Erik Peterson at Biometra: Case Analysis

Overview This is a case about Eric Peterson, who was recently hired as a product manager in charge of sales and marketing of Biometra’s catheter. This product from Biometra, a subsidiary of Scientific Materials (SciMat), was the first product ever launched by Biometra and so its success was critical for both Biometra and SciMat. From the case we see that even though Eric Peterson tries hard to meet the product target launch date, there are several issues that he and the organization are experiencing.

Biogen Idec History2 Cambridge, Massachusetts-based Biogen was founded in 1978, in the early days of the biotechnology industry. The company’s underpinnings rested on a tradition of great lab science. The company was one of the first to develop recombinant proteins using genetic technology. Two of its

From 2005 to 2014, Mr. Petrochko served as a territory manager with Specialty Surgical Instrumentation (SSI) in Nashville, Tennessee. His duties with SSI revolved around selling surgical devices and assisting distributors in Austin and Houston, Texas. While working for this company, he succeeded in making Texas SSI’s number one distribution territory.

• Managerial problems due to absence of successful correspondence causing communication breakdown issues. Additionally no feedback when individuals expanded or transferred to another support manager.

The Material Flow Committee (MFC) knew that there were many problems associated with this process and that they had to change. The people involved in this group were Sridhar Seshardi, who was the vice president of Process Excellence; Nick Gaich, who was the vice president for Materials Management; Candace Reed, who was the director of the Sterile Processing Department (SPD); and Joan Rickley, who was the director of the OR. The first step that was taken by this committee was a pilot project called the “Early Morning Instrument Prep.” This development would involve a neurosurgery nurse coming to the hospital in the early mornings to make sure that all supplies and instruments were where they would be required for neurosurgery. Another aspect of this project was to “Provide early data into possible sources of problems” (p. 5). Once the MFC had reviewed the data that came back from the “Early Morning Instrument Prep,” they decided the Hospital would greatly benefit from hiring an Implementation Specialist for Healthcare (ISH). The ISH is a firm that has a specialization in

Another cause of the symptoms in this cause is the lack of direction or training. Once Parker realized Millar and Boyce where not meeting the daily goals, he could have talked with. No them, found out why the goals weren't being met, and came up with some suggestions that would help in meeting the goals. Parker was also mute when on Day 6 Millar produced 8½ lengths.  This would have been a great time to boost Millar's motivation. Focusing on positive versus the negative aspects will improve individual morale and well as the organizational atmosphere.

Q1: What were the key issues with Red Star, Ashmark and their relationship that led to this situation? Red Star Key Issues: 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

• What mistakes happen during the designing project/mobilization phases? How did these mistakes impact the first 6 weeks of the project? Why is Chen finding the situation so difficult?

1. In no more than one-page, describe Biometra and the industry that this company is in.

NeoMed Technologies was faced with a lot of difficult decisions at the beginning when it came to where their product would best fit and be most successful. They had developed a technology that could fit into many markets, but needed to choose a product path and market.

Midwest Lighting, Inc. Case Company Description * In 2005, the profit was approximately ($144,000 / $5,500,000) 2.6% of sales; does this number indicate whether the company is doing well or not? * I like how this company’s strategic position is to offer products, lighting fixtures, to specifically

Case Study: An Extended Stay This case study and the following questions pertain to Mr. Londborg, who came into the hospital with trouble breathing. Through his health history, they found out that he has a history of seizures, hypertension, and chronic obstructive pulmonary disease (COPD). His stay was extended in the

Overview of the Business: ABC Learning Ltd was an Australian provider of early child hood education services, founded in Queensland in 1988, that through its 18 centres was the largest single operator of early childhood education services in Australia by 1997. Led by founder Eddy Groves, ABC Learning Ltd continued to grow, through the opening of new centres and the acquisitions of rivals i.e. peppercorn Childcare in 2004 in which 450 centres were purchased for $340 million. “By 2008, ABC Learning was the largest provider of childcare, holding around 20 per cent of the long day care market and providing care to over 100 000 children” (Senate education, employment workplace relations committee, 2009).

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.

Mark Grieg, the hospital’s manager of Clinical Engineering had to question the third parties’ quality of work because of the unsatisfactory results. After the try out test from the competitor’s service, the cost over the long term ended up costing VH more due to additional repair that had to be performed by OEM.