Peter Browning Case Essay

In the book Ordinary Men, Christopher Browning tackles the question of why German citizens engaged in nefarious behavior that led to the deaths of millions of Jewish and other minorities throughout Europe. The question of what drove Germans to commit acts of genocide has been investigated by numerous historians, but unfortunately, no overarching answer for the crimes has yet been decided upon. However, certain theories are more popular than others. Daniel Goldhagen in his book, Hitler’s Willing Executioners, has expounded that the nature of the German culture before the Second World War was deeply embedded in anti-Semitic fervor, which in turn, acted as the catalyst for the events that would unfold into the Holocaust. It is at this

ASC 320-10-35-33F: “Changes in the quality of the credit enhancement should be considered when estimating whether a credit loss exists and the period over which the debt security is expected to recover.”

As a member of management Clive Jenkins is responsible for boosting employee morale to ensure that company goals are met

The factors I will use to weigh in on reaching my decisions will be the evidence that is incriminating against Mr. Tim Defoy. Embezzlement is a serious charge against the superintendent over the school district. According to Forman (2017), "Embezzlement is defined as the misappropriation of funds for personal use by an entrusted individual. Studies do show that most embezzlers work alone, too many people working on the same task makes it much easier to be caught." In this case, Mr. Defoy was the only person that had been accused of the crime. I will have to investigate how long do the reports show the misappropriation of the public funds. I will also have to rule out everyone in that office at the time because Mr. Defoy was caught that does not mean anyone else was apart of the scheme. Once I

The setting of this case study was the Texas Plant. The Texas Plant produced excellent quality goods, but it was not competitive because of its slower speed of product changeovers, higher costs, and environment of “bureaucratic status quo” (Pryor et al., 2011, p. 111). In addition, the plant’s union leaders, management, and employees lacked positive, working relationships. Corporate leaders hired a new, aggressive vice president, David, to transform the plant by empowering employees and establishing continuous improvement processes (Pryor et al., 2011). David, in turn, bypassed the plant’s Human Resources (HR) and hiring director, Harvey, and hired Paula

The men of Reserve Police Battalion 101 were just ordinary men, from a variety of backgrounds, education, and age. It would appear that they were not selected by any force other than random chance. Their backgrounds and upbringing, however, did little to prepare these men for the horrors they were to witness and participate in.

The intent of the proposal is to address the case brought forward to our organization concerning “The Young Change Agents,” at Price Waterhouse (PW) who later merged with Coopers & Lybrand. It is my understanding that the platform to address the need for change in the organization plummeted with three young pioneers (Shaw, Middleburg and Sgaralgli) recognized a need for change. Prior to Shaw and Middleburg arrival to PWC, they had an opportunity to work in a well-known student organization AIESEC. In their tenure at AIESEC life was different, as Shaw recalled while operating as the president of the national organization in New Zealand division; he recognized that AIESEC focused on developing his leadership skills by focusing on such programs as skills, attitudes, values and cultural understanding. Furthermore, he noted that his transition to PwC led to a lower echelon, and it was difficult to transition from the president to a staff member. PwC also had a high spending budget for stationery compared to New Zealand AIESEC. Moreover, the technology was not up to par for such a large cooperation. (Jick & Peiperl, p. 463) Shaw and Middleburg later partnered with Sgaralgi to fight the deficiencies that they saw in PwC. They created a force that focused on overhauling the existing values at PwC. They approached each situation, manager and employee one step at a time. Expecting nothing in return, but only to share their message on the new

Young Professional magazine was developed for a target audience of recent college graduates who are in their first 10 years in a business/professional career. In its two years of publication the magazine has been fairly successful. Now the publisher is interested in expanding the magazine’s advertising base. Potential advertisers continually ask about the demographics and interests of subscribers to Young Professional. To collect this information the magazine has commissioned a survey to develop a profile of its subscribers. The survey results will be used to help the magazine choose articles of interest and provide advertisers with a profile of subscribers. As a new employee of the magazine, you have been

• Continue to follow the family branding line extension strategy in order to introduce new products such as skin care, soaps, mouthwashes, lotions, and antacids in order to gain increased market exposure and economies of scale. Recent launches of products such as chewing gum with baking soda are testing this strategy.

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.

"There are no extraordinary men... just extraordinary circumstances that ordinary men are faced to deal with" (William Halsey). The same can be said about volatile men. This is the quote Christopher R. Browning thought of when he named this book. The men of the 101st battalion were rarely faced with decisions. Even if it had been proposed by Trapp the morning of Jozefow that "any of the older men who did not feel up to the task that lay before them could step out" (Browning, chapter 7, pg. 57), he didn't actually allow them any time to truly think about it. He brought it up moments before they were about to go out to the slaughter. They were blind-sided and the men who didn't want to risk the future of their jobs as policemen or the men

1. What factors have led to Duane Morris's success? What prompted their late-1990s growth spurt?

Three different leadership styles emerge from the case depending on Ed Sullivan, Rusty Means, and Wallace Thomas approaches. The comments in the case prove that Ed Sullivan operates or use a laissez-faire style. The style allows him to give people within the organization to make all the critical decisions. Ed has delegated all decision-making power to the manager Rusty Means and is satisfied with the output. On his part, Rusty ran the production department with an autocratic style; a type of leadership style that allows him makes all the decisions for the subordinates. Moreover, Wallace Thomas as the newly hired general manager shows an inclination to try to involve employees at all levels in making suggestion and decision-making process.

Based on what you know about George Montgomery, assess his management style and describe what bearing it may have had on his selection of Joe.

Evaluating his approach to bringing about change in his organization. Comparing his approach with that of Jack Welch.