1.) The central decision making issues where that decisions were not made in a timely fashion. They also didn't test the drug to see that it was going to cause all these health issues. 2.) The type of condition to recall ChargeUp fell under the risk and uncertainty conditions because they didn't know what would happen with the drug and how much risk the clients would be at. 3.) Our group would recommend the structure of unstructured decision processes & garbage can because that allows for multiple people to make multiple decisions on numerous different issues with numerous different drugs and that would best fit this situation. The number of problems and employees makes the situation what it is and the garbage can method will help make the decisions easier.
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Context: The big time players use steroids and there are few big name players that don't or haven't used steroids. The culture would be that it is accepted, just don't get caught. The subcultures would be the fans, and in that there are even more subcultures because of how much they like or hate the team. Players to the coaches to management and to the stakeholders, there are many different subcultures, some may condone the steroids and some may not. MLB stakeholders do not like seeing players use performance enhancing drugs or get caught using them because it affects all the stakeholders when the players get suspended. It affects the team, the league and the people invested in the league. The culture changed because it used to be somewhat accepted, but now it is illegal. This has changed the entire game as a whole. Before 2005, it was kind of keeping it hidden and they didn't really enforce it at all. Now they are implementing a drug-testing program, to actually enforce the drug policy. Symbolic Elements: Appealing more towards the human side, because they don't want it to be shown to the viewers. Keeping it out of the eyesight of the upcoming players, old and young. It's up to the players, but if the coaches implemented more for their specific team it would be easier to test. It is ultimately up to the players because they are the ones that need to change and want to change. Also up to the administrators to come up with an effective plan to implement. The random drug testing is too random, need to test who is suspected of using steroids. System/Organizational Activities: Promote the players that have proven not to use the steroids, so that they get a good view of the league. Shy away from talking about the players that have been using steroids. Less highlighting of the bad and more highlighting of the good. Only way to try and get over the bad image that steroids have caused. Implement new policies with the media to not address the steroid issue for too long of a period of time and try to keep the teams and league in a good image to the public. New rituals could be more drug testing, if you are suspected you should be tested. And if you get caught you should be continuously tested until maybe you pass twice in a row. If you fail a drug test you should be on the list to be tested all the time rather than having it to be random still. Rewards structure should be steeper fines for not following the rules and testing positive. Shouldn't be rewarded for following the rules of the league. Otherwise larger amounts of games suspended. Our plan might upset a lot of people because it will have more drug testing and it will be less random along with stiffer penalties for testing positive for a performance enhancing drug. Also, by putting certain players on the radar for being suspected of taking performance enhancers can hurt the image of the MLB and possibly the teams of those specific players.
The Los Anglos Angels of Anaheim value tradition with winning. They have a highlight video that they play before every game for the fan, who they value with numerous give-a-ways. They have family Sunday's. The symbols that represent the organization are the "rally monkey." The team won the World Series in 2002 in game 7. They are extremely competitive in the American League West Division each season. The language of the team is such phrases as "hit a homerun" and "throw a no-hitter." The metaphors that describe the organization are perseverance and determination as they have to play a tough schedule each year to win the division and make a run in the playoffs. Vladimier Gueraro would be considered a hero in the organization because of the length of time her has been with the team and how his effort day in and day out on the field is contributed to the team. Mike Scosia the manager of the team has also been there for about 10 years, so he provides a hero like mentality to the team. The Angels pride themselves in clean cut players who represent the game and themselves to the highest quality. The formal rules are to not use steroids, abide by all MLB rules and codes of conduct for the league and team. An informal rule would be not to get caught in compromising positions. Also they need to come to practices and play hard each day and to respect your coaches and teammates. They have a fireworks show after each Friday night game as a ritual. It's called "Big Bang Fridays" and people stop along the freeway to watch the show. They pride themselves in a close knit organization that openly communicates their ideas and philosophies on players and their abilities. Angel's stadium is where they play and that is where all the administrators work on a day to day basis. That is also where the team store is located. They have a HUGE parking lot that surrounds the whole stadium and holds about 15,000 cars. The games are generally held at night with a Sunday afternoon game each week. They usually get Monday's and some Thursday's off dependent the schedule. The offices are located at the Stadium on the perimeter and they are underground. They are extremely up to date with numerous photos and fancy style offices for the workers.
They learned that defensive strategy does not work and that you have to comply. You can't exploit workers because eventually it will catch up with you and someone will find out. Nike has reached the strategic stage of learning while moving towards the civil approach. They have integrated societies values into their work place and they are border line civil because they are have one of the best models out there to follow and they are making great strides toward being the number one company to follow. The first strategy to dealing with critics was defensive because he did not want to talk to the camera. Phil Knight also told the camera that they needed to go talk to a different person and it became a big circle of who to speak to about the poor factory situations. No one wanted to take responsibility for what was going on in Indonesia. The labor compliance team hired costly professionals to audit many supplies overseas. They began to do reviews up the supply chain rather than going down. It was effective because they were able to find the root of the problem. This was effective because they were able to break the problem all the way down before they began to look for a solution. They were able to find the problem this way. This involved a bunch of different companies to included NGO's and the CEO's. As time has passed Nike has made strides everyday to fix the problems. In July of 2000, Phil Knight was the only American CEO to attend the launch of global compact, which was a conference designed to better company globalization.
