Inventory

What occupations are facing Erik Peterson? 1. Uncl ear insurance c all overage twist 2. Inventory control 3. Personnel issues a. Chief Engineer b. Sub pushor c. Employee pay issues d. Conflicts / scant(p) relationships amongst various positions 4. deficiency of gain direction / consistent terminations / chat from corpo deem 5. Lower level of actual picture from those in higher(prenominal) management 6. Zoning issues 7. Lack of support from corporate projecting local relationships 8. Lack of training for many cardinal positions doh had originally been soft touched to begin benefit to subscribers on FebruaryY l, barely it was now a month merchant ship target because of some(prenominal) major problems. ( page 1) Instead of reporting to Jenkins, like originally assumed, he was assigned to Jeff Hardy, Celluloses director of reckons and plans. Hardy had neer had any system operational experience, so was unable to offer him any initial advice or focus that was specific or divine serviceful. Their relationship was somewhat steamy in the start because Peterson has never been formally told by either Jenkins or Hardy of the reporting relations hip it just seemed to bugger off occurred. (Page 3 and 4)The initial grammatical manifestation of cellular towers, performed by a subcontractor, was already several weeks behind inventory and that would never meet the turn-on target. Efforts to get the subcontractor to improve his construction rate failed, and GMT was race vying an increasing number of complaints from local citizens about the fashion the sub an nonator was bring downting through privately owned trees and property. (Page 4) CLC Peterson had difficulties with getting his head counsel engineer, discourteous Andrews, to do t he planning and organizing necessary to condition that equipment and supplies arrived whew n they were needed.Page 4) Peterson discussed this problem with Hardy several times a ND attired it again in Los Angels, mo reoverton no avail. brusk Andrews had take oned his way up an d he had gained a reputation at bottom Cellulose for macrocosm technically frustrate. After thro e Of four months in Hanover, Peterson came to realize that brusk did non defy either the administrative ability or the forward knowledge needed to start up a brand modern operation. (Page e 5) Peterson raised the possibility that Curt be reassigned and re taild by a person who h ad more run and startup experience the people he talked with in Los Angel s insisted thatCurt had the potential to portion out a startup all he needed was more coach and help from Peterson. Furthermore, Cellulose had just relocated Curt and his family fro m Tampa to Hanover and Peterson suspected that the connection did non wish to put him the rough anformer(a) move. (Page 5) Peterson took steps to help Curt improve the planning and coordination. One step he took was to hold back Curt call weekly construction meetings to which everyone in the o giving medication was invited. However, Peterson entangle that Curt did not become getd enough in t hem he found himself getting most Of his reposts straightway from Curts two subordinates ToddJones, supervisor of the communicate engineering part, and Mike Delano, supervisor of SMUTS construction department despite his attempts to get Curt more actively involve deed. (Page 6) Another step was establishing an inventory control reporting system but gaga n Peterson found that Curt resisted the effort. Peterson continued to have difficulty getting Eng these reports from Curt completed on time. Peterson suspected that Curt was in some manner re sinful that Peterson did not trust him implicitly.The inventory control problem became s o great that on two occasions GMT ran unforesightful of the radios that were required to equip cell is e if the radio generalization team ran out of radios during the installation process the entire p place had to be set up all over again, wasting semiprecious time and money. One these two cocoas ions when Curt did not plan for the radio shipment correctly, Peterson was lucky enough to g et overnight shipping. (Page 6) During this period, Peterson again discussed the problems with Curt asking to have him transferred but Hardy was again reluctant to plow any cacti on. Page 7) Curt had problems working with Todd Jones. Many of their conflicts were over the picking and specification of antenna equipment. Over time these issues had come so universal that Todd told Peterson on several occasions that he felt he was beet ere qualified than Curt and that he wanted Curts business. (Page 7) Curt also had several problems w irking with genus Melissa Mizzen, Peterson secretary. Most of the arguments between Curt an d Melissa were over errors in applications prepared by Curt, but typed by Melissa. Peterson s suspected that Curt resented having his errors pointed out by a woman. Page 7) 0 Jim Weston, a earldom college graduat e, who was brought in as director of commercializeing was an aggressive and would-be(prenominal) man who Often rubbed people the wrong ay in his hurry to et things done. Jims market plans were not detailed enough and they require deed careful review. (Page 7) dismay Burns, a roadside college graduate was hired to run the customer visionary vice department. Tremor had many ideas, some of which were impractical and his uninterrupted run away of newly ideas fifty-fiftytually became a problem for everyone, including Todd Jones a ND even Peterson himself Peterson had to talk to Tremor about it.Tremor and Curt so n veritable problems working with one another Peterson believed that some of these did faculties occurred because of the many suggestions Tremor do about equipment selection an d procedures. The relationship between Tremor and Curt had become quite strained, Peters on suspected that some of these difficulties may have been caused by Curts defensiveness over not having a college horizontal surface, and his resulting annoyance at Tremors constant flow of critic s chisms and suggestions. (Page 7) Peterson promoted his secretary, Melissa, to manager of Accounting and Cacti ovations In February with a raise in her salary.Cellulose headquarters thought that the resulting increase over her previous salary was profligate and Los Angels only approve d an increase that was 20% less(prenominal) than what Peterson had originally offered to her. Peterson f let that Melissa and he knew the quality of her work had suffered as a result. (Page 8) D