Case Study 8.1

In: Business and Management

Submitted By santhu7
Words 514
Pages 3
A leader also has to have a vision that he or she can express and implement. A leader must be able to get tone for the people in group or an organization, setting the tone demands that leaders provide structure, clarity norms, build cohesiveness and promote standards of Excellence.
Steve gardener professor provides a good sense of structure for his students by providing the printout of syllabus in first day with telling the same verbally in first class which provides the students as map how to study the course with security, direction and stability.
Jacinta Morgan professor who teaches organizational communication course provides structure as each individual member should contribute to reach the group’s goal which can be compared Synergy as explained in the textbook by announcing in the first day class that students are responsible for their own learning and she trusts them to know how they learn best.
Norms are rules of behavior that are established and shared by group members which plays a major role in performance and effectiveness of groups. Professor garden had developed positive norms According to his class students as he provides a student to write a paper every other week, midterm and final by grading every paper and he also requires all the students’ presence during his class.
Jacinta Morgan class students have negative feelings for her norms from her group members as she don’t grade every week assignments and she provides grades finally after submitting a final presentation Assignment which makes student feel that she grades only for one big assignment.
Professor Morgan builds cohesiveness naturally by giving students as an opportunity to choose to sink or swim in the class. Where she provides a flat form for students to use laptop, mobiles and they can come and go any time out from the class, students in her class feel as they are discussing with…...

Similar Documents

Case Study 8.1

...Individual Case Study (Case 8.1) 1) The objective of analytical procedures is to discover if there are any transactions or events that are not normal for the company or the industry. This includes amounts or ratios that change dramatically or may be very different from what the industry average is. The first thing for the auditors to look at is how the company is operating. According to the case study it takes an average of six hours for machine setup and the company is below that, which shows they are working efficiently. Then they need to analyze the company’s amounts and ratios in the4 current period versus the prior year. One thing to take a look at is the days sales in receivables increased from 48.4 days in 2004 to 56.3 days in 2005. Sales have not increased much but these figures show that the company is not collecting the money as fast as they were and they need to discover why. Inventories need to be looked at as well since the amounts have increased from the previous year. The finished goods inventory went from $1,175,500 in 2004 to $1,654,000 in 2005, the copper rod went from $1,650,000 in 2004 to $2,625,000 in 2005, and plastics inventory went from $182,000 in 2004 to $224,500 in 2005. The auditor needs to discover if the company has updated their standard costs because if they did not this may be the cause of the inventory price shift since values have most likely changed for the copper and plastic. If this is not the case then it needs to be determined why...

Words: 542 - Pages: 3

Case Study Case Study Case Study

...This case study is an excellent example of how different types of parties can be brought together in a large scale transaction and how the original energy of those early meetings can be lost over time. I imagine that when Anthony Athanas was purchasing those old piers back in the 1960s many, if not all, of his colleagues, friends, and family members told him that he was off his rocker. I’m sure Athanas was looking at this land as his family’s ticket to financial prosperity and somewhat of a legacy that he could leave to his descendants for years and years to come. One of the items I wish the case would have divulged is the amount of money that Athanas had invested in the properties. For me this information would have given an insight to his net worth and how much he had riding on this investment. I assume it was substantial given his actions later in the process. Twenty years later Athanas’ dreams came true and all those naysayers were more than likely green with envy. The amount of pride Athanas’ had in his investment at that moment had to have been insurmountable. Being approached by a big time real estate development company and their extremely wealthy client, Hyatt Corporation, must have made Athanas feel larger than life and made him feel like something he isn’t, which is a developer himself. The case doesn’t give much insight into whether Athanas had any representation or anyone consulting him throughout the process. From the beginning, I saw this as matchup...

