Integrated Plant Survey

No effective control and goal orientated leadership was visible. Nowhere during the four months did she ask for progress reports from the stakeholders, if she took any interest in the project and ask for progress reports, she would have seen that the project was behind schedule. No milestones were set to make sure that project goals were on track.

4) Inability to build and lead a team: As per the case, there is no fact to suggest that Erik Peterson made efforts to unite his team to achieve a very ambitious goal of launching the catheter in the stated period. He didn’t try

The company did not perform as well as they should have been able to. There were multiple areas where problems arose, such as the technical architecture of the IT system, relying only on the 3rd party, Qdata, to monitor their IT infrastructure, keeping out of date manuals, and not maintaining their emergency procedures.

A). Lack of Teamwork and Conflict resoultion: In relation to the case, many of the recently hires employees are not including and not trusting/age discriminating Mr. Hill. Although, there were more older employees who were upset, Mr. Hill was the one who had a massive reduction in hours. He is now going to the HR Director and Executive Director. He should have approached them earlier with the problem. (Chapter 4)

-Lack of evaluation and no review process of service provision. A review process should be put in place and all partners must complete this and evaluations

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.

As a result of the approach, there was high turnover of staff and there was very little initiative amongst the remaining staff. Individuals were initially reported as being highly competent but later were blamed for things going wrong, shortly before they left. The team was very tightly knit and generally appeared supportive of the team leader.

Poor communication between management – when the management didn’t communication with their employees it cause then to have low motivation, low loyalty, and high turnover because most of the employees didn’t know what to do or how to do it.

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

The IT folks couldn’t communicate properly with the business about their ideas and strategy that confused the business and made them reject the ideas that were actually worth trying.

1. Discuss three management events that occurred that should have been a “red flag” to the auditing firm.

They also didn’t appear to honor any form of schedule or business ethics because they were charging direct labor time to the project while working on other projects. Functional management appeared to lack leadership and direction across the whole unit.

Moreover, the whole team didn’t do adequate forecasts which generated errors and costs for the company.

So what I see the most critical part is they have high turnover in the organisation and HR manger is always busy in selection process and training. And she was not getting good time to develop the coordination. So she was not been able to find out the actual cause of turnover from the origination. Every other manager has the department head to assist them but in HR section no HR focal person working in the department. So the staffing and the coordination part is lack.

Poorly drafted Vision and Mission Statement of the company which depicted no interest in the profitability of the company and the goodwill of its employees and stakeholders.