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NOW WHAT DO I DO WITH BRAD AND KERRY

NOW WHAT DO I DO WITH BRAD AND KERRY - CASE STUDY 2 Now What Do I Do with Brad and Kerry - Case Study For this assignment, we need to discuss the case of Jason, a project manager who had to make a choice of which of his two most recently hired engineers, Brad or Kerry, would be assigned to the next big construction project. I’ll define the problem in human resources terms, diagnose the cause and prescribe possible alternatives while evaluating the pros and cons of each. I’ll recommend which employee should be promoted. In addition, I’ll explain why this case is important and relevant to a study of business. Introduction NewBuild was founded in 1909 and it has enjoyed conservative and steady growth since its establishment. The company had no long-term debt and it held substantial cash reserves with which to withstand a long-term economic decline. A severe recession began in 2008 and was impacting the commercial construction industry dramatically. NewBuild planned to spend a significant

Now What Do I Do With Brad and Kerry Case Study

WA Unit 7: Now What Do I Do With Brad and Kerry Case Study Founded in 1909, New Build is a construction organization that prides itself on its reputation for high integrity, customer excellence, leadership, and employee’s personal career growth (Mento, Cougnet & Vader, 2012). The company has benefited from steady growth since its establishment. To their benefit, they have no long-term debt and substantial cash reserves. The Problem Currently, New Build is riding a Great Recession. The economic implications of the recession have included prudent measures to assess the current economic landscape and realistically acknowledge that the economy may continue downward. Lack of work will translate to cuts in the workforce. Therefore, the next promotion as project manager between two Engineers will mean continuous employment, leaving whoever is not promoted to be terminated eventually. Jason, a project manager at NewBuild, is faced with a difficult decision to make. During the harsh economi

From OEM Supplier To A Global

ABSTRACT Firms in developing countries generally have lower technological and marketing capabilities compared to firms in developed countries. Joining OEM alliances can help firms with fewer capabilities to learn from their partners and then upgrade their technological capabilities. In this kind of scenario, learning firms in OEM alliances are usually from developing countries, and they play the role of suppliers; on the other hand, teaching firms are usually from developed countries and play the role of buyers. Although OEM alliances provide a platform for acquiring, transferring and creating knowledge, few suppliers can sufficiently upgrade their technological capabilities to reach a higher level and develop marketing capabilities in order to complete in the global market. Therefore, it is an important issue to know how an OEM supplier from developing countries can become a leading firm in the global market. In this study, we choose Giant Bicycles to explore this issue. We conduct a

Now What Do I Do With Brad And Kerry?

1 Anthony J. Mento, Loyola University in Maryland, USA Jay E. Cougnet, Loyola University in Maryland, USA Christy L. De Vader, Loyola University in Maryland, USA ABSTRACT As the Great Recession continued, Jason, a project manager for the past six years with a large general contracting firm, NewBuild, pondered the burden of being an effective leader and manager in such trying times. He had to make a choice of which of his two most recently hired engineers, Brad or Kerry, would be assigned to the next big construction project. Both were direct reports to Jason for the past nine months. Unfortunately, there was a strong possibility that if the economy continued downward, the one not chosen to be on the new project team could be terminated due to lack of work. Jason, a project manager at NewBuild a large general contracting firm was faced with a staffing dilemma that confronts many managers in tough economic times. He had to decide whom to promote among his two most recently hired engineer

BP and the Deepwater Horizon Disaster

Introduction This paper is a discussion for the case study “BP and the Deepwater Horizon Disaster of 2010” (2012). We will focus on the organization culture towards change, rather than the engineering flaws which lead to that disaster. The Deepwater Horizon oil spill and explosion in the Gulf of Mexico was a result of adopting the wrong leadership style relating to the organization’s critical industry, hierarchal structure, and crisis management. There would have been significantly important approaches to be followed such that to create radical changes within the organization. The Deepwater Horizon oil spill disaster in the Gulf of Mexico in 2010 is considered one of the most significant environmental and management crises. Also BP’s reaction will be always remembered as an example of the worst crisis management as well. I think that BP failed to deal with this disaster by all means, especially the response of their CEO at that time, Tony Hayward. He showed unethical, selfish and irres

