...disaster in the context of organizational behavior. It will provide an analysis on the following issues: the breakdown of communication, to much group cohesion resulting in groupthink, lack of strong leadership, and the lack of good decision-making. These issues resulted in the accident and the unnecessary loss of life. This case study will also look at possible solutions for each of the issues. Keywords: communication, groupthink, leadership, and decision-making. The Costa Concordia Disaster On January 13, 2012, the Costa Concordia crashed off of Isola del Giglio, an island off the Tuscan coast. The Costa Concordia was a cruise ship part of Costa Crociere S.p.A, a subsidiary of Carnival Corp (Carnival Corp). The crash was a result of the deviation off the preplanned route (Del Valle, S. 2012). Captain Francesco Schettino is said to have traveled too close to the island hitting a granite reef that tore a hole in the side. What happened next was a disaster that resulted in 32 deaths (theguardian.com, 2013). Captain Schettino did not order an evacuation, or fully inform the authorities of the dire situation on board until an hour after the crash. The passengers aboard had not yet completed the safety drills on board and the crew on board seemed to lack the correct leadership in a disaster situation to properly assist passengers on board resulting greater loss of life (Del Valle, 2012). This case analysis will examine the Costa Concordia disaster, how the accident and the...
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...1 United States Coast Guard Auxiliary Study Can the U.S. Coast Guard Auxiliary survive in the 21st Century? How changing generational attitudes will affect an all-volunteer organization August 2006 1 This page intentionally left blank INDEX 1. Introduction 1 2. Analysis 3 A. The canary in the mine 4 B. Understanding generational attitudes 4 C. Four generations 5 D. Exploring the next generation of retirees: The Baby Boomers 6 E. Gen-X: It’s about lifestyle 8 F. Call them Gen-Y or Millennials, they deserve our attention 10 G. The new volunteers: What to expect 12 ` H. My time is not your time 14 I. Generational differences shaping leadership 15 J. American volunteer rate steady 17 3. Conclusions 19 A. Past expectations 20 B. Present construct 20 C. Spontaneous volunteer: Something new 21 D. High touch 21 E. Exploring contemporary trends in volunteering 23 1. Volunteer burnout 23 2. The human touch 24 3. Professionalizing the volunteer corps 25 4. New forms of volunteerism 25 5. Diversity 26 6. Technology 26 F. Communications challenge 27 4. Summary 29 6. Appendix 31 1 Membership numbers How many members the Auxiliary needs to meet their mission obligations and how many members it needs to meet its financial requirements would be two different answers. Getting a specific answer from the leadership is difficult because of the way the two spiral around each other like a double helix strand of DNA. They are – for now – inseparable...
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...subcultures that include the Army, Navy, Marine Corps, Air Force, and Coast Guard. Notable leaders include General Colin Powell, an American-Statesman and retired four Star General in the United States Army who is considered one of the most popular and admired leaders in America. Douglas MacArthur, an autocratic leader who was an American 5...
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...Costa Concordia Anatomy of an organizational accident Jayvee M. Fernandez Maritime Law Midway Maritime Foundation ABSTRACT This paper analyses the grounding that occurred on the 13th of January 2012 to the cruise ship Costa Concordia. The analysis is carried out only on the conduct of navigation – and not on the emergency response - at three different levels: the errors of the bridge team, the error-inducing conditions of their workplace (the bridge), and the organizational processes behind them – following Reason’s (1997) model of organizational accident. An organizational accident is a rare, but often catastrophic, event that occurs within complex organizations as a product of technological innovation. Working under a hypothesis built on publicly available data till July 2012, the grounding of Costa Concordia appears to be an organizational accident. The paper aims to provide official investigators with a framework for the understanding of its development, which is considered critical to limit the re-occurrence of other such events. Moreover, it aspires to be the starting point for future examination of error inducing conditions across the cruising industry and the wider maritime domain. Overall, it is an attempt to address systemic issues, rather than accusing or defending individuals...
