...How effective has Peterson been in taking charge of GMCT, in terms of managing the operation and of providing leadership? Defend your answer. Erik Peterson has been managing the situation, but was not leading it effectively. Leadership, defined in Essentials of Organizational behavior by Robbins and Judge, as the ability to influence a group toward the achievement of a vision or set of goals. So by this definition Erik Peterson was failing to influence his team towards the final goal of providing cellular service to providers by the corporate set deadline date. Erik Peterson’s first major decision was to fire the subcontractor in the GMCT area because he was several weeks behind schedule, even though the upper management resisted this initially he was able to convince them by explaining the importance of having adequate backup support from a local subcontractor, a good managerial decision. After realizing Curt Andrews’ shortcomings, Erik Peterson tried to replace him but was unsuccessful in his attempt. Erik Peterson’s lack of technical skills in the cellular department was a hindrance towards the overall project goal and in guiding and developing Andrews, this hurt Erik Peterson’s ability to lead from the front and probably created doubts in Curt Andrews’ mind about Erik Peterson’s leadership abilities. When management declined Erik Peterson’s request for Curt Andrews’ replacement he tried three different solutions to help improve the current situation. The first was to...
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...Case Analysis: Erik Peterson CelluComm is one of the biggest telecommunication companies founded by Ric Jenkins that has many subsidiaries spread across the USA. Ric Jenkins, a president of CelluComm, managed to develop a small California-based company into a company worth $200 million, which is now ranked in the top 20 companies in the cellular industry. The Green Mountain Cellular Telephone was one of CelluComm subsidiaries located in Hanover, New Hampshire. The company was relatively new with Erik Peterson appointed as the General Manager of the company. This case describes problems with constructing cellular towers which would cause dysfunction of the company and inability to meet the turn-on deadline. Erik Peterson was not that effective in managing and leading his team which is shown by negative relations among team members and miscommunication was present between him and the rest of the team. There was no mutual trust and there was a lack of motivation among team members. One thing that slowed Erik down was his lack of experience in the cellular industry. Without the knowledge about how specific industry works, it is very hard to manage and lead the team to progress and be successful. To make things even worse, Peterson had to report to Jeff Hardy, who was Director of Budgets and Plans and also had no experience in systems operations. This was the first sign of miscommunication in the company. One of the biggest problems for Erik Peterson was bad communication...
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...Erik Peterson, General Manager to Green Mountain Cellular Telephone Company (GMCT) has faced general problems had to revise the turn on date from February to April 1 to begin service during his newly appointed with Chip Knight, the newly appointed director of pre-operating systems for the cellular communication services, Inc. GMCT’s parent company, however, in order for Erik to successfully meet his deadline, he will first have to address the problems with GMCT. One problem Erik Peterson is faced was a lack of a written formal action plan to reach the goal of April 1 turn-on date to start business and begin servicing customers. There are several underlying causes for this issue. Erik joined GMCT 1 ½ years into existence. He joined and immediately began dealing with several existing issues including personnel and construction delays. He essentially immediately began “putting out fires.” Neglected to allocate the time to set formal objectives and milestones with his employees. Therefore, there was no formal action plan in place. Another issue was that the organizational structure presented several issues for Erik Peterson. The organizational chart placed Jeff Hardy as Erik’s boss whose background is in budget and finance, Jeff did not support Erik’s plea for guidance in regards to issues with Curt Andrews, the Chief Engineer. He brought up the topic on multiple occasions but did not get any support. He also lacked clear guidance receiving only one suggestion in marketing strategy...