Turnaround and Transformation of ICA

Case Study: Transformation Jill Medvedow stepped in and turned the failing organization, the Institute of Contemporary Art (ICA) in Boston around. Through vision, determination, and tenacity, she was able to make it profitable and establish a cultural legacy for the city. In this case study, I will demonstrate where she used different leadership styles to get things done, and how different leadership styles were successful in those circumstances. Issues Facing the Organization Issue A When Medvedow took over as leader of ICA, the organization had a small budget of less than $1 million a year and an attendance of 25,000 visitors. These are both meager in relationship to other art museums (Reavis, 2010). Issue B Due to the limitations of the building, lack of interest, and inadequate funding, ICA didn't have a permanent collection. ICA lacked brand identity; it failed to build patronage of donors and draw repeat visitors (Reavis, 2010). It was attempting to compete with other wellfun

Case Turnaround and Transformation

Introduction Identifying the critical issues/problems in the case and analyzed the key facts related to the issues/problems Jill Medvedow became the director of Boston's Institute of Contemporary Art (ICA) in 1998 at a time when the Museum was facing significant challenges in its operations. During this time, the Museum struggled with visitation, funding, membership, and also a collection of antiques. Moreover, ICA was operating from a building that was converted from being a police station within the streets of Boylston, which had been purchased through public donations. However, before Medvedow's leadership, Boylston Street lacked an appeal and thus becoming less of the visitors' choice. Medvedow reign changed the ICA museum through innovative and transformation leadership (Ifeanyi George Ogbonna, 2013). The organizations significant challenges Discuss the facts which affect these issues Before Jill Medvedow's leadership, the organization was facing significant challe

What Should be the Leadership Style for Success?

Abstract In some scenarios, leadership is about creating change in both individuals and the communities in which they live, through inspiring positive change through authentically motivating and influencing people to achieve what they never thought possible (Transformational Leadership, n.d). In this paper I will briefly describe the critical issues outline in the case study and then identify and discuss different leadership theories as well as leadership styles demonstrated by Jill Medvedow. Keywords: Leadership Leadership Styles for Success In this paper I will discuss the case of “Turnaround and Transformation: Leadership and Risk at Boston’s Institute of Contemporary Art” by Reavis (2010), specifically focusing on the leadership styles of Jill Medvedow in her role as Director of the Institute of Contemporary Art (ICA). Following the identification of her leadership styles, I will conclude with a strategy that can be considered to develop future leaders in the contemporary art scene

The Deepwater Horizon Case Study

In this case study, we will analyze how BP caused systemic damages to a lot of stakeholders through the Deepwater Horizon crisis. We will analyze how the organizational culture of an organization shapes the behavior of its people and in order for this to change, the management team needs to take the right actions. In addition, we are going to think about how we should proceed if we want to implement a radical change program at BP following such a crisis. Keywords: leadership, management, crisis, radical change. Considering the leadership styles from this week’s reading, evaluate which one would be the most beneficial to execute radical change within the organization as it is described in the case study. According to Rowe, Reardon, and Bennis (1995) who developed the Leadership Style Inventory (LSI), there are four leadership styles: commanding, logical, inspirational, and supportive. In this given organization, there is a need for a leader who h

British Petroleum and Deepwater Horizon

This paper discusses a case study about the Deepwater Horizon environmental disaster that occurred in 2010. It will present a summary regarding the work culture and leadership that existed at the time of the event within the British Petroleum organization, and how this directly impacted the disaster happening. Additionally, it presents the issues that lead up to the disaster, identifies stakeholders, and explores how radical change might be implemented within British Petroleum if the same culture were present today. Keywords: leadership style, radical, change Background British Petroleum (BP) is a multinational company based in the United Kingdom, as of 2018 the company had over seventy thousand employees, and total equity at over $101 billion U.S. dollars. In April 2010, BP’s Macondo oil well located in the Gulf of Mexico blew out causing the Deepwater Horizon rig to explode. The result was seventeen injured, eleven dead, and one of the world’s worst environmental disasters that laste

Why do we need to adhere to standards?