Words: 1190 - Pages: 5

Case Study

...recruitment decisions is becoming extremely intense. There is a significant financial cost to recruiting unsuitable candidates whereby in the case of Parkway, inexperienced nurses and under-qualified accountants were employed. 5.1.2. Human skill It is the ability to work with others by getting along with them, motivating them and communicating effectively with others. Managers must have excellent listening skills, be able to analyse conflicts between staff and demonstrate democracy while listening to staff complaints. The management must focus their attention on improving their interpersonal relations with peers and subordinates. However, in Parkway, there is lack of communication and cooperation causing rift between staff. Regular staff meetings could be scheduled for shift leaders and nurses to voice any concerns they may have and discuss any other issues within the workplace. 5.1.3 Conceptual skill Conceptual skill refers to the ability to coordinate and integrate the entire organization’s interests and activities. Top management will need the ability to delegate tasks to others and also to follow up on those tasks to ensure they are being completed. On top of that, keep records or otherwise devise an organizational system to make sure that the correct steps are being followed, and to think ahead and plan for situations that may arise in case the initial solution does not work out. In 4 Parkway, the welfare of the staff is not adhering to. In Figure 5.1, we......

Words: 2588 - Pages: 11

Case Study

...012-IBE-CaseStudies.docx Academic Year 2011-2012 International Business Environment Jean-Guillaume DITTER, PhD Groupe ESC Dijon Bourgogne – Burgundy School of Business SUPPORT DOCUMENT I - CASE STUDIES The texts making-up this document review and emphasize significant issues covered during the sessions. The questions asked at the beginning of each set of texts are meant to help students identify the issues that they should pay attention to. Students will work in teams on one single case study (see class outline for number of students per team). Each team will produce a presentation slideshow of its case study (7-10 slides per presentation, depending on the size of the case). Slideshows will be presented orally during sessions, according to the class outline (1520mn per presentation). Each team member will actively participate in his/her team presentation. Page 1 of 35 012-IBE-CaseStudies.docx CONTENTS Case Study 1. Text 1. Text 2. Text 3. Case Study 2. Text 4. Case Study 3. Text 5. Text 6. Text 7. Case Study 4. Text 8. Text 9. Text 10. Text 11. Text 12. Text 13. Case Study 5. Text 14. Text 15. Text 16. Text 17. Text 18. Text 19. Case Study 6. Text 20. Text 21. Case Study 7. Text 22. Text 23. Text 24. Text 25. Chinese Mercantilism .................................................................................................... 3 Chinese New Year ............................................................................................................

Words: 18376 - Pages: 74

Case Study

...1. Table 8.1 shows results of an eight-center clinical trial to compare a drug to placebo for curing an infection. At each center, subjects were randomly assigned to two groups. Table 8.1 Clinical Trial Data for Problem 1 a. Perform two different tests (Breslow-Day, and likelihood ratio test) for whether the drug effect on curing an infection is the same over eight centers. i) Breslow-Day test: The B-D test of homogeneity tests for whether the drug effect on curing an infection is the same over eight centers gave a chi2 = 8.0 with df=7 and p-value = 0.333. Therefore since the p-value is > 0.05, we fail to reject the null that the drug effect on curing an infection is the same over the eight centers. The drug effect is the same over the 8 center ii) LRT without interaction: LRT with interaction: The LRT for homogeneity of odd ratios is obtained by the difference of -2log likelihood of the two models with and without the interaction term: -2logL(no interaction)-(-2logL(with interaction). From the above two models this given as : = -2(-138.510)-(-2(-133.637) = 277.02 – 267.274 = 9.746 Therefore, p-value= Pr(X27>9.746) =0.203. Therefore, since the p-value is >0.05, we fail to reject the null that the drug effect is the same for the 8 centers. The drug effect is the same for the 8 centers b. Consider a logistic model with the main effects of drug and center only. Perform a 7 degree of freedom likelihood ratio test on whether the......

