Goshe Corporation, Acorn Industries, Continental Computer Corporation Case Study
Group 5: Acorn Industries, Continental Computer Corporation, and Goshe Corporation
Goshe Coporation
In the case study on the Goshe Corporation, we are introduced to the head of the organization, Banyon. He announced that there would be an average salary increase of 7% for workers. The problem began to arise when the Finance division only received a 5.5% salary increase. The scientific programmers in the Finance division felt that their Electronic Data Processing (EDP) efforts should be duly rewarded, at least as much as any other employee at the Goshe Corporation, considering that this software shortened work schedules and lowered manufacturing costs. This inherently contributes directly to the bottom line, corporate profitability. The EDP programmers felt they did not receive a proper chance to prove they are acting to create profits for the Goshe Corporation. As a response to their perceived ill-treatment, the EDP programmers created a close shop environment and developed a hostile attitude towards other departments. As time passed, EDP became a division of its own, which was a project driven division. EDP became renamed MIS, Management Information Systems, and the head of EDP became the head of MIS. The MIS department had a problem in that they were one to three months behind on all projects. There seemed to be many personality clashes among all departments regarding things that involved the MIS projects. MIS was overloaded with projects, therefore they only got on-the-job training without any Project Management related training from Human Resources. Banyon never heard of this problem from Grandy. Demands were made by MIS to other departments so that MIS would accomplish its milestones, however, no consulting was done by MIS regarding the milestones. MIS submitted a purchasing proposal without consulting with the manufacturing division, even though the manufacturing division was part of the project. Because of this the project ended up being too
Goshe Coporation
In the case study on the Goshe Corporation, we are introduced to the head of the organization, Banyon. He announced that there would be an average salary increase of 7% for workers. The problem began to arise when the Finance division only received a 5.5% salary increase. The scientific programmers in the Finance division felt that their Electronic Data Processing (EDP) efforts should be duly rewarded, at least as much as any other employee at the Goshe Corporation, considering that this software shortened work schedules and lowered manufacturing costs. This inherently contributes directly to the bottom line, corporate profitability. The EDP programmers felt they did not receive a proper chance to prove they are acting to create profits for the Goshe Corporation. As a response to their perceived ill-treatment, the EDP programmers created a close shop environment and developed a hostile attitude towards other departments. As time passed, EDP became a division of its own, which was a project driven division. EDP became renamed MIS, Management Information Systems, and the head of EDP became the head of MIS. The MIS department had a problem in that they were one to three months behind on all projects. There seemed to be many personality clashes among all departments regarding things that involved the MIS projects. MIS was overloaded with projects, therefore they only got on-the-job training without any Project Management related training from Human Resources. Banyon never heard of this problem from Grandy. Demands were made by MIS to other departments so that MIS would accomplish its milestones, however, no consulting was done by MIS regarding the milestones. MIS submitted a purchasing proposal without consulting with the manufacturing division, even though the manufacturing division was part of the project. Because of this the project ended up being too