Erik Peterson Case Part I
What problems are facing Erik Peterson?
Internal Factors
Organizational citizenship behavior (OCBs). One of the most significant problems that Peterson faced was the lack of communication throughout the CelluComm organization. A number of people were hired or placed in positions without the communication that would typically be expected. Peterson actually did not know who he reported to, so he was unclear on specific functions that he was responsible for as well as his relationship with other people in the CelluComm organization. Peterson initially made some mistaken assumptions about working directly with Jenkins when he joined CelluCom, and did not seek clarification that would have filled in some of these gaps.
Inadequate human capital. Peterson also lacked specific working knowledge of the cellular industry that was necessary for him to perform well, and Hardy also lacked similar experience. Hardy was therefore unable to mentor Peterson in the areas where he needed coaching.
Lack of high performance work practices (HPWPs). Peterson was also given a significant amount of responsibility, but was not given the authority to go with it. He was second-guessed on a number of decisions, even though there were probably no rules or guidelines that he was specifically told to follow.
Lack of high performance work practices (HPWPs). Peterson also had problems with the team that reported to him. Curt Andrews's success was critical for their project, but yet his performance was marginal. It was inexcusable that Andrews continued to run out of radios, and that Hardy refused to transfer and replace Andrews. The fact that Andrews was involved in ongoing conflicts with Melissa, Trevor, and Todd were further indications of how difficult a problem Curt posed. CelluComm set Andrews was up for failure by placing him in a position for which he lacked the required skills during a timeframe which didn't allow him much of a learning curve. This personnel mismatch then became Peterson's problem.
It should also be mentioned that Andrews' references to himself as a "male chauvinist" were unacceptable and contributed to a hostile work environment for the women in the organization.
Lack of organizational effectiveness. Peterson faced problems with his handling of salary issues for both Melissa and for Trevor. Erik failed to get the appropriate input from HR, which department appears to have been missing in action throughout much of GMCT and CelluComm's operations.
Lack of organizational effectiveness. Peterson faced another personnel problem with putting Stevana Hanes into the construction coordinator position. His delay in informing Mike Delavo made matters worse for the three of them.
Lack of high performance work practices (HPWP). Peterson's concern that Hardy was insecure in his relationship with Jenkins was another problem for Paterson. The reorganization that brought Dash in as VP only worsened Hardy's situation.
Lack of high performance work practices (HPWP). Peterson's relationship with Cantor and Green was another problem once they took on the zoning challenges, especially since Peterson was not comfortable asking them to report their status to him.
External Factors
Lack of organizational effectiveness. One of the problems Peterson faced was the necessity to meet external deadlines and system specifications. Peterson was required to have 16 of 21 cells operational at the time that the system would be turned on. Less than 16 cells would provide inadequate coverage for cell signaling. Less than full coverage of the GMCT service would result in dead zones and dropped calls and create customer service issues. This would in turn put GMCT at a competitive disadvantage, with potential sales lost to NET.
Lack of structural capital. Another problem for Peterson was the need to get 16 cells operational by the agreed turn-on date, which required the timely delivery of equipment. Peterson also had no control over the four-month delay that Jenkins caused by not deciding on dual-mode radios until February. Likewise, the decision by headquarters to have all power supplies to include backup batteries also contributed to scheduling problems for Peterson, as did the decision to change the frequency reuse pattern. While there issues arose because of internal decisions within CelluComm, they created problems with suppliers who were external to GMCT and CelluComm.
Open systems. Zoning problems were another challenge for Peterson, another external factor that was also affected by lack of support for his decisions by Hardy. As an organization, CelluComm lacked the open systems perspective.
Lack of organizational effectiveness. The local utility presented another problem for Peterson with their delays to the make-ready process.
2. What are the underlying causes of these problems?
Organizational citizenship behavior (OCBs). The underlying cause of ineffective internal...
Gymnasium Layout and Management AGENDA FOR NEXT MEETING STAFF MEETING TO BE HELD ON TUESDAY, 10TH JULY 2012, AT THE CONFERENCE ROOM AT 9:00 AM AGENDA Apologies Confirmation of Previous Minutes Matters Arising Addressing of Cindy's issues (Center policies, programs and food section) Kevin's Report on the limitations of Lyon Center Tiffany's Report on Construction of the Green Structure Confirmation of Diagrams (Blue Prints for visual Aid) by Cindy Kevin's Success Story Any Other Business (A.O.B) Next Meeting Discussion of the agenda in summation In
Meetings are an important part of the operational routine of any sort of organization. To put it in simple words, a meeting basically refers to the gathering of relevant people at a certain place and at a certain time to discuss and/or decide on a certain matter. Usually a meeting has an agenda, however it is not necessary that it always has a pre-decided agenda. In an organizational setting meetings have
When an area is discussed or new assignments handed out, there is more attention. If any questions are asked or comments made, it is very apparent that the supervisor is barely listening to the feedback. She has a message to send, and that is the agenda. However, the sharing of information between individuals is at minimum, and the "any questions," at the end of the meeting is greeted with
Attracting, developing and retaining leadership talent will define a new competitive battleground where the stakes include survival." (Petro and Petty, 2007) It is important to note that the stated challenges for the Human Resources Executive are to "establish leadership development as a core competency." (Petro and Petty, 2007) These authors report that an interview process was conducted and information derived from over 1,000 responses include those as follows: The identification and
agenda-setting function mass media work current presidential election. Consider essay: a) What issue(s) highlighted media ( candidates ) effect voters year? b) There emphasis independent voters swing states Ohio. The role of the media in today's society is considered of utmost importance. It shapes opinions, if creates opinions, but most importantly it influences the way in which perceptions are created and decisions taken. This is why the media is viewed
DNP project Question development Tool meeting minutesLocation:[Address or room number]Date:[Date]Time:[Time]Attendees:[Project Mentor][Student]Agenda items[Review of activities that were in progress in the last meeting]Presentation of Question Development Tool][Review and approval of Question Development Tool][Feasibility of the Proposed Change][AOB]Action itemsOwner(s)DeadlineStatus[[Notification of stakeholdersof the DNP project includingprogram director, academicprogram coordinator, andacademic researchcoordinator][Student][2nd July, 2022][Complete][The Question Development tool was reviewed and it was agreed to amend the PICOT question to compare the effectiveness of two
Our semester plans gives you unlimited, unrestricted access to our entire library of resources —writing tools, guides, example essays, tutorials, class notes, and more.
Get Started Now