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...Erik Peterson case Analysis Introduction: Erik Peterson, The general manager of GMCT Telephone Company is facing considerable amount of issues relating to launch of pre operating system. Peterson has to report, Chip Knight the director of pre operating system in two weeks. Peterson is looking forward to talk with knight about his plan for dealing with problems which he is facing. About Erik Peterson: Erik Peterson was native of Minnesota. He was 31 year old, he attended business school. He did BS in electrical engineering from MIT and master’s degree from Dartmouth’s Thayer School of engineering. He had worked as designer engineer at avionics equipment. Moreover he had been an Officer in the US Army Signal Corps. He interviewed companies in industry as part of his second year job search, and interviewed by Ric Jenkins, its president and founder. He had no previous worked experience in cellular industry. Cellucomm Organization was a challenge for Peterson he felt very fortunate to have opportunity to work directly under Jenkins. Background: Erik Peterson was hired as general manager at Green mountain Cellular, (GMCT) one of Cellucomm ‘s subsidiaries. It is a “pre operating “system and still in construction phase. GMCT will serve 400,000 people and operate 21 cell sites, 16 sites were anticipated to be ready by turn on date and five other in eight month following GMCT is one month behind the target because of numerous problem, the revised turn on date is April 1st and...
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...Erik Peterson Starting a new position does not always go as planned. For Erik Peterson, a newly appointed GM, he faced problems in concerns to the turn on date for Green Mountain Cellular Telephone Company (GMCT). Problems delaying the date began right away. Erik planned on reporting to the tough and impressive president of CelluComm the fast growing cellular company, Ric Jenkins, however he was reporting to Jeff Hardy, Director of Budgets and Plans of CelluComm. Another problem Erik faced was the frequently used subcontractor company that was constructing the cell towers was behind schedule and facing complaints from citizens related to cutting private property. To make matters even more complicated, Curt Andrews the Chief Engineer at GMCT was a poor planner and failed to prepare the five activities necessary for the turn on date. To help pick up the pace, Erik hired three more young professionals who unfortunately did not have a lot of experience in the industry but did have impressive credentials. When Curt and another employee found out about the new employee's salaries, their protests led to the new employee taking a pay cut. Another obstacle was that the equipment selection was delayed because headquarters delayed decisions and made changes to the specified equipment resulting in constant changes in patterns for GMCT. Altogether, Peterson faced problems with communication, employees, money, subcontractors, citizens, zoning, and time constraints. Luckily...
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...Erik Peterson Leadership Case Analysis October 21, 2010 Heather Adams Bob Ciccolella Kevin Lamparter Borey Pek Fact Pattern Erik Petersen, an MBA graduate from Dartmouth College, was hired seven months earlier as the General Manager of Green Mountain Cellular Telephone (GMCT) in Hanover, New Hampshire. Peterson had a B.S. in electrical engineering from MIT and was an officer in the U.S. Army Signal Corps. His interest in the cellular field had grown for the last several years. When hired by Jenkins, the founder of the CelluComm, Peterson thought he would be working directly with Jenkins. However, he would instead be reporting to Hardy, the Director of Budgets and Plans. Like Peterson, Hardy had no experience in the start-up project or the cellular field. Considered to be profitable, GMCT was one of three pre-operating systems being built by CelluComm and expected to serve about 400,000 people. GMCT was in the construction phase for one and half years before Peterson started and was still in the start-up stage. GMCT was to operate 21 cell sites; 16 sites were anticipated to be ready by the turn-on date and five others in the eight months following. By March, GMCT was one month behind target and its turn-on-date had been revised from February 1st to April 1st. When he arrived to Hanover, Peterson convinced the corporate office to terminate the contract with the construction subcontractor due to poor performance. He then hired a...
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...the CEO, Jack Derry, has hired Eric Holt with the solitary task of “strategic repositioning”. Eric Holt goes full speed ahead with this directive and forms a team. This, as the reader can identify, is where the first issue arises. To begin with, as the team began working, there was no clear goal(s) set for them. Instead of clearly defining the actions that the team must take to reach success, a vague task of “strategic repositioning” is identified as the plan. Furthermore, no timeline for intermediate deliverables seems to have been set. Setting a clear schedule of what the team must accomplish would have helped with timely decision making. The first problem we identified is the lack of clear group identity, definition and accountability. A team that doesn’t live by a sense of collective accountability in actively solving problems is only a group of individuals, not a team. One can draw an analogy to a football team or an ox-drawn plow when defining the characteristics of a team. A team is like the ox or football players. They are equally yoked toward one goal and must perform their function correctly in order to make progress. An important criteria that distinguishes strong teams from their inferiors is the ability for the team members to hold itself accountable as a team rather than as a group of individuals. A Katzenbach...
