Hughes, Ginnett, & Curphy, 2008). Having knowledge about every personnel in his or her division, and an interaction between the leader and the follower will make things go smoothly in the workplace and can help one identify strange, if there is any, actions or behaviors done an individual.

A process that aims to organize and distribute tasks among employees by relying on the implementation of a general employment policy, contributing to the ability to properly organize work, enhancing communication between staff, departments and management, coordinating functions, controlling available

"The process of coordinating and integrating work activities so that they are completed efficiently and effectively with and through other people".