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...[pic] INFORMATION SYSTEMS MANAGEMENT (OSM752) [pic] COMPANY : MYDIN HOLDINGS BHD Prepared by: Nordalila Binti Mohamed (2015543879) Group: OMM11B Prepared for: MADAM MELISSA SHAHROM Table of Contents A. Preliminary Materials Page i. Cover page 1 ii. Table of Contents 2 iii. Acknowledgements 3 iv. Summary 4 B. Body of Report i. Introduction of the Company 5 • Company’s Logo 5 • History of the company 5 • Company’s business profile 6 - 7 • Mission/Vision of the company 8 • Organization chart of the company 8 ii. Strength and Weaknesses • Organization Chart 9 • Mission/Vision 9 - 10 • Objectives 10 • The Marketing Department operations 10 - 11 • The importance of Marketing Department to the company 11 iii. Opportunities and Threats • Product 12 - 13 • Pricing 13 - 15 • Place of distribution 16 • Promotion 16 - 17 iv. Finding 17 - 18 v. Strategy 18 - 19 vi. Implementation vii. Recommendations viii. Conclusion ACKNOWLEDGEMENTS Praise to Allah...
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...asked to leave by the Board of Directors and friend, John Sculley, CEO of Apple Computer. This was a blow that Jobs did not take lightly, and in order to maintain his dream and vision, he started a new software company, called NeXT. Eventually Apple Computer purchased the failing company, only after Jobs returned to Apple Computer in 1997, as the CEO. He replaced Gil Amelio, who replaced John Sculley only three years before (Nair, 2012). In 2007, Apple Computer became Apple, Inc., so the world would know that Apple was not just selling computers (Finkle, 2010). Jobs’ leadership traits, charismatic leadership style and charismatic leadership traits are analyzed. The communication style of Jobs as a charismatic leader is also discussed. Jobs had the creativity and innovation traits of a charismatic leader and these topics are also briefly discussed. The combination of autocratic and entrepreneurial leadership styles are what best describes Jobs’ leader behavior (Dubrin, 2010). Jobs’ leader...
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...bottom line. Increased employee and customer satisfaction end up as increased productivity, all of which are measurable outcomes (Goff, 1998). Diversity goes beyond employment equity to nurturing an environment that values the differences and maximizes the potential of all employees, one that stimulates employee creativity and innovativeness (U.S. Merit Systems Protection Board (U.S. MSPB), 1993). To create an organizational culture that supports workforce diversity involves several important elements. These elements include a needs analysis, administrative and management support and commitment, education and training, culture and management systems changes and continuous follow-up and evaluation. Needs Analysis In many of my resources, a needs analysis was the second crucial element after senior management support and commitment. I feel a needs analysis should be prepared first to provide information to senior management in sequestering their support as well as to adequately determine workforce and organizational needs for creating a diverse workplace. First, find out what employees are concerned about. Most often used for this are focus groups and surveys. The needs and expectations of a diverse workforce can vary by organizational and functional levels, location, ethnicity, and gender (Baytos and Delatte, 1993). Second, determine the needs of the organization. By asking certain questions, an organization ...
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...How Successful Companies Manage Diverse Businesses How victorious business run different industry. Abstract Diversity is the result of past diversification or merger. In the global competition and slow growth context of the 1980s, highly diversified companies have to manage diversity in order to benefit from it and to avoid its drawbacks. The benefits are compensation effects and cross-fertilization and the draw-backs are dispersion of resources and internal inconsistencies. To balance integration and differentiation is the key success factor in managing highly diversified companies. Multiplicity is the result of history expansion or merger. In the global rivalry and slow growth background of the 1980s, extremely branch out corporation boast to direct variety in order to profit from it and to keep away from its weakness. The payback is costs sound effects and cross-fertilization and the draw-backs are spreading of wealth and inside discrepancy. To poise combination and separation is the key triumph feature in running extremely diversified companies. Diversification A portfolio strategy designed to reduce exposure to risk by combining a variety of investments, such as stocks, bonds, and real estate, which are unlikely to all move in the same direction. The goal of diversification is to reduce the risk in a portfolio. Volatility is limited by the fact that not all asset classes or industries or individual companies move up and down in value at the same time or at the same...