Peterson had offered Tremor the job at a competitive salary that Tremor had AC accepted. Todd Jones, who was making 25% less, erudite about the amount of Tremors salary and complained at the difference. Peterson had to discuss the problem with trove r to let him know that his salary had become known within the company.Tremor voluntarily Off red to accept a salary cut of 20%, knowing that he had to learn some of the t echnical aspects of the cellular industry from Todd and Curt. (Page 8) Cellulose headquarters had delayed in making several key decisions and ha d several changes in equipment originally specified. As a result of these delays, Cellulose ms prime supplier of radios could not deliver on time, and Cellulose had to go to an a Iterate source whose equipment was later found to be defective, thereby requiring renegotiate action with the first supplier.Headquarters had made a change in the power supply ratings in Deck ember which Hardy did not inform Peterson of until January. Thus the equipment that GUM T had in inventory could not be used and additional design changes had to be made. T 0 further implicate the situation, headquarters made a subsequent decision in January y to have all power supplies include livelihood batteries, rather than the generator system the at had originally been specified the new power supplies did not arrive until the end of February y, (Page 8 and 9) Peterson c onstantly has a problem with his inability to get either support or CLC ear direction from Hardy.The one suggestion Hardy made, involved marketing to as many customers on the system as possible, but he did not have a set plan or action to do so. (Page Hardys four visits to Hanover had been characterized as nitpicking without r solution of any of the major problems that Peterson felt he had to deal with. (Page 9) Pet errors suspected that some of Hardys indecisiveness was caused by Hardys uncertain relation ship with his own boss, Rice Jenkins, and his little operating experience in cellular. Page 9) CLC Hardy and Peterson did not agree on how to handle the local governments, el adding Peterson to renegotiate with the local fire department after he solidified the p Ian to use the fire departments dialogue tower as a GMT cell site in a neighboring town . Hardy was too concerned with the budget and ROI, and not with the benefits that Cellulose and the public would get from this deal. (Page 12) Peterson felt somewhat uncomfortable in his relationships with both Cantor a ND Green because of an encounter he had had with them during his orientation period.Peterson did not care for Greens imperious and egotistical manner and feels a distinct dislike f or him. When Peterson challenges Cantors statements, he finds she becomes agitated and visibly upset. (Page 12 and 13) One of the issues Cellulose had was the difficulty GMT was having with the e local advantage in getting it to moderate ready its telephone lines according to the promised much(prenominal) duel. Although the meeting with the local general manager had gone well and he had promise deed better service, the utility continued to fall behind its makers schedule. Page 13) Peterson has a poor supervisor whos unsure of his skills and ability to prolong their relationship was ambiguous and awkward in the beginning because Peters on was never informed about the reporting relationship, Hardy failed in giving cle ar direction n or support to Peterson. Decision making consent and power Peterson is given the responsibility of getting this initiative running, but he does not seem to have the decision making authority to make things happen quickly and efficiently. For example, he needs to get permission to chi angel subcontractors and replace an engineer.No practical experience in industry Peterson cannot successfully lead without proper insight into the industry important positions to get the advise off the ground are not able to handle the Eire roles (Curt) dealings to class concepts 2. What are the underlying causes of these problems? The underlying causes of these problems are there is no communication ammo angst the company and its employees. Many of the employees do not have the proper training and knowledge for the positions they are in and do not put in enough effort, or they believe they are over quail fled than others.L No one knows who directly to report back to, creating awkward r elationships and a bad path of communication. Due to his inexperience (and possible youth) Peterson lacks look upon from thou SE he manages. The overall inconsistency, especially in deal to decisions made by upper m management, has led to confusion. In regard to the upper managements view of Curt, they believed that he coo old handle the job based on past performance in different areas (halo effect). Page 5) They also were influenced by the same bias in regard to resisting terminating the contract wit h the subcontractor. The majority of the team, but especially Curt, seems to suffer from excessive individualism. While Peterson did try to increase supervision of Curt and implement tied(p) meetings, this plan may have backfired. It appears to have evoked negative feelings from C rut which have continued to affect his job performance. Perhaps religious offering him incentives for meeting certain expectations would have been more helpful.No leadership skills with Hardy or Peterson, neither have much experience in area, which leads to lack of office because of lack of expertise Lack of communication/direction/ authority between the staff and the WHQL (Peterson cannot handle all hires/ fires/wages on his own without authorization, but is supposed to be the manager) Decision making is not in place for the schedule and needs of the project (Deck Sino making tree or other method of planning not in place radios and power supplies short takes or not ordered in time for different steps of the process to take place) Lack of structure and skill sets in roles (Stevens locomote from customer service over to do construction coordination, has a degree in social work) Confidential info was disclosed (salary info) so esprit de corps and relationships are n to as they should be in an office surround How effective has Peterson been in taking deplumate of the Hanover Startup, in t implements of war of managing the new operation and of providing leadership? Peterson has been effective in taking charge and turning around Hanover star tap so it will be ready in time for turn-on date.