Strategic change and the role of interests, power, and organizational capacity By Amis, Slack, & Hinings Two Recommendations: Power: 1.) Leaders better specify the job for each person. 2.) Work on communication, so that everyone is on the same page and understand their role for the job. 3.) Distributing the power as necessary right away, to help understand where everyone stands in power. Needs to be made clear right away that the volunteers were not in charge and the administrators were. Interest: 1.) To keep the volunteers and employees in the loop. Pay attention to interests of different groups/sub units, so that everyone is on the same page and have a say in what goes on. 2.) Could have gone through and made sure everyone was comfortable with the change and was able to make the change. Capacity to Change: 1.) Volunteers need to be taught and shown that change is needed, so they are more able to just comply with what was needed. 2.) Use your resources to solve your problems rather than just giving up. Increases technical strength and communication.
1. The common goal of NESCAC is that academics are first and athletics come second. 2. The president's decision was in line with the common goals of NESCAC in that it still placed academics first but still promoted good athletics. 3. The major stakeholders compromised by the president's plan would be the boosters and alumni and the student athletes. 4. The positive results for the boosters and alumni would be that they potentially would not have to provide as much money if their team does not make the playoffs, while still being involved. Positive results for the student athletes would be that they are getting more time to study and focus on academics, they do not have the distraction of sport anymore. The positive results for the alumni are that they may have gotten a better education out of being forced to study rather than compete more. 5. The negative results for the boosters and alumni would be that they put all the time and money into a team and let's say they finish second, the team does not even get a shot to upset anyone in a tournament, they are automatically done for the season and all the money is in a sense lost, they are getting a bad return on investment. The negative results for the student athletes would be that you motivation plummets in the later of the season if you already know that you are not going to make the playoffs. 6. We feel that the authority structure of the conference should be altered to include the all of the athletic directors in the conference and the head of the conference could perhaps be the deciding person. With letting everyone have their say you are letting everyone have their opportunity at casting a vote, get the grassroots level perspective, and in the end it's the athletic directors job, let them do their job, let them decide what is best for their athletic department. 7. The design options for changing the structure of the conference would be to decentralize the decision making so that the athletic directors of each team would also have a say in how the season ends. Changing to a professional design seems most appropriate. The advantages of this would be that the athletic directors would be able to have more of a say and that the conference is less centralized. The disadvantages of this would be that the environment is complex and stable, and even though it is stable there is definitely more room for it to become unstable because it is so complex. 8. An example would be to change it so that each team makes the playoffs and then you play it out until you have a true champion. With this you are extending your season and bringing in more money and more fans and excitement. The athletes are also more motivated to work hard to the end of the season and not just quit half way through when they realize they will not make the playoffs. If time is an issue you could cut the season short either on the front end or the back end to make time for the playoffs. The advantages of this would be that people are done before finals and have time to study. The disadvantages would be that the competition level might be that some of the play off games may not be so competitive and may seem pointless. Also, incentive may be down during the season a bit if you know that you are already going to make the playoffs regardless of how you play during the regular season. We recommend giving the athletic directors from each school more freedom in deciding how the play offs should be run. In doing this you will allow the people, AD's, who are at the grassroots level and know the most about what is going on, to decide what is best for the conference and teams.
1.) We believe that WWE is not a sport because there is a pre-determined outcome. The people involved know what is going to happen next. 2.) We believe that WWE is part of the entertainment industry and not the sport industry. 3.) Why we need to know this maybe because of tax purposes or the fact that we need to understand different types of organizations. Contextual affects structural on the U of M campus because of how the university is run as a college sports organization. The U of M has uo to date technology with a large number of employees. The environment on campus is social economical and the goals of the university are student orientated. The culture is to provide a good, clean, safe porduct for the fans. The structural aspect deals with formalization which has the code of conduct as well as specialization for higher up learning and knowledge. The heirarchy of athornity deals with the athletic director and university president. The professionalism has a variety of educational opportunities as well as a personal ratio of 3 to 1. (Sam Hadley, Bryan Pederson, Kristin Furukawa, Nicholas Donofrio)
1.) The coaches should determine which expectations have priority as they are the team managers. Administrators that work directly with the boosters should also have some say as well as the players, but the coach needs to make the final decisions as it's his team. 2.) Integrity deals with all six of the themes that are put in place for success as it can make or break your team with rules violations and immoral decisions. Leadership comes into play because most college athletic programs represent their university as the first thing people see when they visit the school. 3.) Intangibles and focusing on winning should not be placed as the highest priority when it comes to decision making. Decision making should be made based on getting people excited, but academics still come first. They need to uphold the values and traditions of the university. 4.) We feel the six expectations go above and beyond meeting the goals set objectives set forth by MSU athletics. The rules do a very good job of overlapping. To advance athletes and employees throughout the athletic department and for their careers. Coaching would be an example of this. 5.) A.) To raise $50,000 dollars through community boosters. B.) To maintain or grow last year's budget by less than $2,000 dollars. C.) Our goal is to sell 80% of the tickets to every home game to every sport. D.) To achieve 3-4 new business for sponsorship opportunities. 6.) The internal systems approach process could be used because the management of funds all comes from internal resources. The university makes recruiting, coaching, and managing all from within, the internal systems approach works the best we believe.