Cost and time are very essential to every project and its success however, standard compromise could cause a project set back which could incur more cost than budgeted on the project and even waste more time than necessary. Standards are measure, or model in comparative evaluations set to prevent excesses or inequalities. In project management, “project planning standards defined project activities and address the specific requirements of individual projects” (Finn, 2019). Suffice to mention that “Stakeholders are all those who need to be considered in achieving project goals and whose participation and support are crucial to its success” (Project Management, 2018). At the project planning phase, identification of stakeholders, analysis of their interest and effective communication to them and everyone directly or indirectly involved in the project is crucial as it helps maximize success and reduce risks. Project success depends on effective communication as it helps to define and clea

Why an impact analysis is important?

Yes, I agree with the statement of the question above. The ‘hidden cost’ reminds me of the quote “if you think it is expensive to hire a professional to do the job, wait until you hire an amateur”. “A better adherence to the standards” means the professionals have responsibilities to complete the project within its ‘budget’. As stated by Finn Orfano (n.d.) the standards point to the project planning standards is such a guidance that contains specific requirements of individual projects, such as thoroughgoing goals and objectives, budget and schedule, to ascertain all the team members could identify and comply it effectively and efficiently, including risk management standards with the purpose of minimizing disruptions and ensuring the smooth process (Orfano, nd.). Michelle LaBrosse (2010) mentioned when the project is guided by standards, it means the professional team members are having a commitment to follow the rules and regulations that are stated in the agreement. Furthermore,

Can innovative people be also people that understand, apply and adhere to standards?

I do agree that following standards, taking all stakeholders in mind and having efficient communications with all parties involved in the mentioned issue would have avoided the catastrophe. Following standards is crucial for any project. The fact that the project manager didn’t follow the rules and didn’t get any permits for his work lead to the spillway compromising and the catastrophic after that. All of that could have been avoided if a certified project manager was taking the lead as he would have followed the rules, knew the nature of the project land and at the end avoided any harm for any of the stakeholders. Talking about the stakeholders, certified project managers takes into account all stakeholders of the project and tries to weigh all stakeholders impact of the projects. Finally, projects managers are good communicators by nature, they are used to communicate with each party and ask all the tough questions to make sure that the project is on the right track. I do agree as w

How to address stakeholder?

Stakeholders Internal stakeholders for this project include students, the teachers, and the school administrators. They would all need to be partners in some way to make the project work. External stakeholders would be parents, tax payers, local government and private investors. These subjects would also need to be partners in order for the project to be successful. Committees For internal stakeholders, there should be a committee that addresses issues that arise on a daily basis due to the new initiative. Internal stakeholders will be directed affected and will have their own particular concerns over the duration of the project. Students can use this committee to express any learning difficulties or environmental changes that can come as a result of the classroom consolidation. Teachers will be able to discuss new challenges in the classroom due to the project with the committee, who will be responsible for creating solutions. The school administration can also use this committee to a

How to involve stakeholders?

Strategy management is a process that requires the ability to manage change (Ketchen, 2012, page 38). This essay is about the role of internal and external stakeholders in project management. This explains why it’s important to involve and to communicate. Keywords: Internal & exernal factors, Strategic Management, Decision-making process, Transparency. We leverage the example of a school which wants to consolidate classes to save on teachers’ wages. We first list the stakeholders and their arguments. We then explain how we integrate the different stakeholders into the strategic management process. Last, we propose a solution that seems optimal. Stakeholders review and main arguments First of all, there are four internal stakeholders: 1) pupils. While they won’t benefit from lower taxes unless their parents somehow reinvest the savings into extra activity (cultural, sportive or private teacher), they would be directly impacted by classes’ consolidation. Indeed, this means less focus