Words: 1640 - Pages: 7

Case Study

...Renewable Nuclear Biomass /Waste Oil Coal Gas Hydro 193 Pakistan Economic Survey 2011-12 Box- 1 Reforms of Present Government addressing Energy Crises Oil Sector Reforms The Federal Government, in pursuance of its deregulation policy, has deregulated prices of Motor Spirit (MS), High Octane Blending Component (HOBC), Light Diesel Oil (LDO), Jet Propellant 1 (JP1), Jet Propellant 4(JP4) and Jet Propellant 8 (JP8) w.e.f. June 1st, 2011. Refineries and Oil Marketing Companies (OMCs) are allowed to fix and announce their ex-refinery price and ex-depot prices of above mentioned products on monthly basis. Under the deregulation framework POL prices have been linked with Pakistan State Oil (PSO) actual import price. In case of non availability of PSO import prices, the refineries will fix their ex-refinery price as per existing Import Parity Pricing (IPP) formula. Gas Sector Reforms To mitigate the gas shortage, government has designed different policies not only for exploration of new local gas reserves but also for import of gas like Liquefied Natural Gas (LNG) most mentionable are Liquefied Petroleum Gas (LPG) Policy 2011 and Liquefied Natural Gas (LNG) Policy 2011. Coal Sector Reforms Federal and Provincial Governments are endeavoring to harness the huge coal resources of Thar by utilizing it as a source of energy for power generation through international investment. As part of promotional activity to increase the share of coal, the Government of Sindh...

Words: 28835 - Pages: 116

Case Study

...MARKETING CASE STUDY Table of Contents 1. Introduction and History 2. The Mission Statement of easyJet 3. Competitive Analysis (Porters five competitive forces) 4. Marketing Mix 5. SWOT Analysis 5.1 Internal Analysis – Strengths and Weaknesses 5.2 External Analysis – Opportunities and Threats 6. Situational Analysis 7. PEST Analysis (Marketing Plan) 8. Conclusion 8.1. Strategic Issues facing the airline Industry 8.2. easyJet’s future 9. Appendices 1. Introduction and History A successful example of a European no frills airline is easyJet. Stelios Haji-Ioannou (Greek) founded the company in 1995. It is based on the low-cost, no-frills model of the US carrier Southwest. The concept of easyJet is based on the belief that demands for short-haul air transport is price elastic. That means, if prices for flights are being reduced, more people will fly. Traditionally airline concepts are based on the assumption that airline traffic grows in line with the economy and that cutting prices will only lead to a decrease in revenues. With the introduction of the ‘no-nonsense’ concept to the European market, after its deregulation in 1992, easyJet has proven this theory wrong and goes from strength to strength by actually increasing the size of the market and more recently by taking away passengers from the majors (see for......

Words: 4119 - Pages: 17

Case Study

...INSTRUCTOR’S RESOURCE MANUAL CHAPTER EIGHT Cost Estimation and Budgeting To Accompany PROJECT MANAGEMENT: Achieving Competitive Advantage By Jeffrey K. Pinto CHAPTER EIGHT PROJECT PROFILE – Boston’s Central Artery/Tunnel Project: Updated and Complete 8.1 COST MANAGEMENT Direct vs. Indirect Costs Recurring Versus Nonrecurring Costs Fixed Versus Variable Costs Normal versus Expedited Costs 8.2 COST ESTIMATION Learning Curves in Cost Estimation Project Management Research in Brief: Software Cost Estimation Problems with Cost Estimation PROJECT PROFILE – Heathrow Airport’s New Terminal Five Development 8.3 CREATING A BUDGET Top-Down Budgeting Bottom-Up Budgeting Activity-Based Costing 8.4 DEVELOPING BUDGET CONTINGENCIES Summary Key Terms Solved Problems Discussion Questions Problems Case Study 8.1: The Dulhasti Power Plant Case Study 8.2: London’s Millennium Dome Internet Exercises PMP Certification Sample Questions Integrated Project: Developing the Cost Estimates and Budget Bibliography TRANSPARENCIES 8.1 SOURCES OF PROJECT COSTS 1. DIRECT VS. INDIRECT COSTS 2. RECURRING VS. NON-RECURRING COSTS 3. FIXED VS. VARIABLE COSTS 4. NORMAL VS. EXPEDITED COSTS 8.2 LEARNING CURVE MODEL [pic] 8.3 PROBLEMS WITH COST ESTIMATION ...