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...Costa Concordia Anatomy of an organisational accident Capt. Antonio Di Lieto PhD candidate at the Australian Maritime College, University of Tasmania adilieto@amc.edu.au The views and opinions expressed on this paper are solely those of the original author. These views and opinions do not necessarily represent those of persons or organisations involved, and/or any/all contributors to this site. ABSTRACT th This paper analyses the grounding that occurred on the 13 of January 2012 to the cruise ship Costa Concordia. The analysis is carried out only on the conduct of navigation – and not on the emergency response at three different levels: the errors of the bridge team, the error-inducing conditions of their workplace (the bridge), and the organisational processes behind them – following Reason’s (1997) model of organisational accident. An organisational accident is a rare, but often catastrophic, event that occurs within complex organisations as a product of technological innovation. Working under a hypothesis built on publicly available data till July 2012, the grounding of Costa Concordia appears to be an organisational accident. The paper aims to provide official investigators with a framework for the understanding of its development, which is considered critical to limit the re-occurrence of other such events. Moreover, it aspires to be the starting point for future examination of error inducing conditions across the cruising industry and the wider maritime ...
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...Final Report on the Investigation of the Macondo Well Blowout Deepwater Horizon Study Group March 1, 2011 The Deepwater Horizon Study Group (DHSG) was formed by members of the Center for Catastrophic Risk Management (CCRM) in May 2010 in response to the blowout of the Macondo well on April 20, 2010. A fundamental premise in the DHSG work is: we look back to understand the why‘s and how‘s of this disaster so we can better understand how best to go forward. The goal of the DHSG work is defining how to best move forward – assessing what major steps are needed to develop our national oil and gas resources in a reliable, responsible, and accountable manner. Deepwater Horizon Study Group Investigation of the Macondo Well Blowout Disaster This Page Intentionally Left Blank Deepwater Horizon Study Group Investigation of the Macondo Well Blowout Disaster In Memoriam Jason Anderson Senior tool pusher Dewey Revette Driller Stephen Curtis Assistant driller Donald Clark Assistant driller Dale Burkeen Crane operator Karl Kleppinger Roughneck Adam Weise Roughneck Shane Roshto Roughneck Wyatt Kemp Derrick man Gordon Jones Mud engineer Blair Manuel Mud engineer 1 Deepwater Horizon Study Group Investigation of the Macondo Well Blowout Disaster In Memoriam The Environment 2 Deepwater Horizon Study Group Investigation of the Macondo Well Blowout Disaster Table of Contents In Memoriam....................................................................
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...None of the training programmers can be considered successful and effective without its evaluation. Training evaluation helps in knowing the loopholes of the programs or “why was the program not as effective as it was predicted to be?” Training evaluation can be done at any of the different time span ranging from start of the training program or when the training is half way through or when the training has just ended or even after few months of completion. This can be done with or without control groups. There are generally four parties which are interested in evaluation of training effectiveness. These are trainer, trainees, Training and Development department and the managers of the trainees. Any of the evaluation methods like benefit Analysis, observation, role play, survey, Examinations &tests, projects, etc., can be undertaken depending upon certain actors like cost, time, urgency and situation. The various instruments for evaluation are training documents,...
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...models. The first, set up to answer similar challenges to the Gendarmerie in France, was the Royal Irish Constabulary model. It was close to the state military model, but distinctively styled as part of the civil power of the state and subordinated to the Magistracy. The Irish model was subsequently exported to Britain’s colonies and became the basis of forces such as the Indian Police Service. The Metropolitan Police was consciously created as a local force with a uniform that was deliberately different from the military and a mission that focused on prevention of crime rather than the repression of disorder. This state civilian model became the basis for all UK forces on the mainland and the principal influence on the development of East Coast US policing in the 1840s. As the three models have developed and evolved in different political systems over the years since 1800, they have both diverged and converged in various ways....
