Assignment 1: Terracog Global Positioning Systems: Conflict and communication on project Aerial Submitted to Dr. Gita Chaudhuri By Viswesh Kurtarkar Section: B On 08.07.2014 ------------------------------------------------- Business Memorandum Date: 08 Jul. 14 To: Emma Richardson, Executive Vice President From: Viswesh Kurtarkar, Executive Assistant Subject: Recommendation to Terracog’s new venture, Project Aerial. Case Analysis summary Terracog specializes in high-quality
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Emma Richardson is in a dilemma whether to go ahead with the Project Aerial or not. The poor decision making process is one of the main reasons for the dilemma caused. Had the management of TerraCog not ignored the idea of shifting to satellite imagery as soon as Posthaste did it, the damage would have been much less. The organisation suffers from inefficient group structure. The decisions were not made in the right manner. When customer requests increased, Richard Fiero on his own decided to change
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Terracog Global Positioning System : conflict and communication on project Aerial. Problem essay : Position statement: From the outset of the case it appears that determination of price point is the sole bone of contention between various players. However, a deeper analysis shows that the problem is beyond determination of the price point. According to my point of view the root cause of all the conflicts within Terracog is the lack of leadership, effective communication and vision and inter-groups
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Name: Munaim Akhtar (ERP ID: 10426) Case Title: TERRACOG GLOBAL POSITIONING SYSTEMS: CONFLICT AND COMMUNICATION ON PROJECT AERIAL Case Analysis: This case is about TerraCog, a well-known high-tech firm that develop product like GPS for consumer market. This case describes the failure of new project initiated by TerraCog named project Aerial due to organizational conflicts between sales, production, and design, development department of TerraCog. Problems: Posthaste, a competitor in market
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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
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Case Study Analysis 1: TerraCog GPS Terracog was a successful privately held firm specializing in high quality Global Positioning system and fishing sonar equipment. Even though TerraCog was always not the first to market new products, but their products were successful because of their high quality and effectively addressed customer needs. When their competitor Posthaste introduced a GPS prototype called BirdsI that displays satellite imagery, TerraCog did not view it to be a threat and believed
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Stephanie Wander MBA 230 Fall 2012 Humans and Organizations An organization is a social division of people that is managed and structured to meet a need or to pursue collective objectives. While the management structure from organization to organization differs, all organizations have some form of a management structure that determines relationships between the different activities and members. This structure also sub-divides and assigns roles, responsibilities, and authority to accomplish
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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
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Issues: The case of TerraCog’ conflict to reach on a common ground is due to lack of communication among various departmental functions, lack of single company vision, fulfilment of personal objectives, and absence of leadership that eventually led up to group conflicts. As stated above, departmental functions responded to their personal objectives in having the final decision sway in their own directions. Sales teams wanted to ship the product which is technically stronger than the competitor’s
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TerraCog GPS: 1. How have departmental and individual objectives lead to the current situation? * There are no OBJECTIVES/ Goals no clear agenda of what needs to get done * Emma needs to become more assertive and instructive * She doesn’t know what she wants * Pressure to get it onto the shelves is stressing everyone and thus ruining the cooperation among members * There are different departmental objectives they are based on a functional form of organization
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