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Nutrorim case study

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The decision making issues that were made by Nutrorim's top management makes a pretty long list. First, they did not have a unified stance on what to do. I seems like they did not have the same goals in mind. They panicked after a problem came up which showed that they didn't have a plan for any such problem. The main problem was that there was no centralized leadership role to take care of the problem in the first place. The conditions under which the recall decision was made were mostly cultural. The main condition that was affected by the Nutrorim company was the aspect of Minnesota nice. All of the members of the company let every other person in the group talk. Therefore no work got done because everyone was entitled to their opinion and no work was ever achieved. We recommend that Nutrorim adopt the Carnegie Model of decision making. Their main problem was with a single decision and that was to recall the product or not. The upper management needed to have more leadership and to be more assertive in order to get the problem solved more effeciently. Christopher Dirkes Matt Macer Yuri Nagai John Bosman

Nutrorim case study

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The decision making issues that were made by Nutrorim's top management makes a pretty long list. First, they did not have a unified stance on what to do. I seems like they did not have the same goals in mind. They panicked after a problem came up which showed that they didn't have a plan for any such problem. The main problem was that there was no centralized leadership role to take care of the problem in the first place. The conditions under which the recall decision was made were mostly cultural. The main condition that was affected by the Nutrorim company was the aspect of Minnesota nice. All of the members of the company let every other person in the group talk. Therefore no work got done because everyone was entitled to their opinion and no work was ever achieved. We recommend that Nutrorim adopt the Carnegie Model of decision making. Their main problem was with a single decision and that was to recall the product or not. The upper management needed to have more leadership and to be more assertive in order to get the problem solved more effeciently. Christopher Dirkes Matt Macer Yuri Nagai John Bosman
Christopher Dirkes
Matt Macer
Yuri Nagai
John Bosman



The culture of the MLB is not a strong culture but it is also not weak.  The drug testing policy is not taken in by everyone in the organization.  There are groups who follow the rules and groups who secretly deny the pure values of the MLB and use anyway.  Baseball does have a strong history filled with heroes and stories that are told.  The dominant culture of claiming the non-use of drugs is a very weak culture.  There is a subculture of a group of people who are using but also publically disdain the use in baseball because it compromises the integrity of the game.

 

MLB stakeholders' have differing views of performance enhancing drug use.  Fans are wanting to see more value for the money they pay to come see the games meaning they want to see more homeruns and faster pitching.  This aids in players rationalization of wanting to use PEDs.  Owners of teams all publically say they are against the use of PEDs but are not afraid to hire a known user onto their team.

 

The 2005 drug policy has not significantly helped to change the culture of MLB.  It has imposed penalties onto some players who have tested positive but are they strict enough to actually impose change.

 

In an environment where winning is the biggest thing the players, coaches, and owners will do what it takes to win.

 

Administrators: need to be more enforce full of the policy.

 

Coaches: need to stop turning their back and work with the players on continual reinforcement on non-use.

 

Players: need to monitor teammates and themselves to keep it clean.

 

·         Not allow users to receive awards; gold gloves, MVPs, all-star game.

·         Take percentage of pay at beginning of year and if not tested positive at the end of the year get the money back.

·         Organizational fine for the organization of a player who tests positive.

 

Stories about players who used steroids and were the best but did not receive any awards or honors.

Story about how the HofF voters will not vote in a user.

 

The all-star game becomes a ritual with no player who has tested positive.

 

Emphasize non-power stats.

 

Sustain the new culture by continual enforcing of policy, story, and reward system.

Nike organization

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We believe that Nike is somewhat of a learning organization. They are the very minimum of learning to the extent to which they can acquire the most money but still satisfy the public enough. They know what to do but don't technically want to do it because it will cost so much that it may hinder their capitalistic goals. Nike learned that they can't just do what they want because other people are watching the company to make sure they are meeting the needs and regulations that the government has set down. Nike is a smart company and has come to learn about the loopholes in which they can still perform but make people happy. We believe that Nike is in between strategic and civil learning stages because they have integrated the issue into their organization to improve their overseas companies. They are still capitalistic, but they are only admitting the policies to the extent to which it will satisfy the public. They know the processes that they must implement, but seeing if they will actually do it is the real question. We don't believe they have actually said what they are going to do 100%. Nike hired high profile people from outside the organization to oversee their processes in order to see what the problems with Nike were. That process was not successful because the individuals looking over Nike's operations were not trained and therefore not extremely helpful. Even though those individuals lacked professional experience, they were still able to find some of the flaws that Nike had in its factories. Christopher Dirkes, Yuri Nagai, John Bosman, Matt Macer

Interest Recommendations

 

1. Get all of the sub-groups on the same page and try to accommodate them.

2. Have a committee of people from different parts of the organization to come up with common goals and direction for the organization.