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...Analysis of Business Issues, Writing In the Disciplines (WID) BADM 2003W (95440): BADM_2003W.SEC.12 Tuesday Combined Class: SEMESTER: Spring 2014 LOCATION & TIME: Duques 353, Tuesday 11:10 AM-12:25 PM PROFESSOR: Dr. Bret Crane Department of Management Office: Funger Suite 315N Email: bretdcrane@gwu.edu Office Hours: Tuesdays 1:00-2 PM or by appointment TEACHING ASSISTANTS: |Erin Vander Wall | | |Leigha McReynolds | | |Mark De Cicco | | |Tess Strumwasser | | |Daniel Berkhout | | |Sam Yates | | |Vicki Brown | | | ...
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...Analysis of Business Issues, Writing In the Disciplines (WID) BADM 2003W (93752): BADM_2003W.SEC.11 Monday Combined Class: SEMESTER: Spring 2014 LOCATION & TIME: Funger 209, Monday 2:20 PM-3:35 PM PROFESSOR: Dr. Bret Crane Department of Management Office: Funger Suite 315N Email: bretdcrane@gwu.edu Office Hours: Tuesdays 1:00-2 PM or by appointment TEACHING ASSISTANTS & WRITING LABS: | | | |Section # |Begin |End |Day |TA |Email | |30 |08:00 AM |09:15 AM |Wed |Mark De Cicco |mdecicco@gwmail.gwu.edu | |31 |09:25 AM |10:40 AM |Wed |Mark De Cicco |mdecicco@gwmail.gwu.edu | |32 |10:50 AM |12:05 PM |Wed |Tess Strumwasser |tstrumwa@gwu.edu | |33 |12:15 PM |01:30 PM |Wed |Tess Strumwasser |tstrumwa@gwu.edu | |34 |01:40 PM |02:55 PM |Wed |Daniel Berkhout |berkhout@gwmail.gwu.edu | |35 |03:05 PM |04:20 PM |Wed |Daniel Berkhout |berkhout@gwmail.gwu.edu | |36 |04:30...
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...Unit 5- Population, Resources, Environment, and Health Soc. 3483.50 Developing Societies Article 37-Is A Green World A Safer World? Not Necessarily, David J. Rothkopf The search for alternatives to oil make the problem of water shortages worse, as suggested in “Is a Green World a Safer World?” There are many consequences of the simultaneous rise and decline of petro-states. In this article the author discusses the possibility that a green world will be a better habitat for humanity. The author is doubtful and looks over the world to find out why. In a series of talking points the author examines a number of issues that will serve to disrupt those dwelling in an environmentally sound world. These include the possibility of green protectionism in the western world, the condition of oil producing countries and the water shortage that already exists and will increase in the future. Article 38-The Last Straw, Stephan Faris Appropriately titled “The Last Straw,” the article reviews water conflicts exacerbated by climate change in general while focusing on Pakistan’s unsustainable dependence on Kashmiri waters – a dependence that only exacerbates the long-standing historical, cultural, and religious animosity between India and Pakistan over the Kashmir territory. Faris reports that a shocking “ninety percent of Pakistan’s agricultural irrigation depends on rivers that originate in Kashmir.” This water comes from three of the six tributaries that India and Pakistan split...
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...Take Home Final: 5/2. ____________________________________________________________ _________________ Course Overview Welcome aboard! What do leaders do? What happens inside organizations? And how do these relate to each other? In a nutshell, that’s the stuff this course is made of. Business organizations of all types face chronic management problems that pose significant challenges to them. These problems include the difficulty of designing organizations capable of coping with highly dynamic business environments, the challenge of developing strategies and structures for hypercompetitive conditions, the greater complexity of managing global enterprises, the difficult task of shaping a corporate culture, managing politics and conflict between individuals and organizational units, motivating employees who are more mobile than ever, designing attractive incentive systems, managing and harnessing intellectual capital, and so on. Such challenges and how the top leadership can deal with them are the subject of this course. The course has two major components. The first is “macro” in nature. It focuses on organizational level issues and problems, such as how an organization should be designed (e.g., centralized or decentralized), what strategy it should follow (e.g., integrated or diversified), and how culture and control affect organizational dynamics. The second part is more “micro” in nature. It focuses on employee-related challenges, such as how to get things done in politically...