Words: 3873 - Pages: 16

Laramie Wire Manufacturing Case 8.1

...Auditing Case 8.1 Laramie Wire Manufacturing * Days Sales in Receivables Days Sales in Receivables increased 16% from 2007 to 2008. There may be customers who are not paying due to defective products they purchased. The auditors need to verify that the receivables exist, are properly valuated, are within the cutoff period “timing” for the audit and the amount is correct for uncollectable accounts. Test controls that all incoming receivables have been processed and are complete. * Cost of Sales The cost of sales increased 3% from 2007 to 2008 compared the sales increased 4% in the same period. That ratio is consistent and we do not believe there is anything that should stand out to the auditor. * Inventories The plastics inventory increased 23% although Copper Rod inventory increased 59%. Finished Goods Inventory increased 41% from 2007 to 2008. The price of plastics decreased from $0.19 to $0.12 and the price of copper rod stayed the same so that can explain the difference between how much they grew. The expected value of Copper Rod = 5,900,000*.48 = 2,832,000 The expected value of plastics = 1,100,000 * .12 = 132,000 The expected value of plastics is not consistent with carrying costs at lower of cost or market pricing. This area needs to be checked by the auditor. The square footage allotment also needs further attention. 25% (125,000sq.ft) is allocated to warehousing. Currently the copper rod inventory alone would demand 141,000......

Words: 330 - Pages: 2

Case Study

...interests may be impacted by the execution or completion of the project, and who may exert influence over the project and its deliverables. It should always include the Project Sponsor (authorizes the project) and the client/ business owner (the person/ group who will accept the project deliverables upon completion - may be the same as the sponsor). Group/Individual | Role (Project Interest or Impact) | Internal/External | (e.g. Departmental Employees as identified in the Case Study) | (e.g. users of the new service) | (e.g. internal) | | | | | | | 7.2 Project Team - Names for critical resources and/or identified team members who will be responsible for performing the work of the project. Name | Organization / Department | Role | (e.g. Susan Jones – as identified in the case study) | (e.g. Office of Strategy Management) | (e.g. Project Manager) | | | | | | | ------------------------------------------------- 8.0 Project Risk Identification and Assessment (Mandatory) 8.1 Risk List - the following list identifies early project risks, assumptions, constraints, etc., including, (but not limited to) the scope, schedule, budget (including vendor management), resource availability, organizational structure, legal requirements, etc. # | Risk (uncertain event that may be impact the project either positively or negatively) | 1. | Vendor technical resource availability | 2. | | 3. | | 4. | | 5. | | 8.2 Risk......

Words: 1117 - Pages: 5

Case Study

...________________________________________________________________________________________________________________ HBS Professor V. Kasturi Rangan and Sunru Yong prepared this case solely as a basis for class discussion and not as an endorsement, a source of primary data, or an illustration of effective or ineffective management. This case, though based on real events, is fictionalized, and any resemblance to actual persons or entities is coincidental. There are occasional references to actual companies in the narration. Copyright © 2009 President and Fellows of Harvard College. To order copies or request permission to reproduce materials, call 1-800-545-7685, write Harvard Business Publishing, Boston, MA 02163, or go to This publication may not be digitized, photocopied, or otherwise reproduced, posted, or transmitted, without the permission of Harvard Business School. V. KASTURI RANGAN SUNRU YONG TruEarth Healthy Foods: Market Research for a New Product Introduction Isabel Eckstein strode toward her office, inhaling the aroma from the test kitchen where the product development team was trying new recipes for TruEarth, maker of gourmet pastas, sauces, and meals. Her team had been working hard for the past year on a fresh whole grain pizza. The final market research results had arrived, and it was time to make a decision on launching the product. In 2006, Eckstein, a brand manager, had led the introduction of Cucina Fresca, a fresh......

Words: 5624 - Pages: 23

Case Studies

...the opportunity properly.” The U.S. Women’s Apparel Industry In 2007, the U.S. women’s apparel market was both mature and highly competitive. The economic downturn that began in the early 2000s significantly impacted the industry. Consumers had become very price-sensitive, and over half of all apparel purchased was sold “on sale.” The trend toward less expensive, casual clothing and the rising supply of low-cost, imported apparel intensified price ________________________________________________________________________________________________________________ HBS Professor Richard S. Tedlow and Heather Beckham prepared this case solely as a basis for class discussion and not as an endorsement, a source of primary data, or an illustration of effective or ineffective management. All names and key data in this case have been disguised. This case, though based on real events, is fictionalized, and any resemblance to actual persons or entities is coincidental. There are occasional references to actual companies in the narration. The authors and HBS are grateful to Suzanne Norris for her assistance. Copyright © 2008 President and Fellows of Harvard College. To order copies or request permission to reproduce materials, call 1-800-545-7685, write Harvard Business Publishing, Boston, MA 02163, or go to This publication may not be digitized, photocopied, or otherwise reproduced, posted, or transmitted, without the permission of Harvard......

