If an extensive set of questions is required, then the treatment of employees (Specialists in this case) varied too much to form a true class action lawsuit. The Appellate court also stated that the case seemed to focus less on how to classify tasks, and company policies and instead more on the different tasks that each specialist performed; which did not pertain to a class action lawsuit. Mies then faulted the court on not considering that in order for a Specialist to be exempt they must regularly exercise discretion and independent judgment. She then again faulted the court for not considering whether every specialist could not, and did not perform this independent work because of policies put in place by Sephora that govern all aspects of the store. The trial court explained that the resolution of this issue would have to focus less on Sephora’s policies and more on the individual Specialists declarations.
Unfortunately to build the value chain we would need a more thorough investigation on the TJ’s processes and arrangements. In my opinion to make the proper investigation of the resources gaps and missed capabilities it is required to be very familiar with the company’s organizational aspects and business process. But due to the fact the company does not publish any investor reports and is has never gone public (Stock Exchange or Private equity funding). In my opinion the Porter’s tool such as Value chain analysis in this case has disadvantages comparing to Grant’s simple approach to resource management and strategic planning. According to Barney (1991), a firm can be said to possess competitive advantage when it achieves superior performance over its competitors by implementing a value-creating strategy that is not simultaneously being implemented by a competitor.
The lack of integration between divisions is a result from the fact that the organizational structure did not meet the company’s expectation. One alternative design I would suggest in order to target the problem existing in Dynacorp is by switching from functional structure to product divisional orientated structure. With this structure, the company would be divided according to the product lines it offers on the market. In other words, Dynacorp will be separated into product-based multifunctional divisions including: Manufacturing, Engineering, and Marketing with a general manager in charge of running the unit (from product development to after-sale service); also they all are required to contribute to the same final
Malone attempts a persuasive style of writing but its effectiveness is questionable. He succeeds in creating an argument, but his call-to-action is ineffective. Considering the context, style, and other components, the target audience could not be properly persuaded. Kobutsu Malone’s “Narcissism and Spiritual Materialism: The New Age Legacy” does a dissatisfactory job of persuading its audience, New Age participants, due to his hypocritical ethos, aggressive pathos, and misguided logos. Malone’s main argument, materialistic values are vividly apparent in the New Age, failed to convince readers his opinion should be taken seriously.
In this case, the president and chief executive officer of Valley Systems Matt Tucker notices that his company cannot get the target this quarter. There is a solution which is those larger orders were moved forward so that they shipped in the current quarter, however, choices always have consequences, if they decide do things like that their customers will face different problems. For instance, several small orders would have to be pushed from the existing quarter to the following one, forcing these companies awaiting product to deal with the inconvenience associated with delay, while the customers who have larger orders would be required to pay their products earlier. As a result, the ethical dilemma in this case they will face is reputation
Do Robin Hood and the Merrymen need a new mission? new objectives? a new strategy? Robin needs to examine his planned initiatives and the unplanned reactive adjustments to his operations to develop a realized business strategy. The current mission is lacking customers, consumers or resources (the travelers), however you look at it.
Critiques of bureaucracy include the ideal type is not the most adequate description of reality because of the lack of attention for informal structures and ways of working, the ideal type lacked attention for notions about goal decision processes and relations to the environment that the organisation is situated in and that the ideal type did not appreciate the possible antagonism between administration and authority. Examples of erroneous bureaucracy. Firstly, the ‘Hurricane Katrina’ disaster scenario which emphasised how the emergency response agency FEMA (Federal Emergency Management Agency) was unable to fulfil its remit because it was not adequately led or resourced. The result was delayed and inadequate responses to the hurricane damage/threat and this had serious implications in New Orleans. Secondly, the role of the Ombudsman in investigations of poor administration in public bureaucracies is highlighted.
Traditional PM systems which exclusively pursue the success criteria of cost, time, quality and meeting technical requirements have become considered ineffective (Bourne et al., 2000; Walton and Dawson, 2001). A common approach is to focus on multiple stakeholders' expectations (Bryde, 2003b; Maylor, 2001; Tukel and Rom, 2001). This has led to a new set of difficulties in developing models for measuring performance because stakeholders' needs are often difficult to manage and measure (Boehm and Ross, 1989; Maylor, 2001) and there is sometimes resistance to going beyond the traditional criteria due to commercial pressures (Chan et al., 2003). These difficulties have resulted in limited literature on more holistic performance assessment frameworks
This group of managers are ambivalent in some aspects of the hybrid role, as they hold a more critical approach to the administrative tasks and senior directives, were they view some of the managerial assignments as less meaningful or a waste of time. Moreover, they cannot fully grasp the underlying purpose of following some of the regional directives as the balanced scorecard “Then we need to do this BSC [Balanced Scorecard], and it becomes like ‘oh when are we going to have time for that?’, it’s difficult to find the time, and I think problematic, since to what extent is it important to work with our goals when it takes time from our patient treatment, preferably I would like to have that time anyway, but that’s not really how it
In the mid-1970s the theory came under attack. Many conflict theorists and positivists despised the theory and believed it was ignoring the concept of deviance. The theorists believed that deviance is rooted in our society and that secondary deviance was useless, and a terrible concept for sociologists. This criticism has continued to challenge labeling theorists due to the recent empirical evidence on the theory. Two hypotheses have been created for this theory, the status characteristics hypothesis explains how individual attributes affect the choice of who is and who is not labeled, and the secondary deviance hypothesis which argues that negative labels cause future deviance.