Compensation Strategy The main purpose of compensation strategy is to give the right rewards for the right employee behaviors. Compensation is an important motivator when you reward people for achieving desired organizational results. An effective management of compensation takes this into consideration.
How have departmental and individual objectives led to the current situation? What is the current decision-making process? What should Emma Richardson do? This paper provides a case analysis and case solution to an organizational communications case BY Michael Beer and Sunru Yong concerning problems in organizational communication and group conflict management at TerraCog, a high-tech company that develops GPS products for the consumer market.
The case focuses on contentious meetings over the recent failure to meet a competitive challenge.
The paper includes problem identification, discussion of main issues, problem analysis, identification and assessment of alternative solutions, recommendations, and implementation plan.
When TerraCog pursues development of a directly competing product, dubbed Aerial, the projected costs threaten to scuttle the project.
The key unit managers gather in a pair of contentious meetings that feature anger, blame, and bewilderment, but produce no effective conclusion. Enclosed report deals with the launching price problem being faced by TerraCog for its forthcoming GPS product Aerial, different options that are available to the company, selection criteria for evaluation and proposed solution along with action plan and contingency plan.
Executive Summary There is significant disagreement over the proposed pricing of Aerial between the different departments. Presently TerraCog has 3 options. It could offer the product at a price which is substantially higher than its competitors, try to offer the product at a price which is slightly higher than its competitors or defer the launching.
Each of the 3 options is assessed separately against the 3 criteria that have been used for evaluation. Conclusively, it is recommended that the launching should be deferred by 3 months. A contingency plan is also discussed which suggests that the product should not be launched to the market at all.
Creation of two cross-departmental teams to research and recommend cost savings or value added options. 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 conflicts. Lack of leadership is evident from the role the president, Richard Fiero.
He was persuaded into making the decision by the sales Vice President Ed Pryor. Richard Fiero went ahead and took the decision based on only one source of information — Sales.
He did not consult the other important players — Production and Design and Development. This shows his sheer lack of leadership skills. Before announcing the decision he should have consulted these important groups and come out with a consensus.
Richard thinks he can force the price he wants from Tony Barren. This is not what a leader should do. Further he clearly does not take help from Harold Whisler. As evident from Exhibit 2 Harold is a co-founder of Terracog and comes with thirty-one years of experience.
The last meeting shows that Harold is not given a chance to speak.
Further the entire project has been delegated to Emma Richardson. Emma has only two months of experience in this role and is unable to steer the discussions in a productive direction. She also has not been performing as prescribed. Alternative I Terracog should create two cross-departmental teams to research and recommend cost savings or value added options.
The advantage of this approach will create a framework for company wide inter-disciplinary approach to challenges and projects. Each department should also have a subject matter expert to optimize outcomes.A mission statement defines the purpose of a company or organization. The mission statement guides the organization’s actions, spells out overall goals, and guides decision making.
the company’s margins are high due to the markup on each bag (which mostly covers marketing costs, not production).
If the firm’s strategy emphasizes. HBS Study Questions TerraCog Global Positioning Systems Conflict and Communication on Project Aeria. 3.
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|Problem Solving and Decision Making (Solving Problems and Making Decisions)||Colmers is vice president, health care transformation and strategic planning, Johns Hopkins Medicine, Baltimore. Although much is uncertain about the future of health care, some things seem like sure bets, such as accountable care, population health management, integrated clinical networks, and a shift in focus from inpatient to outpatient services.|
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What are the strategic and organizational implications for each of the company’s options? 4. What should Emma Richardson do?
Tax implications of fund investing The idea of pooling resources and spreading risk using investment funds information each year. In addition, fund implications and create foreign reporting requirements. Having a clear understanding of a fund’s strategy and the tax implications of investing in that fund allows you to make a more.
Also See the Library's Blogs Related to Problem Solving and Decision Making. What is the extent of risk associated with each alternative? For many people it is an approach to organizational consulting. The following quote is often used when explaining the organic (or holistic) approach to problem solving.
Organizational culture refers to an organization’s beliefs, values, attitudes, ide-ologies, practices, customs, and language.
Even when the beliefs of the organization stem from the chief executive officer or the board of trustees, managers and employees need to be loyal and committed to the organization’s goals for a culture to be shaped. This 8 The external environment and its effect on strategic marketing planning is achieved through well-designed and managed marketing activities resulting in a 2 perceived superior quality product and high brand image and recognition.