Review of the Gordontown Power Plant

In the area of weaknesses, the biggest challenge was employee turnover. Even with the recession and the current job market good talent could and can be found, but it is hard to retain with the current compensation and benefit plans offered

Overall, there were three “red flags” E&Y was not aware of during the audit. First, they neglected the 500% net income increase from 1999-2001. This should have raised awareness because revenues only increased by 5% during that same period. Second, the internal auditors were denied access to some of the corporate ledgers. E&Y should have seen this as being one of the largest red flags. Third, the audit team failed to properly investigate employee complaints.

As a member of the power sector, DTL Power is absolutely vital to the operations of other critical infrastructure pieces. The other key pieces of critical infrastructure represented in our environment are the Federal Government, Avistel Telecom, Mistral Bank, and Hytema Defense. Electrical power is the core of the US critical infrastructure, and without the energy supplied by the power sector, none of these other infrastructure pieces will be able to continue operations after local backup energy stores are depleted. It is for this reason that DTL Power?s primary security objective is power system uptime.

I then moved down the chain and conducted interviews with their subordinates in the various levels of middle management. What I found to be the main issue within the company is the vast disconnect there seems to be between middle and upper management, both in terms of communication and basic interpersonal relations.

1. Do you feel that the Bearington plant has the right equipment and technology to do the job? Why?

7. Lastly, Anne could cut down on the number of performances to reduce the expenses (if the contract allows for that). From a leadership perspective, the main weaknesses are a vacant CEO position, which makes coverage for the responsibilities of that position difficult, especially in a time of a merger. Secondly, key members such as Keith Lockhart and Ms. Abravanel are skeptical

4. There is a lack of strong leadership at Terra Nova. One key tenant of Terra Nova was that the employees were intended to have 100% ownership of the firm with share ownership not restricted to partners and no majority shareholder leadership dictation. The founders felt that the firm would not survive without the employee ownership aspect; employee ownership creates an emotional and financial attachment to the job and provides a sense of community. Unfortunately, as the finances at Terra Nova declines, junior employees declined to purchase ownership in the company and the senior partners refused to increase their shares which reduced cash flow within Terra Nova.

All of these issues are summed up in Thompsons (2008) assertion that Groves was the right man to grow the business but not the right man to manage the business, had the right manager been in place then the organization may have been able to turn its fortunes around.

The biggest mistake the board of directors made was to trust a single man only because of his reputation. Just because Nick Leeson was reporting large profits, he was given virtually free rein and nobody had knowledge of his activity, when a trader on arbitrage strategies should not report such profits. The fact that Nick Leeson was reporting such profits should have been interpreted by the board of directors as a warning bell.

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.

I see the problem as this: A blatant disrespect displayed by a few of the managers, specifically the most recent Mr. Franklin who was the manager in charge of Marsh when he was asked to resign. Franklin constantly hounded Marsh, saying that he portrayed poor work habits and was disorganized and

Station Reliability - Reliability measures and metrics for all coal plants in the region were undesirable and did not meet most 2015 YE targets. Major forced outages and outage extension at Allen, Marshall, and Rogers were key contributors. Current measures and metrics for 2016 have shown a much needed improvement in reliability.

In the late 1980’s to the mid 1990’s the plant struggled to meet budgetary goals and was faced with potential closure. These struggles stemmed from the plants inability to increase efficiency and reduce cost. Reducing labor

The discussion between promoters of best practice and best fit approaches has sparked widespread controversy in the human resource management (HRM) area. The topic has gained much scholarly attention because it not only addresses a theoretical controversy but also possesses a high degree of practical managerial significance. The essay has the aim to analyse best practice and best fit approaches in HRM of a multinational enterprise. The reader receives insight into Lincoln Electric's organization through a case-study analysis of practical HR approaches serving as a basis for developing practical managerial implications in the last part of the paper.

It is no doubt that Nuclear is very powerful and that it can cause some good things to happen but we can not ignore the horrible things that it has done to our planet and ecosystem. There are two sides to this argument if we should close nuclear power plants or we shouldn't in my personal opinion I think that we should close these plants. But before I had to make my decision I had to do some research on both sides so here is what I found,