Key Issues The key issues for Jack Carlisle, according to Robert Austin, are recorded in the informally published manuscript, Jack Carlisle, CIO. It says the main issue for the company when Carlisle was hired “is the non-existing business strategy that is well understood in the entire IZL organization, coupled with an information technology department that is not structured to align with business strategy” (Austin, 2007). The history prior to Carlisle hiring, was a long history of unfinished projects. The failures of these projects were a result from mismanagement, unclear objectives, and the inability to prioritize the projects (Austin,
There is an emphasis on factual and numerical reporting on which we make decisions about how our company will be run. This is a seriously flawed method of management in that there is a complete lack of thought to the psychological impact of their decisions and management of the organization. The lack of empathy is palatable in the room during these meetings. My failure to elicit empathy for others and myself in the group creates a huge challenge for me. In order to more effectively contribute to the organization, I would like to spend some time researching techniques to connect on an emotional level with the team.
Course Team Project – Week 6 Report CanGo: Analysis and Recommendations Team B Dr. Kevin Hagans Devry University: Senior Project 10/13/2012 1. Problem: Company appears to be disorganized when it comes to internal structure and processes. Recommendation: To improve their managerial structure, CanGo needs to allocate resources and manage dependencies. According to a Harvard Review article written by Bob Frisch (2012), research shows that in business cases, companies often sail though the senior team meetings without those in attendance knowing exactly what they’re signing up for because senior executives already have an execution plan for what they want senior team members to accomplish. Liz and Warren need to make sure that projects are prioritized, assign who is responsible for what part of each project.
Data collection and preparation is stage four. Stage five data analysis and interpretation and stage six is reporting the results. Currently at work my organization has been having a really big problem with material handler’s equipment (MHE). Command decided to put together a team to try and figure out what was going on with all of the accidents and damages being done on out installation with the MHE. The team consisted of seven personnel.
Week Six Assignment Selling Executives On Project Management Table of Contents Introduction 3 Fundamental Reasons Analysis 3 Possible Strategies 5 Conclusion 6 Introduction The success of many organizations hinge on the organization’s ability to adapt to changes in technology, market and industry trends. This paper will discuss how Levon Corporation’s reluctance to implement project management functions kept them stagnant in the industry and almost a non-competitor to their peer organizations. Levon Corporation was unmoved in their position until they realized they were on a steady decline which resulted in them bringing in project consultant to listen to the benefit of implementing project management functionality in
and Akon, O. (2008), “at the refreezing stage, there is a critical focus on reinforcing…the new values, behaviors, and attitudes required for long term operational success.” At the bookshop in Concord, this phase could not be achieved successfully because the employees had no incentive to participate by this stage. Spector (2010) tells us that “ motivation, in this case, refers to the degree to which employees are committed to the achievement of outstanding performance both for themselves and for their company… high motivation creates in employees the capability and willingness to work together to solve problems.” This phase where the new changes are assessed and revised never comes to fruition at Concord. In conclusion, it is imperative that the change agents understand that employee participation builds support for change. Spector (2010) says that “participation in the process of defining problems and designing solutions will help build commitment to the new directions that result from that process.” The bookshop at Concord could have had a different outcome if the board was willing to follow the process of organizational
Problem Statement Sam Nolan(CIO) is finding it difficult to get project approval from Tom Carr(EVP), for designing a new web based internal recruitment system. Tom coming from a old school of thoughts, is resistant to change and believe technology cannot replace the processes involving people. Again, he is not very aware of the IT and its applications and lacks the trust in existing employees. Keeping in mind the track record of Nolan with his previous projects, this new improvement initiative seems beneficial to organization in terms of time/cost saving an improved
The IT team had the business team so confused during the meeting that they eventually just tuned out and IT never actually got to talking about how the new technology could be used for marketing and why it was a good idea. The next issue is the lack of integration between IT and business. Not only do they have problems communicating the points they are trying to get across in language that can be easily understood, but the business end feels as though IT does not know how to meet their goals. A good example of this is on page 76 where it is discussed that “IT people don’t even know some of our basic business functions” and “We don’t feel IT is contributing to creating new business value for Hefty.” Lastly it seems as though there is bad time management and planning on the IT end. I cannot be too harsh on this considering that many projects do not go as planned, on schedule or on budget but this did raise a red flag in the mini case.
Unfortunately, his believe was not supported by the others in the office. On the same time, Suzanne Clammer who was the executive director and also head of the office agree between both sides of view. She explained that she prefer the traditional ways to operate her organization which brought reorganization to their customers; unfortunately office automation was inevitable due to today’s competitive worlds. 1.2 Issues in the case Based on the case study, we found that a few issues occurred in the organisation. The first issue is conflict among the employees due to the organisation change.
These two were hired due to Simpson’s observation that none of the present supervisors have the training and insight to take on company problems. With the hiring of the two the company they started to suggest ideas that would improve on the company’s performance but after a certain period they began to take things fast which did not sit well on the knowledge of the senior supervisors. The ideas would be better if Rider and Green consulted with the supervisors, they were with the company for a longer time and their knowledge and experience should be involved along with the new ideas Rider and Green