LEAD: Eric Peterson 1. What are the underlying causes of Erik Peterson’s problems? Leadership: - Hardy – Peterson tension: both lack of experience in the technical field; no clearly defined reporting relationship - Peterson’s lack of expertise: lose confidence‚ can’t win arguments with Green and Cantor - Curt – others tension - Corporate – GMC tension: conflict of interests‚ lack of communication (change of standard and equipments without notifying Peterson)‚ unaligned vision (target on
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Overview This is a case about Eric Peterson‚ who was recently hired as a product manager in charge of sales and marketing of Biometra’s catheter. This product from Biometra‚ a subsidiary of Scientific Materials (SciMat)‚ was the first product ever launched by Biometra and so its success was critical for both Biometra and SciMat. From the case we see that even though Eric Peterson tries hard to meet the product target launch date‚ there are several issues that he and the organization are experiencing
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into details. Kind of micro-managing He at least had identified the problems and causes Weekly construction Meetings to involve everyone‚ yet some people weren’t active enough Established an inventory control system Actions to be taken by Peterson to improve the situation and to prepare for his upcoming meeting? He should build a detailed organogram of the company and define the roles and responsibilities of each employee He shouldn’t get involved in each and every issues for which his staff
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ERIK PETERSON AT BIOMETRA-CASE ANALYSIS EXECUTIVE SUMMARY: Biometra is a small company based in the Boston suburb of Woburn which was recently acquired by Scientific Materials (SciMat)‚ in order to deepen its portfolio in vascular medical devices. Biometra focused chiefly on catheters‚ or tubes used to drain or inject fluids or to allow access of surgical instruments for medical procedures. The catheter would be the first product ever launched by Biometra and so its success was critical for both
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Erik Peterson Facts * Service was to begin to subscribers February 1‚ then April 1 * New to cellular industry * No VP of Ops so Peterson reports to Jenkins in his eyes (president and founder) but verbiage said “Jenks would pay close attention). Peterson actually reported to Jeff Hardy (D of Budgets and Plans). Peterson should have clarified reporting structure initially. Peterson didn’t respect Hardy due to never ran operating systems and young experience. * GMCT was in pre-operating
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is ________. A. B. C. D. E. 2. The decay of to occurs through the emission of a(n) ________. A. alpha particle B. beta particle C. neutron D. proton E. positron 3. Radionuclides which have too low of a neutron/proton ratio generally decay through ________. A. beta emission B. electron capture or positron emission C. gamma ray emission D. alpha emission E. neutron absorption 4. How many neutrons does have? A. 21 B. 23 C. 25 D. 46 E. 67 5. Identify the
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end of this lesson you will be able to: Describe the main types of marketing research. Explain how marketing planning helps organisations to set marketing objectives. Learn the requirements of formative task 2 sections A and B (presentation)‚ C and D (essay). What is marketing research? The purpose of marketing research is to help organisations make effective decisions by providing information on consumers‚ competitors and the market. Different types of research Primary research: new information
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principal at the end of each year. Bond B has a maturity of two years and interest promises an annual rate of 8.85% (4.425% every six months). Compounding occurs semiannually; accrued interest is added to the bond’s principal every six months. Bond C matures in two years and promises an annual interest rate of 8.65% (.0237% per day). Compounding occurs daily; accrued interest is added to the bond’s principal at the end of every day (assume 365 days/year). A. Calculate the annual yield-to-maturity
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its operating area. These problems began when local residents opposed the construction of GMCT’s “ugly” towers and Petersen feared the coveted local fire department communication tower would be denied for GMCT use. Embracing his role as a manager‚ Peterson acted pragmatically and promised free cellular service to the police‚ fire and emergency departments in the area in exchange for securing the fire department´s tower. Unfortunately‚ he was unable to convince Hardy to sign the agreement and failed
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set of goals are called a(n): A. Roles B. Empowered teams C. Organizations D. Global organizations 2. The people who work in an organization are considered: A. Raw materials B. Machinery C. Resources D. Financial capital 3. The people within an organization who are responsible for supervising the organization’s use of its resources are known as: A. Managers B. Efficiency experts C. Effectiveness experts D. Strategists 4. Organizational performance __________ in
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