...3/27/13 Dashman Company WriteWork Essays & Writing Guides for Students Worried about plagiarism? Read this. Login | Help Essay Topics Area & Country Studies Essays (1,432) Art Essays (7,007) Businesss Research Papers (18,264) Humanities Essays (11,304) Literature Research Papers (31,867) History Term Papers (13,753) Law & Government Essays (5,824) Science Essays (9,902) Social Science Essays (16,816) Writing Guides How to write a book report How to write a research paper How to write an essay Search Search over 115,000 essays Go Worried about plagiarism? Get ideas & start writing References & research topics How to outline your essay Improve writing and grades Close Businesss Research Papers (18,264) › Management (5,798) › Management Planning & Decision Making (602) Dashman Company Essay by elgonzz, University, Master's, October 2008 www.writework.com/essay/dashman-company 1/6 3/27/13 Dashman Company download word file, 2 pages 5 1 reviews Downloaded 13 times Keywords plants, world war, case study, gap, bridging the gap 0 0Like 0Tweet This case study is based on the situation that prevailed in a company during the II world war. It was the period when America entered the war. The Dashman Company was one of the major suppliers of equipments to the US. Armed Forces. As a result of forecast in the purchase made by the20 units which worked as an autonomous body, Mr. Post was appointed to coordinate the purchasing activity by Mr. Mason, the president of...
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...CASO DASHMAN El problema que se ha identificado en el caso Dashman es ¿Cómo lograr la cooperación de los jefes de compras en la coordinación del proceso de adquisición de materias primas esenciales para evitar un futuro desabastecimiento en las plantas? En este sentido, como parte del análisis del entorno se encuentran los siguientes puntos relevantes. Primero, la oficina central había incentivado a sus veinte fábricas a funcionar de manera descentralizada y esto podría llevar a conflictos potenciales al momento de adaptar un nuevo proceso de compras; el hecho que ninguna planta le haya reportado a Post nos indica una posible resistencia al cambio por parte de los jefes de cada planta. Segundo, el Presidente de la Compañía intuyó un posible desabastecimiento de insumos esenciales, lo que conlleva a la contratación de una persona que se encargara de tener una mejor coordinación en el proceso de compras dentro de la empresa, cuya naturaleza era descentralizada. Respecto a los objetivos para abordar el problema identificado, se tiene, en primera instancia, lograr el compromiso y cooperación de los jefes de compra con el propósito de evitar el posible desabastecimiento de insumos esenciales para la producción de los equipos para el ejército de Estados Unidos. Segundo, obtener información detallada y actualizada del proceso de compras de cada planta, con el fin de conseguir un panorama claro de lo que está sucediendo en cada una de ellas. Tercero, comprender la cultura organizacional...
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...SIDDHARTH PAUL IMG-6 063052 DASHMAN COMPANY CASE: WHAT SHOULD BE DONE & WHY Identification of the Problem Subpar Communication & Organizational Behaviour Skills of Mr.Post Action Plan Had I been in the shoes of Mr.Post, I would have done an introspection & analysed whether something was amiss on my part which led to such a situation. Being the Vice president of the company, I would have taken all the blame on myself for not having handled the situation convincingly. Having performed such an analysis my immediate aim would have been to justify my purpose of existence at Dashman company i.e. to ensure the problem related to the purchase of essential raw materials gets over as quickly as possible. This would have been a fantastic opportunity to return the faith thar Mr.Mason, had shown in my capabilities as an experienced purchasing executive. Following could have been the steps taken by Mr.Post:- •Understand the Organization Behaviour Since Mr.Post is new to the company, he should first understand the way Dashman company performs its business, handles its clients and suppliers & employees;the way different departments work, and other organizational practices. This would give Mr.Post a better understanding of the way things are done in the company & would help him devise a different contingency plan for centralization of the business process. •Old Habits die hard- Long standing Decentralization in units As had been the company’s practice of encouraging...
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...CASE STUDY :-DASHMAN Company – 9 Steps of Problem Solving 1. Identification of the Problem:: Hierarchy was not followed by Mr. Post while communicating the change in procedure for purchase 2. Establishment of the Problem:: 2.a) Lack of adequate control over the Purchase Process. 2.b) Every Individual Unit take separate & Independent decision regarding Raw Material procurement. 2.c) Erratic & Irregular Inventory level of Raw Material 3. Objective Related to the Problem:: 3.a) Short Term: Purchase contract above the Set Limit should get approval from Head Office Six weeks in Advance. 3.b) Long Term::Centralised Purchase Process to achieve Timely Purchase and Availability at Lowest Price. 4. Generation of Alternatives:: 4.a) A high Ranked Personnel may be asked to organised & coordinate the purchases between the plant. 4.b) Centralising the purchase activity by authorising One Individual plant . 4.c) Create a Separate Purchase Department in the Company with all powers of purchase in all the units 5. Development of Criteria:: 5.a) Time Saving in monitoring & maintaining the inventory level in the alternative. 5.b) Cost effectiveness of the inventory in the Alternative. 5.c) Acceptability of the Inventory management alternative. 6. Evaluation of Alternatives:: 6.a) Alternative no. 5a may not be accepted by Plant Managers as some of them may not relinquish their authority of Purchasing...
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...— 55 — Research Note : Structuring Problems Shoichi INTRODUCTION There lems, and plan. sion oped known On grasp tive are several alternative the risk methods plans, to grasp make prob- Hyakkai make avoid In the making, by C. a decision the decidevelis well there is a gap between the "desirable state" or the goal, and the "actual situation"or the present state. And the present state is the result (output) of activities in the past and it includes not only actual output, but also forecasted output. PROBLEM TYPES can be classified divide and the by various problem ways. patterns The are are in case of problem method, and world. this of implementing solving which B. and was area KT Kepner the hand, Tregoe, all over the other is also and a method make alternaauthority to Problems We into former sometimes regular case problems plan within structually authority by or beyond using the non-regular whose causal problems. strucuture relationships in the This Sato, organization method who system by chart. Prof I. is problems and it is originally has over devoted the developed to the known clear. in advance We call management paper, of we this well-structured for them can can problems. be decided auThe are eductation would method. like 30 years. the In this concept Countermeasures tomatically latter not case clear. to present if problems is problems We call be identified...
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...The Dashman Company Case: Summary The Dashman Company was a large decentralized concern making many types of equipment for the armed forces of the United States. Late in 1940 the company faced increasing difficulty in securing certain essential raw materials. So Mr. Manson, the company’s president, appointed an experienced purchasing executive, Mr. Post as vice president in charge of purchasing to improve the situation. But there seems to be no improvement Situation: In this case Mr. Post has recently been hired as the VP of the purchasing department. Post decides to centralize a part of the system by announcing through letters to the purchase executives that all the purchases made over $10000 should be cleared with the head office and that he is notified about contracts that are being negotiated at least 1 week in advance. The plant managers express support and co-ordination but the head office doesn’t receive any notice from any plant in this period. Problems: The people in the organization have taken the letter very casually as they feel that it is useless to follow what the letter instructs them to and there could be ‘n’ numbers of reasons for this. 1. The centralization announced just 3 weeks before the peak buying season. 2. Mr. Post not being taken seriously as a result the heads of purchases of the units were not in effect made a part of the decision making process which could have reduced the efficacy...
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...CASE INTRODUCTION AND CONTEXT: Main character of the case: Maureen Frye who joined the company Quaker Steel and Alloy Corporation after graduating with an MBA from Harvard Business School. She joined the company first as a trainee moving on to be a market analyst and eventually became an assistant product manager for Titanium Alloys which is her current role. Her background is in marketing and finance. Maureen is responsible for coordinating the efforts of the salespeople selling extruded titanium alloy products which amounted to $300 million in 1995. Maureen had to face some difficulties in her current role mainly being: there are few women managers at Quaker, she was hired as an outsider, she had to learn the Quaker way of working, she has less experience in the field and only knows a small number of the salespeople well. A brief overview of the company: Quaker Steel and Alloy specializes in high-margin and high quality metal alloys. The company has a strong philosophy for servicing and assisting customers. They enjoy customers’ loyalty in spite of the higher margin charged. The company has a small-town feeling, work culture is friendly and open. There is lack of hierarchy and managerial positions are usually filled from within. Issue on hand: Maureen has been asked to roll out an action plan for adjusting the call patterns of the salespeople. Presently the salespeople spends a large portion of their time on small business accounts. Maureen had attempted earlier...
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...What are the issues in this case? The main issue is that Cheryl cannot seem to get buy in on her vision from her senior management team. The reason for this is because it seems she is moving too fast for the rest of the company executives, and in particular Mark. The Union also will have a major issue with outsourcing some of the manufacturing away from the USA. They will see this as the first step to outsourcing all the company manufacturing. Cheryl seems to be ignoring this problem and wants to deal with it when the union negotiations are due to take place. This is a dangerous strategy. There also seems to be a resistance to change in this company. It has mainly been a family-run company for many years but the board should have known that by appointing Cheryl there would be the inevitable change. If they wanted to preserve the company culture they should have promoted from within, possibly someone like Mark. Mark is also a problem here. He is very close with the founding family and is exerting his influence on members of the board such as Wally. Wally should be making it clear to Mark that Cheryl was appointed because of her leadership qualities and vision, and that he should not resist. Cheryl is not very good at engaging her management team. It seems like she does not really care about their ideas or opinions for the future of the company. This is a major problem because dismissing your management teams opinions leads to dis-engagement and ultimately failure. ...
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...XLRI Jamshedpur J. Singh The PGP Company The PGP Company was a large concern making many types of consumer products. It had six plants spread around the country. Their purchasing procedures had never been completely coordinated. In fact, the head office of the company had encouraged each of the plant managers to operate with their staffs as separate independent units in most matters. In 2005, when it began to appear that the company would face increasing difficulty in securing essential raw materials, Mr. Seth, the CEO, recruited an experienced purchasing executive, Mr. Ghosh, as VP in charge of purchasing—a position especially created for him. Mr. Seth gave Mr. Ghosh wide latitude in organizing his job, and assigned Mr. Murthy (who had served the company in various capacities for many years, and knew most of the plant executives personally) as his assistant. Mr. Ghosh’s appointment was announced through the formal channels usual in the company, including the house magazine. One of Mr. Ghosh’s first decisions was to begin immediately to centralize the company’s purchasing procedure. As a first step he decided that he would require each of the executives who handled purchasing in the individual plants to clear with the head office all purchase contracts which they made in excess of Rs. 1 lakh. He felt that if the head office was to do any coordinating in a way that was helpful to each plant and the company...
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...C H A P T E R T W O Communicating Strategically In the first chapter, we examined the changing environment for business over the last half century. In this chapter, we explore how these changes have affected corporate communication and why it has become imperative for modern companies to communicate strategically. Strategic communication can be defined as “communication aligned with the company’s overall strategy, [intended] to enhance its strategic positioning.”1 An effective strategy should encourage a company to send messages that are “clear and understandable, true and, communicated with passion, strategically repetitive and repeated, [and] consistent (across constituencies).” We begin this chapter with a summary of the basic theory behind all communication, whether individual or organizational in nature. We will also briefly discuss influential models in modern communication theory. Although many communication experts have adapted these theories to help leaders communicate in writing and speaking, few have looked at how these same basic theories apply in the corporate communication context—that is, the way organizations communicate with various groups of people. Communication, more than any other subject in business, has implications for everyone within an organization—from the newest administrative assistant to the CEO. Thanks in part to important strategy work by academics such as Michael Porter, Gary Hamel, and C. K. Prahalad, most managers have...
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...Communicating Strategically In the first chapter, we examined the changing environment for business over the last half century. In this chapter, we explore how these changes have affected corporate communication and why it has become imperative for modern companies to communicate strategically. Strategic communication can be defined as “communication aligned with the company’s overall strategy, [intended] to enhance its strategic positioning.”1 An effective strategy should encourage a company to send messages that are “clear and understandable, true and, communicated with passion, strategically repetitive and repeated, [and] consistent (across constituencies).” We begin this chapter with a summary of the basic theory behind all communication, whether individual or organizational in nature. We will also briefly discuss influential models in modern communication theory. Although many communication experts have adapted these theories to help leaders communicate in writing and speaking, few have looked at how these same basic theories apply in the corporate communication context—that is, the way organizations communicate with various groups of people. Communication, more than any other subject in business, has implications for everyone within an organization—from the newest administrative assistant to the CEO. Thanks in part to important strategy work by academics such as Michael Porter, Gary Hamel, and C. K. Prahalad, most managers have learned to think strategically...
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...0 ΠΕΡΙΕΧΟΜΕΝΑ ΜΑΚΡΟΟΙΚΟΝΟΜΙΚΗ ΘΕΩΡΙΑ & ΠΟΛΙΤΙΚΗ ΓΕΝΙΚΕΣ ΑΡΧΕΣ ΔΙΟΙΚΗΣΗΣ ΕΠΙΧΕΙΡΗΣΕΩΝ ΠΟΣΟΤΙΚΕΣ ΜΕΘΟΔΟΙ ΙΙ (ΣΤΑΤΙΣΤΙΚΗ ΓΙΑ ΤΗ Δ.Ε.) ΣΤΟΙΧΕΙΑ ΥΠΟΛΟΓΙΣΤΙΚΩΝ & ΠΛΗΡΟΦΟΡΙΑΚΩΝ ΣΥΣΤΗΜΑΤΩΝ ΣΥΜΠΕΡΙΦΟΡΑ ΚΑΤΑΝΑΛΩΤΗ ΜΙΚΡΟΟΙΚΟΝΟΜΙΚΗ ΙΙ ΛΟΓΙΣΤΙΚΗ ΙΙ (ΠΡΟΧΩΡΗΜΕΝΗ ΧΡΗΜΑΤΟΟΙΚΟΝΟΜΙΚΗ ΛΟΓΙΣΤΟΙΚΗ) ΕΜΠΟΡΙΚΟ ΔΙΚΑΟ ΙΙ ΕΡΓΑΤΙΚΟ ΔΙΚΑΙΟ ΧΡΗΜΑΤΟΔΟΤΙΚΗ ΔΙΟΙΚΗΣΗ Ι ΔΙΑΧΕΙΡΙΣΗ ΚΙΝΔΥΝΟΥ ΜΑΡΚΕΤΙΝΓΚ ΠΡΟΪΟΝΤΩΝ ΥΨΗΛΗΣ ΤΕΧΝΟΛΟΓΙΑΣ ΟΙΚΟΝΟΜΙΚΗ ΤΩΝ ΕΠΙΧΕΙΡΗΣΕΩΝ ΙΙ ΔΙΑΧΕΙΡΗΣΗ ΣΥΓΚΡΟΥΣΕΩΝ & ΔΙΑΠΡΑΓΜΑΤΕΥΣΕΙΣ ΕΠΙΧΕΙΡΗΣΙΑΚΗ ΟΡΟΛΟΓΙΑ ΣΤΗΝ ΑΓΓΛΙΚΗ ΓΛΏΣΣΑ (ΑΓΓΛΙΚΑ VI) ΤΕΧΝΟΛΟΓΙΚΑ ΘΕΜΑΤΑ ΒΙΟΜΗΧΑΝΙΑΣ ΙΙ ΕΙΔΙΚΑ ΘΕΜΑΤΑ ΣΥΝΑΛΛΑΓΩΝ ΙΔΙΩΤΙΚΟΥ ΔΙΚΑΙΟΥ (ΑΣΤΙΚΟ ΔΙΚΑΙΟ ΙΙ) ΛΟΓΙΣΤΙΚΗ ΚΟΣΤΟΥΣ ΕΙΔΙΚΑ ΘΕΜΑΤΑ ΔΙΟΙΚΗΣΗΣ ΠΑΡΑΓΩΓΗΣ & ΥΠΗΡΕΣΙΩΝ ΛΟΓΙΣΤΙΚΗ ΕΤΑΙΡΕΙΩΝ ΚΩΔΙΚΑΣ ΒΙΒΛΙΩΝ & ΣΤΟΙΧΕΙΩΝ ΔΙΕΘΝΕΣ ΜΑΡΚΕΤΙΝΓΚ ΣΤΡΑΤΗΓΙΚΟ ΗΛΕΚΤΡΟΝΙΚΟ ΜΑΡΚΕΤΙΝΓΚ ΔΙΟΙΚΗΣΗ ΕΦΟΔΙΑΣΤΙΚΗΣ ΑΛΥΣΙΔΑΣ ΦΟΡΟΛΟΓΙΚΗ ΛΟΓΙΣΤΙΚΗ ΤΕΧΝΙΚΕΣ ΠΩΛΗΣΕΩΝ ΕΠΩΝΥΜΩΝ ΠΡΟΪΟΝΤΩΝ ΕΛΕΓΚΤΙΚΗ ΕΠΙΧΕΙΡΗΣΙΑΚΗ ΠΟΛΙΤΙΚΗ & ΣΤΡΑΤΗΓΙΚΗ ΔΗΜΟΣΙΕΣ ΣΧΕΣΕΙΣ ΟΡΓΑΝΩΣΗ & ΔΙΟΙΚΗΣΗ ΕΠΙΧΕΙΡΗΣΕΩΝ ΙΙ (ΕΠΙΧΕΙΡΗΜΑΤΙΚΟΤΗΤΑ) ΔΙΑΧΕΙΡΗΣΗ ΕΠΕΝΔΥΣΕΩΝ ΔΙΕΘΝΗΣ ΧΡΗΜΑΤΟΟΙΚΟΝΟΜΙΚΗ ΕΡΕΥΝΑ ΜΑΡΚΕΤΙΝΓΚ ΔΙΟΙΚΗΣΗ ΕΠΩΝΥΜΩΝ ΠΡΟΪΟΝΤΟΣ ΔΙΟΙΚΗΣΗ ΤΕΧΝΟΛΟΓΙΑΣ ΣΤΙΣ ΠΟΛΥΕΘΝΙΚΕΣ ΕΠΙΧΕΙΡΗΣΕΙΣ ΕΙΔΙΚΑ ΘΕΜΑΤΑ ΔΙΑΧΕΙΡΙΣΗΣ ΣΥΓΚΡΟΥΣΕΩΝ & ΔΙΑΠΡΑΓΜΑΤΕΥΣΕΩΝ 1 2 8 15 20 26 33 42 50 56 58 68 69 74 76 80 84 86 87 91 93 96 97 98 101 103 104 106 117 122 123 124 126 127 136 136 137 ΜΑΚΡΟΟΙΚΟΝΟΜΙΚΗ ΘΕΩΡΙΑ & ΠΟΛΙΤΙΚΗ Εξετάσεις Ιουνίου 2004 ΔΙΔΑΣΚΩΝ: Γ. ΒΑΜΒΟΥΚΑΣ ΤΜΗΜΑ Κ-Ο Απαντήστε σε δύο από τα τρία θέματα. ΘΕΜΑ ΠΡΩΤΟ 1. Με τη χρήση διαγραμματικής...
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