...Introduction: This case study discussing the failure of the project “Aerial” due to the lack of communication between TerraCog management and design, development departments. Background: In earlier starting days 1977, TerraCog providing high end sonar equipment to serious sports fishermen and boaters (Beer & Yong, 2008). Around the late 1990s, TerraCog started providing high quality GPS units, these units sold well, as the company already created a name for themselves. Problem: When a competitor “Posthaste “introduced a GPS prototype called BirdsI´ that displays satellite imagery, the TerraCog management signed off the competition as a fad but the product BirdsI´ was a huge success. In order not to lose the market, TerraCog management Richard Fierro, the company president, and Ed Pryor, the vice president, launched a GPS with satellite imagery named as “Project Aerial” without discussing with the design and development departments. Due to various reasons production cost, Unavailability of new technology better than BirdsI and busy with other projects initially they are not supporting the “Project Aerial” Opportunities: TerraCog had an opportunity to open door communication within different departments, this would give employees opportunity to contribute to the success of the new product. An employer’s attitude towards co-workers reflects in the quality of the work. By improving their interpersonal relationships, the company can regain their customer base. Recommendations:...
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...TerraCog Global Positioning Systems: Conflict and Communication on Project Aerial GEB314 – Group and Organizational Dynamics Professor Barry Atkins Carlos Albizu University Monica Estopinan Spring 2013 Introduction TerraCog is a private company specializing in high-quality Global Positioning Systems (GPS) and fishing sonar equipment. In spring 2007, the company took on a project to enhance their high-quality GPS handheld with satellite imagery; the project was named Project Aerial. The decision to develop the new enhancement resulted from increased customer demand, and loss of market share to competitor Posthaste, who in October 2006, introduced BirdsI, the “only handheld GPS with satellite imagery” (Beer, Young, 2008). By the end of 2007, TerraCog had developed a prototype of their version of a GPS unit with satellite imagery and planned to launch the product by the holiday season of 2008. Emma Richardson, the new Executive Vice President, was tasked with the launch of the newly developed GPS unit; she needed to finalize decisions on costs, pricing, and initial production volume. Emma’s main focus as the new EVP was to move the company toward greater operational alignment and increase cross-departmental cooperation. This focus was in response to existing tension between the U.S headquarters in Chicago and the production team in China. The development of the new Aerial would no doubt add to this tension. The design conditions of the Aerial GPS were handed off...
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...LEADERSHIP IN ORGANIZATIONS(Draft Syllabus) B01.1302.25 Spring 2010 Professor R. Kabaliswaran Office: KMC 7-56 E-mail: rkabalis@stern.nyu.edu Office Hours: 11:30 AM– 1:00 PM on class days and by appointment Class Hrs: Wed 1:30-4:20 PM on Jan 27; Feb 3, 10, 17, 24; Mar 3, 10, 24, 31; Apr 7, 14, 21, 28. Due Dates Team Case Write-up: 2/24. Final Team Project : 4/28. Indiv Take Home Final: 5/2. ____________________________________________________________ _________________ Course Overview Welcome aboard! What do leaders do? What happens inside organizations? And how do these relate to each other? In a nutshell, that’s the stuff this course is made of. Business organizations of all types face chronic management problems that pose significant challenges to them. These problems include the difficulty of designing organizations capable of coping with highly dynamic business environments, the challenge of developing strategies and structures for hypercompetitive conditions, the greater complexity of managing global enterprises, the difficult task of shaping a corporate culture, managing politics and conflict between individuals and organizational units, motivating employees who are more mobile than ever, designing attractive incentive systems, managing and harnessing intellectual capital, and so on. Such challenges and how the top leadership can deal with them are the subject of this course. The course has two major components. The first is “macro” in nature. It focuses on organizational...
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