Words: 4720 - Pages: 19

Case Study

...Educational material supplied by The Case Centre Copyright encoded A76HM-JUJ9K-PJMN9I Order reference F261237 In late 1990, executives, engineers, and financial advisors working for Amoco Corporation and Apache Corporation began serious discussions about the sale to Apache of MW Petroleum Corporation, a wholly-owned subsidiary of Amoco Production Company. Amoco had transferred to MW certain of its own assets that it regarded as non-strategic. MW's size, location, and operations were all very attractive to Apache, which had grown nearly 30% per year since the mid-1980s, largely through acquisitions. The transaction being discussed with Amoco would be Apache's largest to date. It would more than double the size of Apache's current operations, as well as its reserves of oil and natural gas. By the end of January 1991, Apache's executives and advisors were sufficiently familiar with the properties in MW to begin refining their estimates of operating and financial performance in order to structure a formal offer. Apache's chief financial officer, Mr. Wayne Murdy, knew that financing would be a challenge, given the size of the proposed transaction. In fact, the availability of external financing, bank debt in particular, was likely to impose some practical limits on both the amount and form of consideration that Apache could offer to Amoco. It was essential that Apache carefully evaluate MW, both the whole and its parts, and study the likely patterns of cash......

Words: 10178 - Pages: 41

Case Study

...MICROSOFT SOFTWARE LICENSE AGREEMENT WITH COMPUTER MANUFACTURER OR SOFTWARE INSTALLER, OR MICROSOFT WINDOWS 8.1 SINGLE LANGUAGE Thank you for choosing a computer preinstalled with, or updating to, Microsoft Windows 8.1 Single Language. This is a license agreement between you and the computer manufacturer or software installer that distributes Windows 8.1 Single Language with your computer; if you first obtain this software as an update to Windows 8 via the Windows Store, this is an agreement between you and Microsoft Corporation (or, based on where you live, one of its affiliates) instead. This agreement describes your rights to use the Windows 8.1 Single Language software. For your convenience, we’ve organized this agreement into two parts. The first part includes introductory terms phrased in a question and answer format; the Additional Terms and Limited Warranty follow and contain greater detail. You should review the entire agreement, including any linked terms, because all of the terms are important and together create this contract that applies to you. You can review linked terms by pasting the forward link into your browser window once the software is running. The Additional Terms contain a binding arbitration clause and class action waiver. If you live in the United States, these affect your rights to resolve a dispute with the computer manufacturer or software installer, or with Microsoft, so you should read them carefully. By accepting this agreement or using the...

Words: 6825 - Pages: 28

Case 8.1

...Organizational Behavior The (Mis) Behavior of Successful CEOs Leads to Their Departures 1. The reaction of the Boeing’s board of directors against his “misbehavior” is a sign of a senior management that has no tolerance for any misstep especially on a period where the company is trying to regain its previously-tainted leadership (on account of another case of misbehavior). I believe that Stonecipher’s affair should not happen had he thought of his position as a position of pure trust and confidence. That affair was understandably an issue of poor judgment impairing his ability to lead Boeing back to industry leadership after recent company turmoil. The reaction of the board was correct. Mark Hurd clearly violated policy when he misfiled his expense report. Although this situation may seem small and he intended to repay the expense, it shows his intention to mislead the company and what he is willing to do to cover up his mistakes. The reaction of the board was correct. Fraternization in the workplace should not be tolerated, it gives the assumption and perception that the individual is or will be shown favoritism. I the case of Brain Dunn, although he gave gifts and it was not within the misuse of company funds, the CEO should be held to a higher standard and should hold himself to a higher standard which he did by resigning and showing that he understood what he did was wrong. The reaction of the board was correct. 2. To limit the type of behavior shown......

Words: 428 - Pages: 2

kriminalka andel | Athena Chu | under PRIN