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...Introduction For every disaster that can occur, it is very important to follow an appropriate change management process to reduce potential risks. Disaster are inevitable so as change. Disaster management is used to manage risks and consequences that a disaster could bring. It includes different aspects of planning and responses in all stages of a disaster (Othman and Beydoun 2013, 218). A thorough preparation for possible disaster is a requirement (Rolland and Patterson et al. 2010, 69). The purpose of this paper is to analyse critically the management of Costa Concordia disaster and how the disaster management impacted on the risks and consequences in the disaster area. This paper also reveals how disaster management influences the management style and process. This paper also recognises lessons that can be learnt to minimise the consequences that occurred. Causes, Triggers and Drivers In a disaster, there are number of causes, triggers and drivers for a specific chaos to happen. In Costa Concordia’s issue the main cause of this was the ship hitting a sandbar with a huge rock on Friday evening near the island of Giglio in Italy (Westcott, 2012). This cause was triggered by the captain of the ship have sailed to close to land as this was an unapproved and unauthorised deviation in course (Johnston, 2012) and the captain confessed that he made a navigational error and gave an order for a turn too late (BBC News, 2013). The drivers for the chaos were the rock that the...
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...To start off, according to Dr. Silliman, the early college coordinator and PTK advisor, only 23% of most of Waipahu High School’s graduates finish their two year college degree in four years or their four year degree in five years. The reality of it is that most students are not motivated to achieve academic excellence and are poorly challenged. In a study performed by Duckworth, Peterson, Matthews, and Kelly, “Grit: Perseverance and Passion for Long-Term Goals,” studies show that “grit accounted for significant incremental variance in success outcomes over and beyond that explained by IQ” (1098). In “Grit: Perseverance and Passion for Long-Term Goals”, it was also found that “gritty children work harder and longer than less gritty peers and, as a consequence, perform better” (Duckworth, Peterson, Matthews, and Kelly,1098). Delayed gratification and growth mindset are two...
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...Gibson 1 Cassandra Gibson Erik Iverson United States History I March 1, 2012 Thomas Jefferson: A Man of Many Dimensions Thomas Jefferson’s inspirational words proclaimed in the Declaration of Independence have a spine-tingling effect, leaving readers with chills, but yet enlightened and proud. I can imagine Thomas Jefferson sitting at his desk, passion pouring onto the paper with each stroke of his pen as he endlessly works throughout the day, candlelight by night, searching for the perfect words for what would become the nation’s most cherished symbol of liberty. “All men are created equal . . . they are endowed by their Creator with certain unalienable Rights . . . Life, Liberty and the pursuit of Happiness” – extremely powerful words coming from the same man who owned over 180 slaves; the same man who also wrote that Blacks “are inferior to the whites in the endowments of body and mind” (Jefferson 270); the same man who did almost nothing to abolish slavery during his 40 years in the political arena of Virginia and the new republic (Magnis 492). It is clear through Jefferson’s contradictions between his inspirational words declared in the Declaration of Independence and his actions, writings and political behaviors that in his mind “all men” did not include Black men. Surprisingly, Jefferson was not concerned with originality when he wrote the Declaration of Independence and even borrowed language from previous writings. George Mason drafted a form of a declaration of rights...
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...effective method of transferring the knowledge and skills needed for empowerment from the remaining mid-level managers to the newly installed “overseers” while ensuring there is no degradation of service or performance. While traditional mentoring taught employees how to “play the game,” new mentoring must be linked to performance-based competencies. Mentoring must focus on developing and broadening individual skill sets that create the most flexibility and personal responsibility for meeting the demand of the workplace. (VanSlyke, VanSlyke: Feb 1998). A study done by Vernon Dale Jones found that managers need to be less controlling and practice greater human resource skills. The study was unable to recommend any creative solution to the problems associated with the decrease in personnel as identified by management...
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