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...- “Decline and Fall” * Johnson and Johnson – “Why Don’t Empires Last?” * Spodek – “China and Rome: How do they compare?” * Bulliet pages 168-170 and 186-189. ASSIGNMENT 1. Construct a Venn comparing and contrasting the causes for decline of the Roman, Han and Gupta empires. Information will come from the documents and not the lecture…you already wrote the lecture notes once, why write them again? Rome Han similarities Gupta 2. Write 3 comparative analytical mini-paragraphs about the decline of empires. (generalization, facts, analysis…) Remember that analysis answers the question “why?” Example: The AP World History teachers have very different tastes in beverages. Ms. Forswall likes tea while Ms. Patch likes cola. Green tea and Earl Grey are Ms. Forswall’s favorites; they taste nothing like Pepsi or Coke because soft drinks are much sweeter. Ms. Patch usually chooses a diet style of soda, because she is thinks regular soda is too sweet. Ms. Forswall likes tea because she lived in Britain and is hoity-toity and likes to drink from a porcelain cup with her pinky sticking out while Ms. Patch likes cola because she grew up in Texas where they mock young people who stick their pinky out. The choice of beverage is a reflection of the cultural background of a person Example:...
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...that information to be furnished in this marketing plan is in all respects confidential in nature, other than information which is in the public domain through other means and that any disclosure or use of same by reader may cause serious harm or damage to _______________. Upon request, this document is to be immediately returned to _______________. ___________________ Signature ___________________ Name (typed or printed) ___________________ Date This is a marketing plan. It does not imply an offering of securities. Table of Contents 1. 2. Executive Summary .................................................................................................... 1 Situation Analysis ....................................................................................................... 2 2.1. Internal Analysis ................................................................................................. 2 2.1.1. The Company................................................................................................ 2 2.1.1.1. Mission .................................................................................................. 3 2.1.2. Product Overview ......................................................................................... 4 2.1.2.1. Sales in Dollars (Current and Projected) ............................................... 4 2.1.2.2. Market...
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...UNCORRECTED PROOF | NOT FOR SALE Please do not quote for publication without checking against the final book On-sale: July 19, 2011 Publicity Contact: Dennelle Catlett, 212-782-9486 dcatlett@randomhouse.com Rume_9780307886231_2p_all_r1.indd v GO BA O D D S ST TR RAT ATE EG GY Y THE DIFFERENCE AND WHY IT MATTERS Richard P. Rumelt 3/17/11 11:46 AM Copyright © 2011 by Richard Rumelt All rights reserved. Published in the United States by Crown Business, an imprint of the Crown Publishing Group, a division of Random House, Inc., New York. www.crownpublishing.com CROWN BUSINESS is a trademark and CROWN and the Rising Sun colophon are registered trademarks of Random House, Inc. Crown Business books are available at special discounts for bulk purchases for sales promotions or corporate use. Special editions, including personalized covers, excerpts of existing books, or books with corporate logos, can be created in large quantities for special needs. For more information, contact Premium Sales at (212) 572-2232 or e-mail specialmarkets@randomhouse.com. Library of Congress Cataloging-in-Publication Data is available upon request. ISBN 978-0-307-88623-1 eISBN 978-0-307-88625-5 Printed in the United States of America Book design by Robert Bull Jacket design: TK Author photograph: TK 10 9 8 7 6 5 4 3 2 1 First Edition Rume_9780307886231_2p_all_r1.indd vi 3/17/11 11:46 AM CONTENTS ■ INTRODUCTION OVERWHELMING OBSTACLES 1 PART I GOOD AND BAD STRATEGY ...
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