Case Study MBA 615
Case Analysis Questions
:
1.
What problems are facing Erik Peterson? 1. Unclear reporting structure
2. Inventory control
3. Personnel issues:
a. Chief Engineer
b. Subcontractor
c. employee salary issues
d. conflicts / poor relationships between various positions
4. Lack of clear direction / consistent decisions / communication from corporate
5. Lower level of actual experience from those in higher management
6. Zoning issues
7. Lack of support from corporate regarding local relationships
8. Lack of training for many key positions
∙
GMCT had originally been targeted to begin service to subscribers on February 1, but it was now a month behind target because of several major problems. (Page 1)
∙
Instead of reporting to Jenkins, like originally assumed, he was assigned to Jeff Hardy,
CelluComm’s director of budgets and plans. Hardy had never had any system operating experience, so was unable to offer him any initial advice or guidance that was specific or helpful. Their relationship was somewhat awkward in the beginning because Peterson has never been formally told by either Jenkins or Hardy of the reporting relationship; it just seemed to have occurred. (Page 3 and 4)
∙
The initial construction of cellular towers, performed by a subcontractor, was already several weeks behind schedule and that would never meet the turnon target. Efforts to get the subcontractor to improve his construction rate failed, and GMCT was receiving an increasing number of complaints from local citizens about the way the subcontractor was cutting through privately owned trees and property. (Page 4)
∙
Peterson had difficulties with getting his chief engineer, Curt Andrews, to do the planning and organizing necessary to ensure that equipment and supplies arrived when they were needed. (Page 4) Peterson discussed this problem with Hardy several times and raised it again in Los Angeles, but to no avail.
:
1.
What problems are facing Erik Peterson? 1. Unclear reporting structure
2. Inventory control
3. Personnel issues:
a. Chief Engineer
b. Subcontractor
c. employee salary issues
d. conflicts / poor relationships between various positions
4. Lack of clear direction / consistent decisions / communication from corporate
5. Lower level of actual experience from those in higher management
6. Zoning issues
7. Lack of support from corporate regarding local relationships
8. Lack of training for many key positions
∙
GMCT had originally been targeted to begin service to subscribers on February 1, but it was now a month behind target because of several major problems. (Page 1)
∙
Instead of reporting to Jenkins, like originally assumed, he was assigned to Jeff Hardy,
CelluComm’s director of budgets and plans. Hardy had never had any system operating experience, so was unable to offer him any initial advice or guidance that was specific or helpful. Their relationship was somewhat awkward in the beginning because Peterson has never been formally told by either Jenkins or Hardy of the reporting relationship; it just seemed to have occurred. (Page 3 and 4)
∙
The initial construction of cellular towers, performed by a subcontractor, was already several weeks behind schedule and that would never meet the turnon target. Efforts to get the subcontractor to improve his construction rate failed, and GMCT was receiving an increasing number of complaints from local citizens about the way the subcontractor was cutting through privately owned trees and property. (Page 4)
∙
Peterson had difficulties with getting his chief engineer, Curt Andrews, to do the planning and organizing necessary to ensure that equipment and supplies arrived when they were needed. (Page 4) Peterson discussed this problem with Hardy several times and raised it again in Los Angeles, but to no avail.