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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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
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Terra Cog new project GPS (Global Positioning System) named Aerial. Old customers of TerraCog keeps asking about the same type prototype of GPS as new competitors lauched named ,,Ibird’ –with satellite imaginary system. That product is almost the same quality as the old TerraCog GPS model ,but people find need to have separate product with satellite imaginary function.Firsly TerraCog was not impressed with product .But after ,,Ibirds’’ success and grown custumers asking ,about TerraCog’s version
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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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COMMON VULNERABILITIES IN CRITICAL INFRASTRUCTURE CONTROL SYSTEMS Jason Stamp, John Dillinger, and William Young Networked Systems Survivability and Assurance Department Jennifer DePoy Information Operations Red Team & Assessments Department Sandia National Laboratories Albuquerque, NM 87185-0785 22 May 2003 (2nd edition, revised 11 November 2003) Copyright © 2003, Sandia Corporation. All rights reserved. Permission is granted to display, copy, publish, and distribute this document
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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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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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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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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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goal and a lack of leadership and communication, TerraCog has found itself in a tough situation on whether to sell its new GPS system, dubbed Project Aerial, at a competitive price or at a higher price. Their main competitor, Posthaste, has been slowly taking shares from the company with their satellite imagery GPS system that has been on the market for almost two years. As the threat of this competition continues to pressure the company, TerraCog seems to be straying away from its core competency
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