1.1 Acme Issue Acme is highly centralised, with its President John Taylor solely responsible for all decisions. Though he had a management team, he did not make use of it for important decisions. Because of this highly specialised workplace, it has considerably higher production and easier communication from top to bottom…
Download full paperFile format: .doc, available for editing
Download file to see previous pages
This system offered higher productivity as there was clearly defined specialisation and repetition. Admittedly, the company was prone to making mistakes in decision-making and problem-solving because there was an absence of a multi-dimensional system approach. 1.2 Analysis of Acme issue From Jain’s (2004, 3) point of view, Acme exhibits a proper structure according to Webber’s bureaucratic approach (Bureaucratic form according to Max Webber- his six major principles). It is found that the company has a proper structure with the president at the top, and vice presidents and a controller at the next level, which is followed by plant managers and various departments. Moreover, there is clear specialisation, as is evident from the details provided about the company. However, one can see that there is an absence of rationality in the authority exhibited by the company. In Acme, the President, John Taylor, takes all the decisions on his own, independent of any support or help from his management team. Thus, relying on the traditional authority that believes in the supremacy of the dictator, John Taylor failed to distribute the authority among various leaders, thus failing to ensure rationality. In the present case, it becomes evident that the decision to go ahead with the production of the memory unit was taken by John Taylor himself without consulting anyone in the company about the technical viability of the project. This was the reason for his failure to understand the problems involved such as the limited time, the non-availability of materials and so on. One can find two shortcomings in this case. Firstly, he did not understand the problems involved in meeting such a short deadline as he did not utilize the expertise of the management team. Secondly, he ruled like a dictator, so the department heads did not have any chances of appealing to him on decisions. Instead, they were simply forced to meet his deadlines. In addition, when the purchasing department could not procure a particular component, Taylor single-handedly decided that the production would start without that particular component. Admittedly, had he formulated a system of management team that met and discussed progress and hurdles regularly instead of taking decisions for each department independently, someone might have suggested another component that could replace the missing component, as happened in Omega that will be discussed later in this work. The mistakes on the part of Acme become very evident when the issue is analysed through the lens of a systems approach (Haaf. Bikker & Adriaanse, 2002). According to this approach, a system is a whole that is composed of various elements that are related to each other. Problem-solving, according to the systems approach, is not the task of a single person. This approach believes in multi-disciplinary problem-solving. Thus, if it is found that the solution of a problem requires the cooperation of a number of specialists, each specialist conducts an analysis that is primarily based on his or her own discipline. Thus, each of them will come up with the possibilities and hurdles from his or her own field in order to meet the requirements. This will also make each participating department understand how its performance is linked to other departments. Now, a look back into Acme proves that the issues
...Download file to see next pagesRead More
Cite this document
(“The Paradoxical Twins: Acme and Omega Electronics, John F. Veiga Case Study”, n.d.)
Retrieved de https://studentshare.org/management/1436407-the-paradoxical-twins-acme-and-omega-electronics
(The Paradoxical Twins: Acme and Omega Electronics, John F. Veiga Case Study)
“The Paradoxical Twins: Acme and Omega Electronics, John F. Veiga Case Study”, n.d. https://studentshare.org/management/1436407-the-paradoxical-twins-acme-and-omega-electronics.
He was the youngest president in the history of America when he assumed power in 1961 at the age of 43. So far in the history of America, he is the only Catholic president and the only president who won Pulitzer Prize. Before becoming the president of America, he held various positions in American military, senate, US House of Representatives etc.
The cardinal traits of John Kennedy, which he became known of, are inability to concentrate; risk taking; emotional; self-absorbed; and persistent drawing of attention to oneself. On the surface, Kennedy appears to match quite strongly the extrovert and neurotic personality types as identified by Raymond Cattell and Hans Eysenck.
Advanced technology in the computer industry has come with increased insecurity of operating them. More than before, companies find themselves in a fix after their confidential data leaks to persons outside the company. Hackers of the 21st century have equipped themselves with knowledge to crack firewalls and decode encryption of any kind of data.
The author says that this report was not a priority and Steve should not have spent so much time on it. Being rested for his busy day ahead would make more sense. When he arrived at work, he took time to stop and chat with a friend, which made him even later. His workday was supposed to start at 8:00 and he didn’t arrive at his office until 9:00.
In normal embryo and foetus development, every cell knows where it is in the body because their neighbours transmit chemical messages. Therefore, a skin cell knows not only it is skin, but also that it is - say - nose skin, rather than chin, ear or lip skin.
Moreover the import and export revolved the world. The company wants to centralize its operations and they have to deal both locally and international with stake holders. They have to deal with customers locally and international and same is the case with vendors and suppliers.
In this condition Samsung and all the other companies in this industry try to protect their position either by product differentiation or by cost reduction. If we look at the five competitive porter forces, we can say that the threat potential new entrants Is very low because a lot of capital expenditure is required in order to setup a firm in this industry and also because many of these firms are protect by patents.
As foreign marketing analyst for Acme Pet Products, my purpose was to determine the scope of the problem, the views of the key players and the possibilities of utilizing our products. I also hoped to forecast sales opportunities available there. This project was proposed, authorized and agreed by CEO, George McIllicuddy and was limited to a budget of $5000 US and a timespan of two weeks.
Their ability to decipher and create business opportunities and exploit market conditions became their major asset in making inroad in areas where big players line Samsung, Sony, Matsushita, IBM, Motorola etc. were already well established with huge financial resources,
Since his assassination in 1963, the Americans have been remembering Kennedy for his outstanding ideas and stern civil rights policies1.
In his inauguration speech, President Kennedy read out zero tolerant policies, both
8 Pages(2000 words)Case Study
GOT A TRICKY QUESTION? RECEIVE AN ANSWER FROM STUDENTS LIKE YOU!
Save Your Time for More Important Things
Let us write or edit the case study on your topic
"The Paradoxical Twins: Acme and Omega Electronics, John F. Veiga"
with a personal 20% discount.