Summary Of Macon's Rhetor

Harvard Business Review case, The Nuclear Tube Assembly Room, is an excellent example of how managing and leading a team effectively can make a substantial difference in terms of results and goals achieved, all the while creating new ambitious expectations for workers. This particular case revolves around Ralph Langley, general foreman of the process department at American Radiotronics Corporation. Within the first 24 months of being promoted to general foreman, Langley has swiftly changed the mentality and efficiency of the workers in the nuclear tube assembly room. He has changed their terrible reputation into one of the most

In 1970, the Chiefs of Alberta presented the Citizens plus, it commonly known as the Red Paper. The Red paper pointed out that the Canadian government can not abrogate the Indian Act, because the Indian Act is the link between the aboriginal people and the government of Canada, this is the evidence of Indians people have all sorts of legal rights in Canada, therefore, the Government of Canada must recognize indigenous people have special social status and rights in Canada. In addition, the only way for maintain the Indian culture and language is keep their own identity as Indian. If the Hawthorn-Tremblay Report is regarded as the “citizen plus”, then the White Paper should be defined as the “citizen minus”. The term of the “citizen plus” is

Maconochie was limited in this stage as he had no control over total release on Norfolk Island. What he had control over was a ticket-of-leave on the island where the prisoners continued to be supervised but in a less stringent manner. Although Maconochie had success on a limited scale and it had not been fully proven, it appeared in modern times that gradual release of prisoners was an attractive formula. However, at the end of the 1990s, there was not enough political support and funding at the time to further explore this issue due to the excessive amount of prisoners being released into society as a result of overcrowding. The only exception was sexual offenders, where extensive controls have been implemented but unfortunately these were not controls to help deal with their problems but controls to revoke their freedom. Morris (2002, p.197) believes Maconochie’s release and aftercare concepts should be the foundation of designing a program that gradually integrates prisoners under supervision back into society as law-abiding citizens.

1. The observable artifacts associated with the Chrysler culture was that the CEO was located in a penthouse office of the building which Mr. Marchionne moved to the middle of the engineering department; he streamlined senior leadership, and to the remaining 15 members he gave them added responsibility feeling that the more decisions they had to make the faster they would work to meet the deadlines; he also gave them the opportunity to take full authority to take risks without worrying about bureaucrats barriers and they were allowed to make smart decisions and to be held accountable for them (Lueneburger, 2014).

The use of the competing values framework was demonstrated through Ralph Langley’s management style. He leveraged the four distinct models collaboratively as he led the production staff of the nuclear assembly room. His management approach help lead to the following: an increase in profits for the tube manufacturing operations, team cohesiveness amongst the production staff, individual ownership and problem solving during the production process, staff pride in meeting production goals and deadlines, and respect as well as admiration for management in the assembly room. The current positive direction of the nuclear assembly room staff under Langley’s leadership was in contrast to the department two years prior to him assuming the role as general foreman. It can be concluded that Langley displayed mastery of the competing values framework within the scope of his role as general foreman for the assembly room at American Radiatronics. He was able to develop a word class staff that was able to work as a team to accomplish the goals of the production unit and the company.

The Scanlon plan created problems within the company and questions had to be formulated and put into place to be addressed before any major decisions could be made. Although the Scanlon plan was a good plan, it was not a “one size” fits all plan. Changes needed to be made and what type of changes had to be addressed. Some of the other difficulties facing the company was, no

William Jefferson Blythe IV was born in the late summer of 1946 in Hope, Arkansas. He was named after his father who had died several months prior in a car accident. Williams’ mother ,Virgina, now being a widow needed a way to support herself and her child, she decided to become a nurse- anesthetist. Virginia moved to News Orleans to complete her studies and left young William in the care of his grandparents, Harkey and Mattie Hawkins. His grandparents ran a small grocery store in a predominately African- American neighborhood. The Hawkins taught young bill not only how to read and count, but also that racism, bigotry and segregation were wrong. When Bill was four his mother remarried to a man by the name Roger Clinton and moved to Hot Springs,Arkansas.

“This,” Terrill announced, “is the reason for the lack of productivity in the Sales Engineering division. These are the reports your people require every month. The fact that they sat on my desk all month shows that no one reads this material. I suggest that the engineers’ time could be used in a more productive manner, and that one brief monthly report from my office will satisfy the needs of the other departments.”

o “Burr set up and chaired a “Structure Group”, comprised of six top managers, to decide major policies, including how to reestablish communications in a company outgrowing its original structure.” (p.12)

Bibb County, in central Georgia, was formed December 9, 1822. Geologically, Bibb County is located on the fall line where the southern Piedmont meets the Coastal Plain. Before the arrival of European settlers, the area had been a center of a series of Native American civilizations. The county sits on 249.76 square miles of land and there are approximately 622 people per square mile.

During construction, there were several inappropriate risks taken. For example, time was not invested into accurately drawing engineering plans that accommodated the King’s requests to increase the size of the keel and number of guns. Additionally, when the principal

*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.

Because of the limitations and failures of this process, VPs were frustrated with the fact that everything with IT took longer than promised. On the other side, IT blamed the business for their lack of prioritization and planning about the projects. The lack of coordination in this situation was not sustainable in the future because the stability of the relationship between IT and the business units was in danger.

Emma Richardson, as the facilitator, he didn’t do his work well during the meetings. He start the first pre-launch meeting with asking Barren to give a cost estimate report; and during the second pre-launch meeting he fail to hold the team focus on the discussion.

Timelines were always established early on in any new projects, and the team members worked towards this common goal together. The company relied on its creative employees to stick to their tasks while defining and redefining the goals of the projects. A nice advantage at PremiumSoft is