Airtex Aviation Case Study AirTex Aviation 1. Did AirTex need a new control system at the time of the takeover? * “The management system that was in place was one woman who magically kept everything in her head. There was limited and almost incomprehensible formal system.” Sarah Arthur, the company’s accountant, had complete autonomy over the company’s information, and she kept this information private. * AirTex was in need of a more formalized accounting system, since accounting was a central
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Executive Summary AirTex Aviation is an aviation company, where located in one of the most rapidly growing communities in San Miguel Airport. The company provides fuel line services, Flight training and Aircraft sales. Unfortunately, due to poor organization structure and management team, the company goes to bankruptcy in early 1989. Two Harvard business students, Ted and Frank are interested in purchasing and helping a failing business that show a lot of potential. Both of them would like to implement
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Case Study: AirTex Aviation Background: AirTex Aviation was a fixed – base operation at San Miguel airport in Texas responsible for servicing the non-airline aviation market. The company was headed by Bill Dickerson and was close to bankruptcy. For the fiscal year of 1989 it made a loss of $500,000 on sales of $10M. Ted Richards and Frank Edwards purchased it on December 28, 1989 for $500,000. They knew each other from Harvard Business School and sought to find a business and turn it around
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Gaspard Virgile Lafitte Pierre Vally Kevin AC 503 E MANAGEMENT CONTROL FALL 2008 Take-Home Case Study: AirTex Aviation Table of contents Table of contents......................................................................................................................2 Executive Summary .................................................................................................................3 Issue statement ..................................................................
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KTH Homework assignment ME2028 Behavioral Management Control Andreas Torbiörnsson 09 How could each of the control problems at Leo´s Four-Plex Theater be solved with the use of Cultural control? Cultural control is a type of control that encourages mutual monitoring1 and it builds a lot upon group pressure. The main idea of cultural control is to get the employees to watch over each other and to create a culture that has certain things that you specifically do or don’t do. It aims to
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AirTex Aviation The purchase Ted Richard and Frank Edwards were best friend and both graduated from Harvard Business School. Because of personal goals, they decided to operate business together. They spent $100,000 to purchase Airtex Aviation that was lower than the market value. Airtex Aviation prior to purchase Airtex was on of eight fixed-base operations at San Miguel Airport that composed of six informal departments. -Fuel line activity: Will Leonard, who had no experience and appropriately
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Case 2: ATLANTIC HOME LOAN Marjorie Marques Management Control Systems Mr. Stephen Del Vecchio January 24, 2014 1. The devices (control) used by Al Fiorini before he went back to school were: * To find a person who should execute his work in the company Atlantic Home Loan (AHL). It is a personnel/cultural control in my opinion because Al decided to delegate his work to a person who had the same thoughts that labor matters. For this reason, Al chose Joe Anastasia because Joe was
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Marshall School of Business University of Southern California AirTex Aviation Teaching Note Purpose of Case This case was written to illustrate a basic control system choice. Two young and inexperienced MBA graduates purchase a small aviation company that is in financial trouble. If the company will survive, it will do so only with tight management of cash and new accounting and control systems. The company also needs to make better operating decisions. However, the new owners do not know the
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AirTex Aviation 1. Did AirTex need a new control system at the time of the takeover? * “The management system that was in place was one woman who magically kept everything in her head. There was limited and almost incomprehensible formal system.” Sarah Arthur, the company’s accountant, had complete autonomy over the company’s information, and she kept this information private. * AirTex was in need of a more formalized accounting system, since accounting was a central department
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I think AirTex need a new control system at the time of the takeover; AirTex’s old control system was not effective to serve its objectives, and there are some main reasons why its old control system didn’t work. Firstly, lack of direction, to be specific that is AirTex’s employees don’t know what the company want from them and how can them perform to match the desire from company. Secondly, there was no motivational plan mentioned before the company was taken over, as a result, the employees were
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