North Carolina State University MBA 610 – David Henard Case Study- Erik Peterson (A) Copyright – Holly Munn The Erik Peterson Situation By Holly Munn This case study is about a General Manager at Green Mountain Cellular Telephone Company ( GMTC), Erik Peterson. New to his position, he faces a multitude of problems that quickly put him in over his head, although he does not realize it. The parent company of GMTC, Cellular Communications Inc. (CelluCom) was founded by a charismatic and capable leader, Ric Jenkins. He had grown the company over time to be among one of the Top 20 Cellular Companies in the industry. Erik had never worked in the cellular industry prior to taking the position at GMTC, but he very much wanted to be a part of …show more content…
Sometimes companies make hiring or promotional mistakes and the recommendation by Erik should have been considered more seriously. Curt should be put in a situation where he can be successful and a replacement found that could be more successful in the planning department for GMTC Lack of Inventory Control During construction, the program had run out of key materials (antennas and radios) repeatedly. When this happened, it caused rework, loss of money and time. This was Curt Andrew 's job to ensure inventory was in place as needed. Operational/Employee Issues Good. 1) Erik established an inventory reporting system (above) and 2) Erik relied on his personal relationships with the suppliers to help bail him out of two shortage instances Inconsistent Operating Procedures: CelluCom knows how to do this, but there are no company standards which would force consistency and collaboration Lack of Clear Decision -Making There were internal disagreements regarding what type of equipment infrastructure would be needed, and the best way to implement. This caused scope creep, timeline delay, and additional costs Headquarters/Inter-Employee Issue Poor. When there was an argument over what type of trucks to use for repairs and system installations between two employees, Erik cow-towed to both, making the decision to order "some of both types". Lack of Standards ( e.g. CelluCom had successful implementations behind
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Christmas Eve of 2002, husband, Scott Peterson calls in his wife’s disappearance. His wife, Laci, was eight months pregnant. Four months after the disappearance, the remains of Laci and Conner were found a day apart washed up on the shore of Point Isabel State Park. The bodies were found a day apart. Scott was convicted of the murder of his wife and his unborn baby, but I am convinced that Scott should be walking the streets a free man. I believe he did not murder his expecting wife—his actions were justified by his shock, he was simply enjoying his last month of “non-daddy” freedom, and I think Scott was framed by Laci.
Bombardier quickly realized that their aggressive acquisition strategy had become a much more expensive endeavor. By creating a silo environment, they created inefficiencies throughout the entire supply chain. Systems did not communicate, creating process delays, low inventory turnovers, price inconsistencies, and multiple bills of materials. They also had to hire personal to maintain multiple legacy systems.
I believe that the dilemma is simple: a student challenges the school official authority. I said simple because not for the dilemma’s complexity rather for the regularity with which a young behave in a rebellious manner.
-Lack of co-ordination between different service providers. Regular meetings should be set so that each partner is able to make them to keep up to date and can add any information that may be needed.
1) Issue – The team wants to develop new ventures and wants to keep it in house. They realize that everyone has things that they are working on. They start thinking of pulling warehouse staff to assist with order fulfillment, but right away Maria says no that it is not cost efficient to outfit them with new hardware. The
People tend to become confused on the differences between motive and evidence which are completely different in definition, yet have a few similarities as well when discussing how they tie into one another. Motive, as defined by Merriam Webster is “a reason for doing something”. For example, one’s motive for robbing a bank could be to pay of college debts. Evidence as defined by Merriam Webster is something which shows that something else exists or is true. For example, evidence to a murder could be a potential suspects fingerprints found on the gun used to execute a victim. How these two words, “evidence” and “motive”, words with completely different meanings can tie to each other is that in a case evidence could help find one’s motive for
Patrick Lencioni is an American writer, who focuses on writing books particularly in relation to business and team management. He is best known for ‘The Five Dysfunctions of a Team’, an allegory following the journey of DecisionTech’s new CEO, Katheryn Peterson. In this tale, Lencioni revels the basics of teamwork by creating a fictional business, in which is struggling to grow as a company, due to lack of commitment by its employees. The company fails to accept responsibilities and to come to any agreements, ultimately, resulting a plummeting disposition. Furthermore, throughout the fable, the five dysfunctions of a team become more evident, in which are, absence of trust, fear of conflict, lack of commitment avoidance of accountability and
In the case of “Thomas Green: power, office politics, and a career in Crisis”, it describes the dilemma of Thomas Green who works in a company called Dynamic Display. Thomas was recruited as an account executive, and then five months later, he was promoted as a Senior Market Specialist directly by the President Shannon McDonald. Thomas’s boss Frank Davis hadn’t expected to choose Green as the new senior market specialist, and he was very dissatisfied with Green’s work style and performance three months after the promotion. After being informed that Frank Davis had emailed McDonald about his concerns about Green’s performance, Green was getting really worried about his situation and not sure how to explain his perspective to
*This was a build/design project. The idea of making design decisions after construction was underway is an recipe for catastrophe in a project of this magnitude. The city's insistence that this be held to a tight schedule yet allowing multiple design changes was unfortunate. There were too many players, lots of pressure, and the whole project was run by committee with differing agendas. The project administrators had to balance administrative, political, and social imperatives.
The case study focuses on an employee, Paul Keller, who is being affected by a number of factors. His job performance is hindered by constraints such as his work environment, his home environment, stressors, mood, and the management style of his superior. The case study demonstrates how his job performance is affected and what the consequences could be as a result of his poor job performance and lack of concentration.
This case study will examine the strengths and weaknesses of the managerial leadership of Fletcher Jones and Continental Airlines.
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.
* The vehicles in the factory can’t be built efficiently by the operators as the correct numbers of tools are unavailable.
Jamie Turner faces a difficult situation at Modern Lighting Industries Inc. (MLI). The company is struggling financially and has recently been acquired by a larger firm. Turner was hired as Vice President (V.P.) of marketing and sales by company president Pat Cardullo. Turner was all but guaranteed Cardullo’s position in less than two years when he was hired. However, six months later, the young manager’s future at the company is in serious jeopardy. The root cause(s) can best be summarized as: The denigration of their relationship; which can be traced to two main issues.