Global Human Resource Management MMC Cortana Operation It had been a bad morning for Jonathan Reid, the general manager of MMC’s Cortana joint venture. He had just gotten off the telephone with his boss in New York, Phillip Smith, who was demanding to know why the joint venture’s return on investment was still in the low single digits four years after Jonathan had taken over the top post in MMC Cortana’s operations. “We had expected a much better performance by now” Smith said, “particularly given your record of achievement; you need to fix this Jonathan, our patience is not infinite. You know the corporate goal is for a twenty per cent (20%) return on investment for operating units, and your unit is not even close to that”. Jonathan felt his boss had just issued a subtle threat, and for the first time in his 20-year career, felt that his job was on the line. MMC is an American multinational electronics enterprise with operations in ten (10) countries and has annual sales of two billion United States dollars (US$2B). MMC Cortana specialized in the mass production of printed circuit boards for companies in the cell phone and computer industries. MMC was in a joint venture with Cortana Electronics Corporation, and MMC owned 51% of the firm’s equity. However, based on the laws of Cortana, MMC as a partner, is mandated to consult with Cortana Electronics before making major investments or changing employee levels. Jonathan was transferred to MMC Cortana due to his outstanding performance as a manager with MMC. He took up the Cortana position following other management positions in Mexico and Australia. Jonathan knew his new position would be challenging, but if he succeeded, he would shortly be in line for an executive position at the company’s headquarters. However, what Jonathan found at the Cortana operation was a total mess, productivity was low, manufactured products were of low quality, there was too much inventory and employee turnover was unusually high. Added to this, Cortana Electronics had failed to keep up with the latest development in manufacturing technology. As the manager, Jonathan requested specialist help to manage the operations and headquarters sent two managers who requested to be returned home in less than three months due to personal reasons. Despite these turns of events and extreme competitiveness in the industry, MMC Cortana had just started making a profit and productivity was improving. He was angry and felt unappreciated by his boss at the parent location. Question 4 Discuss the merits and demerits of a joint-venture multinational enterprise such as MMC Cortana.
Critical Path Method
The critical path is the longest succession of tasks that has to be successfully completed to conclude a project entirely. The tasks involved in the sequence are called critical activities, as any task getting delayed will result in the whole project getting delayed. To determine the time duration of a project, the critical path has to be identified. The critical path method or CPM is used by project managers to evaluate the least amount of time required to finish each task with the least amount of delay.
Cost Analysis
The entire idea of cost of production or definition of production cost is applied corresponding or we can say that it is related to investment or money cost. Money cost or investment refers to any money expenditure which the firm or supplier or producer undertakes in purchasing or hiring factor of production or factor services.
Inventory Management
Inventory management is the process or system of handling all the goods that an organization owns. In simpler terms, inventory management deals with how a company orders, stores, and uses its goods.
Project Management
Project Management is all about management and optimum utilization of the resources in the best possible manner to develop the software as per the requirement of the client. Here the Project refers to the development of software to meet the end objective of the client by providing the required product or service within a specified Period of time and ensuring high quality. This can be done by managing all the available resources. In short, it can be defined as an application of knowledge, skills, tools, and techniques to meet the objective of the Project. It is the duty of a Project Manager to achieve the objective of the Project as per the specifications given by the client.
Global Human Resource Management
MMC Cortana Operation
It had been a bad morning for Jonathan Reid, the general manager of MMC’s Cortana joint venture. He had just gotten off the telephone with his boss in New York, Phillip Smith, who was demanding to know why the joint venture’s return on investment was still in the low single digits four years after Jonathan had taken over the top post in MMC Cortana’s operations.
“We had expected a much better performance by now” Smith said, “particularly given your record of achievement; you need to fix this Jonathan, our patience is not infinite. You know the corporate goal is for a twenty per cent (20%) return on investment for operating units, and your unit is not even close to that”. Jonathan felt his boss had just issued a subtle threat, and for the first time in his 20-year career, felt that his job was on the line.
MMC is an American multinational electronics enterprise with operations in ten (10) countries and has annual sales of two billion United States dollars (US$2B). MMC Cortana specialized in the mass production of printed circuit boards for companies in the cell phone and computer industries. MMC was in a joint venture with Cortana Electronics Corporation, and MMC owned 51% of the firm’s equity. However, based on the laws of Cortana, MMC as a partner, is mandated to consult with Cortana Electronics before making major investments or changing employee levels. Jonathan was transferred to MMC Cortana due to his outstanding performance as a manager with MMC. He took up the Cortana position following other management positions in Mexico and Australia. Jonathan knew his new position would be challenging, but if he succeeded, he would shortly be in line for an executive position at the company’s headquarters. However, what Jonathan found at the Cortana operation was a total mess, productivity was low, manufactured products were of low quality, there was too much inventory and employee turnover was unusually high. Added to this, Cortana Electronics had failed to keep up with the latest development in manufacturing technology.
As the manager, Jonathan requested specialist help to manage the operations and headquarters sent two managers who requested to be returned home in less than three months due to personal reasons. Despite these turns of events and extreme competitiveness in the industry, MMC Cortana had just started making a profit and productivity was improving. He was angry and felt unappreciated by his boss at the parent location.
Question 4
Discuss the merits and demerits of a joint-venture multinational enterprise such as MMC Cortana.
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