Paul Levy Case Summary

Another central feature of the board of directors is the question of whether the CEO is also the chairman of the board. When the CEO is also the chairman this is often referred to as “CEO duality”. In the US the CEO is often the chairman of the board. Studies have shown that the board in most cases

However, the process was unstructured: there were no annual terms for the board members and no formal election process. Bob and Rex should have put in contractual agreements with the board members, which defined their roles and responsibilities on the board. Additionally, they should have put in performance based incentive plans for the board members to further incentivize them. Furthermore, a formal selection plan should have been drafted to select the board in future: how many members, their expertise, tenure, etc. This plan would have been very useful if someone on the board decided to leave or if they would have wanted to add a new

While negotiating the brief I had to deliberate on the intended audience, the purpose and the genre markers inherent in my trailer. The trailer will be set in a haunted asylum, three film students will investigate the mental hospital to dismiss the rumours in a documentary format, it of course turns out the rumours are true and the trio need to try and escape the asylum with their lifes still intact. I chose the unisex young adult market for my trailer, persons aged 15 to 25. I also had to decide on what genre markers would be present in my trailer. The trailer is of course an advertisement and it's main purpose is to get the viewers to go and see the full release of the film in cinemas.

My spring internship with Charles L. Levy Law Firm introduced me to the complexities of children protective services (CPS) cases and contractual law. While working with Mr. Levy on CPS cases, I was able to observe over 30 civil cases at the Waco courthouse and help supervise child visits. I developed a more complete understanding of the importance of CPS cases through attending meetings with caseworkers, investigating suspect parents, and visiting children that had been placed in new homes. Mr. Levy also gave me the opportunity to collaborate on various insurance cases that exposed me to legal materials, such as depositions, that are common in many legal practices. Although tedious at times, helping Mr. Levy with insurance cases was interesting

The organizational structure for govWorks.com was constantly changing throughout the lifetime of the company. The firm started as a horizontal organization since there were only 8 employees to begin with. The structure was a good fit for the size because it was more effective for the members to share tasks and have face-to-face communication. Hierarchy also did not make sense in that stage of life of the company as it will only lead to unnecessary confusion between the roles and responsibilities of each member. As the company became bigger, the number of employees grew to become 233. The company then adopted a vertical structure because hierarchy and rules now became necessary to manage a greater number of employees. Teams and task forces also helped to better manage

Todd Gitlin is a notable author born in New York City. He attended the University of California at Berkeley, where he received a PhD in sociology and was heavily involved in the Students for a Democratic Society group. Gitlin is now a professor at New York University where he teaches culture, journalism, and sociology. Gitlin’s selection, Supersaturation, or, The Media Torrent and Disposable Feeling, comes from his book Media Unlimited: How the Torrent of Images and Sounds Overwhelms Our Lives (2001). In this selection, Gitlin describes how private lives and domestic spaces have evolved from the seventeenth-century until now. He feels as though our once

To make matters worse, Nortel’s Board of administrators failed to have one member that had monetary experience. The twelve-member board was freelance of Nortel, however, most of the members had alternative directorships. This created it troublesome for them to

Another major event in the case was Levy’s decision to fire his COO. When he first took the job in January, many board members urged him to fire her. He declined, and as of April 9th, he was happy with her performance and said he would not be making any major organizational changes. Less than a month later, however, he asked her to step down saying, among other things, that she never “got anything done” and that she exerted too much control over “people and data.” Structurally, her dismissal reinforced the hierarchy and role definition he had been working hard to establish. Additionally, he appeared to operating from the symbolic frame because, had he fired her immediately based on the advice of the board, it would have looked as though he wasn’t in charge. By waiting to fire her, he made it appear as though it was strictly his decision because deciding who the COO should be is not the “board’s job.”

deal. He was acutely aware that his own life savings and those of his associates would ride on his

This company in recent past was floundering under a leadership and management style that had become bloated and unproductive. The board of directors had swelled to more than 50 members with no clear lines of communication between the board, the CEO, and management. This created a void as directives and tasks became poorly understood and remained unfinished. The goals of

A Comparison of Two Media Texts I am going to compare two articles about medical testing on animals. One is a newspaper article written by Polly Toynbee and is called ‘Sorry, but I think dying people are more important than dumb animals,’ this was published in the Guardian. The other is a leaflet with the title ‘It’s a crying shame’ which is design for animal aid.

Levy believes in the CEO as a teacher, he motivates his management team in improving decision making and accountability, an example is the discharging of patients which were being seen as a bottleneck (getting people who are well to leave the hospital). The Department of Medicine was responsible for coming up with a plan to resolve the issue, and had yet to take action in implementing their new plan. Levy addressed this in a staff meeting, direct at the head of the Department, in front of everyone. He said that in order to get anything done, you need a champion, periodic reporting, and corrective actions. This put peer pressure on the Department of Medicine to produce results, singling them out as aware of an issue although they had not yet taken action. This is a lesson on how to organize things to get things done. He was also motivating other to follow suit and start implementing improvements in their departments.

Although limited in abundance, there are specific strengths of Blake Memorial Hospital, such as their new CEO, Bruce Reid, and the strong community base and need for healthcare services. On the other hand, weaknesses within the hospital and clinics, such as poor quality of care and facilities, and a low rate of funding, contribute to the declining performance of the healthcare organization as a whole. Outside of the organization are potential opportunities to cut costs by potentially closing clinics, and as a result, better the quality of care give to patients with increased funding. There are also opportunities to create an emphasis on the neighborhood clinics, for the poorer areas of the city, and potentially increase the referrals to the hospital. Threats outside of Blake Memorial Hospital include competing healthcare facilities such as St. Barnabas; being located in a poor, non affluent area; and threats to cut funding if the clinics are closed.

The Board of Directors are in charge of determining the corporation’s leadership structure on an annual basis and determine if the board will be led by an independent Chairperson or an independent Lead Director. The board has decided that Ronald Sargent, the CEO of Staples, will remain and the Chairman of the board. The Board of Directors is broken down into five committees made up of around three or four board members. Each committee has there own responsibilities and are in charge of making critical decisions that they must assure is communicated properly throughout the entire company. This leadership structure assures that the Board of Directors has a proper balance of leadership roles that allows for a system that prevents any conflict of interests that may come from having the CEO serving on the board.

The Board and its Committees did not function in a way that made it likely that they would notice red flags. The outside Directors had little or no involvement in the Company’ s business other than through attendance at Board meetings. Nearly all of the Directors were legacies of companies that WorldCom, under Ebbers’ leadership, had acquired. They had ceded leadership to Ebbers when their