Marshall & Gordon

A- They should weight the criteria to optimize and determine the best of the best. For

My decision is to do the evaluation late on the transferred employee. I would get with all departments involve, let everyone know what was done wrong, and configure a strategy to make sure that this did not happen again. I would like to figure out a way that this not only did not happen in my department again, but I would also want to make sure that it did not happen in our organization again. In the case of the transferred employee the situation occurred because of a lack of education and communication.

a. Discuss his specific strengths and shortcomings in dealing with each problem. Cite evidence from the case to support your assessments.

Such criteria may include: profit; cost; return on investment (ROI); market share; capacity; risk; and / or, cash flow, to name a few. Qualitative criteria may include: competitive advantage; customer satisfaction; employee morale; corporate image; ease of implementation; synergy; ethics; safety; and / or goodwill, to name a few. There may be other criteria that the Learner / group have determined are essential to the decision making process. Ensure that the criteria chosen are clearly articulated and described.

PTI had been entirely dependent on Harry Elson to manage all strategic, financial, operational and marketing decisions. However, Lane’s Lane experience in managing finances, managing operations, leading teams and making strategic decisions in the manufacturing industry are the necessary hands-on skills to lead PTI after Elson’s death.

Ethical, policy and commercial considerations had to be taken care of significantly while making the decision.

Are there other considerations or calculations that should be taken into account before a final decision is made?

-Who is the decision maker? (Remember: in analyzing a case you have to put yourself in the position of the decision maker and try to figure out what YOU would do in his/her position).

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 Compensation Program rewards efforts as the employee shows growth offering competitive salaries, incentives based on individual and company performance, including commissions for our Sales team, 401(k) savings plan with excellent company matching contributions, corporate discounts for attractions and key vendors (travel, technology and gifts), commuter spending accounts. The program supports our go-to-market strategy, our overall business strategy, and our

Apply a simple decision making technique to evaluate options to arrive at the best solution (24 marks)

     We need to consider a number of relevant information prior to making the decision. The information that needs to be considered is:

I am going to provide a scenario and what the manager should do in the scenario. Scenario: A long time employee, Fred, with a perfect attendance record suddenly doesn’t show up to work for an entire week. Fred doesn’t notify the employer of the reason for his absence. The employer tries to contact Fred without any success. The employer then promotes one of his other employees, Mark, to the position that Fred had. After a week Fred returns back to work only to find out that Mark is doing his job. Fred tries to explain to the manager that his father died and he was too devastated to answer the manager’s calls to him. What should the manager do now? In this scenario, the manager should let Mark keep his promotion and give Fred Mark’s old job. Fred should have notified his manager of his leave if he wanted to keep his position. It would be hard to remove Mark’s promotion

They have a global structure to ensure satisfaction with strategic and financing needs of clients around the world. In the institutional client services segment they facilitate client transactions and make markets in fixed income, equity, currency and commodity products—primarily with institutional clients (GS). In addition to this they make markets and clear client transactions on major stock options and futures exchanges worldwide, provide financing, securities lending and prime brokerage services (GS). Although revenues from these activities are decreasing it is still by far the greatest source of their revenue (GS).

We have to think about the qualitative factors that are involved in our decision making too. In the decision making process, as we saw in a case called The Nancy M. Hohman, we saw that many times the numbers will not speak louder than our personal preferences. The Nancy M. Hohman was a less than one year old ship, worthy US$ 40 million, carrying 200,000 tons of crude oil and 28 crew members and had an engine malfunction 9 miles way off the coast of South Africa. However, Port Elizabeth (the nearest one) was too small for the ship and the next close one was 380 miles away.