 

Power Recommendations

 

1. To appoint a definite person or small group of people to have the power to do what needs to get done.

2. Make sure everyone in the organization knows who is in power and has authority.

 

Capacity Recommendations

 

1. There must be a leader to guide the organization into the change.

2. The leader must be willing to hear suggestions from other people.

 

Yuri Nagai, Matt Macer, Christopher Dirkes

Division 3 Case Study

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1. Intercollegiate athletic programs were to be kept in harmony with the essential academic purpose of member institutions, competing players were to be representatives of the student body, academic authority in each college was to control intercollegiate athletic policy.
2. The compromise would fail in allowing players to represent the student body because they were not allowed to compete in the team did not finish first. The compromise did follow the academic policies because it promoted studying for finals over post-season play.
3. Major stakeholders- university, student athletes, coaches, boosters/alumni.
4. University- emphasis based on academics. Student athletes- less stress during finals week for studying if the team didn't make the tournament. Alumni- If the team is the only team that makes the tournament, the boosters will support the winning program. Coaches- It forces more focus on the academics
5. University- loss of recognition if the program didn't make the tournament. Student athletes- compromised plan limits chance at post-season competition. Alumni- possibly reduce donations to the university Coaches- Puts pressure on winning if only one team is allowed to make the tournament.
6. We believe that structure should be revised to include more people in the decision making process. The AD should be included with the presidents. We believe more people should be involved because the president is involved in the decisions that affect different departments. Involving the AD in sport decision making makes the most sense.
7. Allow all qualifying teams to compete in post-season play. Advantages-national recognition for qualifying teams, increasing application rates. Allowing athletes to compete to potential if they earned it. Disadvantages- it takes away from traditional academic first way of thinking. Allow no teams to make the post-season. Advantages- it shows commitment to academics. Disadvantages- there would be angry stakeholders. Decrease in enrollment, increase transfer rates.
8. If only temporary, the organization should switch to an adhocracy. Emphasizing decentralization to allow more people to be involved in the decision making process.

-(Christopher Dirkes, Yuri Nagai, John Bosman, Matt Macer)


1.) Collaboration between the president of the university and the athletic director with inputs from coaches and boosters.

2.) External Profile: Public image
     Resource Management: Efficiency
     Performance on the Field: Winning
     Ethics: violations
     Education: GPA, graduation rate
     Institutional Enthusiasm: attendance, on-campus store merchandise sales, rally
                                          attendance, school spirit.

3.) Place decision making that relates to winning at the highest priority until it starts to affect ethics and education because if the team is winning it will enhance the external profile by giving them positive attention in the media.  Winning helps out resource management by attracting top talent to your team because you are a winning organization.  By winning current students will demonstrate more school spirit showing high enthusiasm towards the school and teams.

4a.) All nine objectives fit under one or more of the six categories; external profile, resource management, performance on the field, ethics, education and institutional enthusiasm.

4b.) Because all objectives fit in those six categories, we feel that no additional expectations are needed.

5.) Turn a profit every fiscal year.
     Sell out home games.
     Maintain proportional funding between all sporting teams.
     Minimize wasteful spending.

6.) The goal attainment approach could be used to determine effectiveness because the university has its goals and so does other parts of the institution like each individual sport team, marketing goals, financial goals, and administrative goals.

Chris, Yuri, John, Matt
Organization: NCAA

Contextual:
Size: nation wide, larger group of employees
Technology: Internet, people Environment: Intercollegiate athletes
Goals & strategy: maintain intercollegiate athletics as an integral part of the education program and the student body
Culture: maintaining the highest standards of quality and professionalism by working together in an environment that promotes respect, communication and teamwork; by encouraging professional growth and training; by supporting creativity and vision; by seeking out diversity; and by fostering individual empowerment and personal well-being. (From NCAA.org)

Structural:
Formalization: NCAA playing rule book
Specialization: have experience in intercollegiate athletics
Hierarchy or authority: Centralization: individual empowerment and personal well-being
Professionalism: respect, communication, and teamwork
Personal Ratios: there are different departments of various sizes dealing with things like advertising, student athlete relationship, and administrative

In general we feel that the contextual controls the structural for most organizations.  Changes in the environment and technology will change the structural aspects of an organization.  In this case with the NCAA however, we feel that the NCAA has been around for a long time and have been resistant to changes.

Group 1: Christopher Dirkes, Yuri Nagai, John Bosman, and Matt Macer