Eden Mccallum Case Study

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

The objective of this case is to understand the importance of crisis management. This case is intended to make the reader consider not only financial implications at the time of the event but the effects on the long term strategies of the organization. Also, the case urges participants to think about the consequences not only on the customer but on those within the organization as well.

Timely and strategic decisions based on best facts and clear thinking when operating under extraordinary conditions during and post crisis

Managers and shareholders are the utmost contributors of these conflicts, hence affecting the entire structural organization of a company, its managerial system and eventually to the company's societal responsibility. A corporation is well organized with stipulated division of responsibilities among the arms of the organizational structure, shareholders, directors, managers and corporate officers. However, conflicts between managers in most firms and shareholders have brought about agency problems. Shares and their trade have seen many companies rise to big investments. Shareholders keep the companies running

Larson Inc. must consider the alternative economic futures for their industry. In any market, economic conditions will change over time. The company must be able to adapt and change with the economy to remain successful. The company needs to find solutions for the changing economy to keep increasing their revenue and decreasing their costs. The economy may go through a recession, expansion and peaks over their years in business. Larson, Inc. needs to analyze the difference scenarios and determine the best course of action for each type of economic future. Also, the company must consider the economy’s stage in the business cycle to make well-informed decisions.

This situation can lead to negative consequences for a business when its executives or management direct the organization to act in the best interest of themselves instead of the best interest of its owners or shareholders. Stockholders of the enterprise can keep this problem from arises by attempting to align the interest of management with that of themselves. This normally occurs through incentive pay, stock compensation, or other similar incentive packages that now cause the managers financial success to be tied to that of the company (Garcia, Rodriguez-Sanchez, & Fdez-Valdivia, 2015; Cui, Zhao, & Tang, 2007; Bruhl, 2003; Carols & Nicholas,

The stakeholders are the shareholders, managers, and employees. The current situation has caused a dilemma that affects all stakeholders equally. When the business is at risk, everyone involved should be concerned about the future of the organization. However, the responsibility falls to the senior leaders of the organization to solve the current issues. However, holding 80% of the company’s stocks is concerned not only about the organizations current issues but also with the value of his investment, as he gets closer to retirement. This creates an ethical dilemma due to his personal finances and retirement being directly affected by the company’s performance. In addition, the CEO believes that the status of the organization is not as bad as some of the senior leadership team would say. The shareholders interest is purely profit. The impact of how Huffman Trucking runs the business and implements change has a direct reflection on the company’s image.

With a great start Leslie Firtell seemed untouchable with her new striving business. But much to her surprise, the crashing economy was going test the abilities of the President and CEO of Towers Legal Solutions yet again. Two of the Towers clients comprised about 60 percent of the firms business were closing the doors. Firtell knew she had to innovative and start to rebuild her clientale to survive even as the economy was declining

The company faces pay equity issues both internally and externally. Internally, employees working in the warehousing department want to be transferred to manufacturing in order to make more money. This immediately begins to throw off the

In chapter 1, and the videos presented to us, we learned that there are bad decisions being made at all levels of management. We assume that as executives the answers should be straightforward and easy. The reality is such that decisions made by these individuals are flawed from the beginning due to nature of thinking applied to them.

Provide strategic financial input and leadership on decision making issues affecting the organization (Shrm.org, 2015).

Up against a recession in Dalton, GA so great that made the rest of the U.S. economy pale in comparison, Myers had his work cut out for him. “When the economy went down, we wound up with the second highest unemployment rate in the country and that carried on for nearly a 5 year period, so that was a significant challenge,” he explained. Instead of buckling under the pressure, Myers quickly set up shop and collaborated with his team in an effort to find a pragmatic solution. “The one thing we really had to do was look at our operation and become maximally efficient,” he recalled. “We went through a process that lasted 6-9 months and we took our time with it. The line in the sand was that we wouldn’t compromise on quality or service on the initiative we took to reduce cost.”

As already observed above, the leaders have the responsibility of making the decisions in the firm. They should consider the ethical as well as moral aspects as they make the decisions, and should be sure to make decisions that lead to the benefit of the parties involved. In order to make such decisions, there is need to observe some procedures as indicated in the essay below.

The communication flow from this point is then one way as determined by the autocratic style and the decision can be implemented throughout the rest of the organisation. There are also many negative attributes with the style of decision making however as the subordinates of Yellow Auto have not been included in the decision making process they may not be as motivated to implement the decisions made by the top managers. This is exacerbated in the case study as this decision to increase the market share of the company is risky due to the economic situation in Turkey. Turkey had experienced a financial crisis in both 2000 and 2001 the latter being ‘particularly far reaching in terms of its impact, resulting in a major collapse of output and employment’ (Onis, 2006). Accepting this level of risk without the consult of other employees can increase uncertainty within the company and cause employees to feel segregated from the company. Furthermore the use of a small group in this decision making process has the potential of experiencing the Abilene paradox (Harvey in Teale, 2003:290) in which some top managers may not voice their concerns to avoid being discredited or appear to lose faith in the organisation. In order to identify and address these potential issues management of Yellow Auto decided to work with academics in the implementation of this decision.

Economic science teaches us that due to their subjective needs, individuals have subjective preferences, and hence different interest. Occasionally different subjective interests give rise to conflicts of interest between contracting partners. These conflicts of interest may result in turn, in one or both parties undertaking actions that may be against the interest of the other contracting partner. The primary reason for the divergence of objectives between managers and shareholders has been attributed to separation of ownership (shareholders) and control (management) in corporations. As a consequence, agency problems