Case Study : Case Analysis : Case Study

As a result Dr Brownlow decided he needed to develop his senior staff by sending them on a training course, he chose Brenda Frame and Judith Smythe for this training. Richard believed the problems lie not with his style of management but by the lack of leadership and management by Brenda Frame and Judith Smythe. Brenda and Judith implemented there ideas but Richard and Fred Windows were negative about it saying that it was just a fad as they had been on these courses and knew more about management and leadership and gained nothing from the courses. Brenda who normally would issue instruction as a manager does, turned herself into a leader my taking on board other ideas from her colleagues and creating working parties to make the working of her department run more efficiently and smoothly. She included Richards’s project staff into her working groups but he was unhappy about this even after Brenda protested and Richard adamantly refused to yield on this matter. Also at the start of the year Richard decided to off load several tasks to his three projects team leaders Ian Campbell, Carole Devlin and Joanne Cassidy. Richard only believed that Carole had the necessary experience and commitment to take on the extra work load issued and he did not consult his other staff nor did he explain the job role that it entailed.

I presented Esteban’s case during case consultation because I noticed that I had countertransference when doing his intake. My expectation when presenting this case was to receive feedback that would help me to provide effective treatment to Esteban without my countertransference affecting his treatment. This section of the paper will talk about the feedback I received about my countertransference and how to support Esteban.

S: YMR stated that she had been living with her mother about one year, has is a newcomer. YMR lived with her maternal grandmother for many years back in her country. YMR stated that when she arrived to the U.S., she found out that her mother was pregnant, She shared that her mother did not want to tell her because she did not know how the client was going to react. YMR stated that she was happy because her mother had had four miscarries before. YMR explained that almost at the same time that she started living with her mother, the mother's partner and father of the child that her mother was going to have moved into her home. YMR stated that her mom used to work from 6am-12pm and the YMR spent a lot of time with her mother's partner. YMR stated that this man has

- One of the issues is the fact that Senator’s are appointed by the Prime Minister. In other words, senators are appointed to the Senate for being loyal to the Prime Minister’s party which is seen as undemocratic and gives the Senate an illegitimate image.

Discuss the four components of corporate social responsibility and how they relate to a charitable campaign such as (Product) RED. How does participation in a cause-marketing event contribute to a company's social responsibility? What role does sustainability play?

All of these issues are summed up in Thompsons (2008) assertion that Groves was the right man to grow the business but not the right man to manage the business, had the right manager been in place then the organization may have been able to turn its fortunes around.

Inferior Company Leadership - President Barry Louden failed to manage the business at a high level, recognize the warning signs, and proactively deploy a strategy for improvement. He fired his accountant and allowed the company to flounder, displaying no sense of urgency, taking on increasing amounts of debt, and failing to reach out to Ashmark for help until it was too late.

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.

Peter Nicholson wishes to convert the factory in the north east to production of the electric taxi. Using data in Appendix C, Table 1, calculate payback period and the average rate of return.

It is also important to note that Parson accepted this job knowing full well what it would entail. He was aware that Morgan Stanley’s Investment Banking and Capital Markets divisions were hardly recognized by competitors. The division’s poor performance in the past also resulted in a high turnover rate for the position. In order to turn the figures around Parson knew what had to be done and he was very hard working and committed to putting Morgan Stanley back on the map, even if this meant sacrificing relationships with his co-workers. While this clashed with the firm’s team oriented structure, senior managers also recognized what needed to be done and some understood that business could not be run as usual if the firm wanted to see change.

Then, we cannot say that Philip Anderson is a bad manager. Indeed, by reading the text, despite the new failure of his team which has not reach the targets fixed for them, this man seems to have a strong character, he used to manage a team. In my opinion, his is just not to the right place. The description of this manager suggests that the man could have built and managed his own enterprise. Indeed, we can read that Philip is “individual”, “enjoys being a manager” and he has a lot of experience in the professional word. Moreover, the man thinks of himself that he is “hard-working and loyal employee”...

In reading the first article Coach Knight: The Will to Win, I found the article found Coach Knight to be very offensive and mean to his players. Coach Knight did not display good leadership skills. According to the article, Coach Knight’s drive and passion for excellence was not always received as well as his record of wins and losses Snook, Per low, Delacey, 2005).

4. In terms of growth, Loudermilk (CEO) viewed managerial talent as Aaron’s primary constraint. How they address this issue?

One of the ways consumers can control this behavior using the Internet is sharing information about the standards they expect using social medias and podcasts. Since everyone can access the information if it is made public, the business leaders will see this information and will strive to live according to the standards set by their consumers. This will be an effective way because the business leaders will know that if they do not live up to the standards, the consumers may decide to use competitors’ products.

Answer: In our judgement, PepsiCo did not have a moral obligation to divest itself of all its Burmese assets. The reason being: