...different departmental objectives they are based on a functional form of organization * Advantages of it: * Economies of scale * Greater specialization * Opportunities for technical development * Disadvantages of it: * Coordination problems * Slower adaptation * The departments only care about what they want to do there is no cooperation thus resulting in conflicts and also no concrete decision * Each department is stubborn not willing to corporate to find a solution together team-building activities needed 2. What is the current decision-making process? * They are in a conflict stage no one listens to one another and everyone states that it is impossible instead of jointly figuring out a solution * They have defined the problem and found a solution and are running into problems that they are slowly identifying. However, they have not found any alternatives yet since there is no corporation. * The separate functions are not coordinating with one another * Every department decides what is best for themselves * One department wants to work on other projects * Lack of motivation * No coordination * No concrete leader * No agenda * Rearrange seating plan so that they cannot engage in un-useful conversations * They haven’t talked about the positioning just taken as granted * Finance is unwilling to compromise...
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...Inter-firm coordination as an information problem. The case of a divisionalized company Antonio Leotta Assistant Professor of Accounting University of Catania (Italy) Department: Impresa, Culture e Società Email: antonio.leotta@unict.it ABSTRACT The extant literature on inter-organizational control distinguishes the main control problems as coordination problems and appropriation concerns. The present study focuses on coordination problems and is intended to understand the process leading to the hybrid nature of inter-firm coordination modes and the role of information in this process. In a theoretical part, after discussing the main critical assumptions underlying coordination studies, an integrative framework is proposed to conceptualize the coordination process and describe the role of information in this process. In Particular, the framework assumes inter-firm settings as a-centered and a-static, whence the relevance of an interpretive approach where coordination is viewed as a process characterized by dialectic interactions between coordinating actors. The empirical part of the study is aimed at verifying the explanatory power of the framework studying a case of outsourcing relations in a divisionalized company operating in the semi-conductor industry. The case provided useful data giving new insights that enrich the framework. Keywords: coordination; information; system;: process; inter-organizational relations. Revised version July, 5 2011 1. Introduction...
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...his or her career path at the university. Not only it helps you to be ready for the work force, but it also helps you to build a good relationship with your classmates which contributes to increase your networking. During that experience, students have to go through many important steps such as having great time working together and coordinating a good time to meet up. I will talk about my contribution, about our type of meetings, and also the issues we when through to have a successful presentation. The first step we had was to establish a good communication between each person which is very important for meetings. This leads to build a good relationship with each other in class and outside of class. After a good communication has been set up, we usually set up a time to meet up to discuss headlines about our presentation. Most of the time we had conflict to find a mutual time agreement and we used this website where everyone entered his or her free time and we could see a day and time where everyone can meet up. The most important part of that meeting is to assign everyone a task in the textbook. In the worst case scenario we can usually meet on Skype to have that step done. Once that step is done, it becomes more personal where everyone has to do his or her own research. It usually consists on working on a part of the presentation topic. I usually read the book to have a better understanding of the subject then I can do a summary and apply that knowledge to build...
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...threatened drastic cuts in the budget if these bills are not significantly reduced by the next quarter. I think we can meet this challenge without having budget cuts imposed. I know that subcontractors do not always meet their deadlines, which often makes it necessary for us to ship overnight to our clients. Over the next few weeks, I will be meeting with all subcontractors with whom we have had deadline problems, and in some cases we may need to find new subcontractors. I also know that clients often set unreasonable deadlines. I will be working with the legal department to set up new contract policies that require clients to pay for overnight shipping when their deadlines are particularly tight. I also know, however, that overnight shipping often is used for projects in which no subcontractors are involved and in which deadlines are not unreasonable. This means that the problem also is with our own scheduling; therefore, over the next few weeks I will be meeting with all design teams to discuss whether there are particular problem areas or if we simply need to set more realistic deadlines. Better internal and external scheduling coordination will have many benefits. We will have better relationships with our subcontractors—and in some cases better subcontractors—as well as with our clients. Perhaps most importantly, we will have fewer sessions of working around the clock to meet a deadline. These sessions undermine...
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...Contract/Subcontract Management User Guide Copyright © 1999. All Rights Reserved. TOC TABLE OF CONTENTS * 1 INTRODUCTION Purpose Scope Related Manuals 2 RESPONSIBILITIES Assignment of Tasks 3 INITIAL TASKS Pre-Award Activities Pre-Construction Meeting Filing System Correspondence and Correspondence Control Insurance and Bonds Schedule Submittals 4 PERFORMANCE Changes Commitment Approvals Schedule Requests for Information (RFI'S) Technical Transmittals Claims Backcharges 5 MONITORING/REPORTING Daily Report Progress Review and Coordination Meetings Progress Measurement and Payment Quality Surveillance Safety and Health Environmental 6 TABLE OF CONTENTS CLOSEOUT Page i of v CONTRACT/SUBCONTRACT MANAGEMENT MANUAL 6.1 6.2 Beneficial Occupancy 6.3 Substantial Completion 6.4 Punch List 6.5 7 Contract Closeout Warranty SPECIAL TOPICS 7.1 Contract Law 7.2 Basis for Claims 7.3 Negotiation 7.4 Interface Coordination 7.5 Labor and Industrial Relations 7.6 Force Accounts 7.7 Liquidated Damages 7.8 Delays and Extension of Time 7.9 Acceleration 7.10 Suspension of Work 7.11 Differing Site Conditions 7.12 Terminations 7.13 Project Environmental Controls INDEX FORMS TABLE OF CONTENTS Page ii of v CONTRACT/SUBCONTRACT MANAGEMENT MANUAL Introduction TABLE OF CONTENTS 1.1 Purpose.................
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...involve. This stage is usually quite short, and may only last for the single meeting at which people are introduced to one-another. Once the group’s membership is in place, the second part of the forming stage begins: the task of defining the group’s purpose, structure and leadership. This phase is characterised by a great deal of hesitantly. Members are ‘testing the water’ to determine what types of behaviour are acceptable. This stage is complete when members begin to think of themselves as part of the group. Forming stage in my team is very effective. All our members are willing to meet with each other. Introduce our self and defining the task that we will be accomplished. We are using the traditional structure; we have an elected leadership, social time together and a planning process. The aggressive behaviour is accepted by all of our members. For some members is impatience with these discussions. There will be difficulty in identifying some of the relevant problems. Because there is so much going on to distract members’ attention in the beginning. Cohesion is the action or fact of forming a united whole. The cohesion performance is strongest when members are committed to the group’s tasks and we have good communication with each other and positive interaction. In the forming stage, our group satisfaction is increasing. Besides that, trust of each other is build immediately. The coordination is given by each other. Recommendation First, I will engage my team members...
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...it results in scale formation and in soap wastage (Sample Lab, Fiu). If one ever has gone to a place where ground water is abundant and is used for drinking and cooking, one can see that the pots have a white mark done to the long exposure to the metals that these water contains, or the shampoo doesn’t produce bubbles. Chelation process is usually the one used most frequently to measure water hardness. The metal ions in this water may have electrons that can be shared in pairs with a donor to form a coordination bond. If a molecule or ion has more than one "free" electron pair which can be shared with a metal ion or similar species, it is called a chelating agent. The complex is termed a chelate. The chelating reagent that we will be using in this lab is EDTA (ethylene-diamine-tetra-acetic acid ). This reagent is the most commonly used for this purpose. As the name inplies, EDTA is a an acid, a tetraprotic one. In the completely deprotonated form, EDTA can form coordination bonds at six sites, and the resulting metal complexes are very stable. If the deprotonation of EDTA is not complete, these chelates are not as stable. In the determination of hardness with EDTA, several competing equilibria are involved. The sample solution is buffered at a pH 10 as a compromise between chelate stability, as EDTA chelate stability increases with increasing pH, and the need...
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...Dom (case study) By: Dian Herron ota/s Diagnosis • Dom has a CVA • He has a history of hypertension • Dom also had a coronary bypass • His CVA has affected his left side Demographics • Dom is 56yrs old • He lives with his wife of 30yrs in a first floor condominum on Miami beach. • Dom's primary residence is in NY, but lives in FL during the winter months. • He is on disability from the NY fire department due to cardiac problems and a CVA 3yrs ago. Etiology • Stroke can affect many aspects of vision, and visual losses after stroke decrease safety. • As in Dom's case he has a left visual field cut and left side inattention. Tactile deficits in touch, pain, pressure, temperature, and proprioception are common after a stroke. Body awareness deficits affects knowledge of body construction, spatial relationships, awareness of body parts in relation to one another and right and left discrimination. • Dom's sensation in his left upper extremities are mildly impaired for light touch, superficial pain, and stereognosis. • Dom suffered a CVA during surgery for a coronary bypass. A stroke occurs when the blood supply to your brain is interrupted or reduced. This deprives your brain of oxygen and nutrients, which can cause your brain cells to die. Medications, medical management, surgical intervention Dom's case makes no mention of any medications in the past or currently that he is taking. For scenario process a doctor may probably...
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...(1) How are the coordination and incentive problem dealt with? Answer: Every manager charged with designing the organization has three levers to tackle the coordination and incentive problems namely the architecture, routine and culture. In terms of architecture, Novartis uses compensation based on performance policies to arrest some incentive problems. Salary growth which depends on associates’ individual performance is also used to align the objectives of the associates with the interest of their shareholders and also to create sustainable value for the firm thereby eliminating some incentive problems as well. In the case of Routine, Novartis make use of the Global Reporting Initiative to make transparent reporting to all subunits. Close collaboration with partners who share a common vision and complementary strength are also a generally accepted way of doing things at Novartis which yield them many successes and solve some coordination problems. They are also known for encouraging associates to focus on achievement through collaboration and innovation. Finally, Novartis with their performance oriented culture coupled with the responsible approach with integrity based creativity, dedication and performance of it associates are some of the commonly held values and belief in the company. They also believe that equality of opportunities, mutual respect and dignity at work help bring the best out of its employees and associates. (2) Are units tightly or loosely coupled? ...
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...The Hexadecimal Company ________________________________________ Name 1. Problems A. Macro Lack of appropriate leadership skills. Also, there was lack cooperation among the members of the OD group. The training activities lacked integration and coordination. ________________________________________ B. Micro The members of the OD group were divided in ideas i.e. had division of thoughts. Members of the OD group had little respect of the president Zoltan. ________________________________________ II. Causes Zoltan caused problems among the OD group. When Bill and Peter wanted to explain to him about their ideas on the program, he was unavailable. He didn’t portray the appropriate leadership skills. He didn’t take the OD program seriously because when Kay and Indar wanted to speak to him he would be available but on matters concerning the OD program, he was not available. Lack of cooperation among the members of the OD group was a great problem. It was caused by having different ideas. Kay and Indar wanted an approach that is gradual while the rest wanted an aggressive approach. Lack of integration and coordination problem was caused by lack of a leader among the group members. Lack of respect for Zoltan by the OD group members was a great problem. The members started to see less of him. The cause of this problem was because Zoltan didn’t take the training activities seriously. Therefore, OD group members started to belittle him (McLean, 2005). ________________________________________ ...
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...have addressed the problem so that the entire team could approach and move to the Norming Stage smoothly and harmoniously together as a team. Instead, they left Mike behind and moved on without his presence. The team at week five is now ready to present their case and is now in the Performing Stage. Mike only has some rough handwritten notes. Knowledge of the Team Development Stages should have helped Christine fix problems during the Storming Stage before moving on to the next stage clean and fresh. Part II: Problem Identification The primary problem is Mike, the secondary problem is Christine. During the first group meeting, Mike showed resistance to get together before class. Then as time went on Mike missed most of the meetings. But Mike left brief notes to Christine, which she was supposed to discuss for him at the meetings. In week three there was a cafeteria incident where Mike walked away with drama. Then on week four, Mike confides to Christine that aside from the job, the coursework, he now has girlfriend problems. On week five, Mike could not...
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...Non-Voting Members: Staff, volunteers of faith based organizations, and social service agencies working within established City of Lakeland neighborhoods shall be non-voting members. ARTICLE III – OFFICERS AND DUTIES 3.1 3.2 Officers: The NAC officers shall consist of a Chair and Vice Chair. Term of Office: Each officer shall be elected to a one (1) year term commencing in January and continuing until their successors are duly elected and installed in office. Officers may serve only one term in each office. Eligibility: Officers must be an active member of a registered neighborhood association. Nomination and Election of Officers: 1. Nomination of Officers: a) A Nominating Committee of at least three members shall be formed at the quarterly meeting prior to elections. 1.2 1.3 2.2...
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...Virtual Meetings: MIS IN ACTION 1.) WebEx offers different types of products and services for both small-medium and large businesses. WebEx is a very useful system for business. The WebEx can be used on desktop, laptop, smart phone as long as internet is acquired. You can use it to have a meeting or demonstrate a product everywhere and anytime. It also can make a sales presentation and hold a webinar or press conference. It didn’t limit by time, place or other factors. You can save time and money because you don’t have to care about finding a cozy place and also don’t need to print out the files. It helps many multinational enterprises to decrease their cost from business trip and personnel costs. 2.) WebEx does more than just meetings. WebEx can do almost anything, from holding a press conference, to demonstrating a product, making a sales presentation, conducting remote training, or even collaborating on design, name it. WebEx can do them. As they say, how you use it is only limited on your imagination. Web Conferencing allows conference participants to not only speak to and hear each other or simply just give feedback as compared to conference calls or even face-to-face meetings, but also share notes, view multimedia presentations, even work through ideas on an electronic white board. 3.) When you meet online, you remove many of the constraints that can make meetings a challenge - like getting everyone in the same place at the same time. In Web conferencing...
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...team has not started on its right foot. The purpose of the team should have been made clear since formation and members should have been informed. The team leader is not effective because clearly he does not know himself what the purpose of the team is. Without knowing the purpose of the team, the goal, then nobody knows what the next step is. 4. Meeting management techniques – using agendas, having a scribe and timekeeper are intended to make meetings more effective. In what ways could these techniques have the opposite effect? If the meeting does not take long and there are not many points to discuss, then developing an agenda, having a scribe and a timekeeper might take more time than the meeting itself. 5. If you were asked to participate in this meeting, what would you do to get the process back on track? First of all, I would find out the purpose of the team. Secondly, based on the purpose, I would find out how many team members are needed for the team and appoint them, not before asking them if they think they are qualified for the job or not. I would not start meetings without all members present (I am referring to the present case in...
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...Taking 1) Understand the meeting. Accuracy Meeting minutes have no value if they are not accurate. Names and terms, especially the organisation’s own jargon, must be spelled correctly. And if you are taking minutes without the backup of an audio recording, you need to get it right the first time in your notes: there is no second chance. It’s very difficult to take accurate notes if you are unfamiliar with what you’re hearing. Preparation A good minute taker will prepare him or herself ahead of the meeting. Make sure you understand the agenda and review related documents, such as minutes from previous meetings, related hearings or interviews. Based on these documents, build a glossary of names and terms. A good glossary makes minute taking easier, faster and more accurate. Some people believe that only someone from the same organisation - or even the same department can understand the meeting well enough to take accurate minutes. As independent minute takers, we find this simply isn’t true. In fact, many times someone less intimately connected to proceedings can actually take better notes. An outside minute taker will often be able to hear and record what was actually said, without "reading into" the connotations. A lot of organisations waste a lot of time reviewing and correcting minutes. Make sure your organisation isn’t one of them. 2) Make the time. Taking good meeting minutes takes time. Leave ample time for preparation, for the meeting itself, and for writing up...
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