Case: Erik Peterson Do you think Erik Peterson was an effective leader? Why or why not? I do think Erik Peterson was an effective leader. Erik Peterson was definitely represented good leadership from every aspect of his work. Though at the very beginning‚ there were a great many problems exsiting in the GMCT and had negative effective on operating‚ Erik Peterson was trying his best to solve these problems and to some extend‚ gain some outcomes which revealed Erik Peterson was an effective leader
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SUMMARY: Erik Peterson is facing problem at Biometra in _DEVELOPING A STRATEGY WHICH SHOULD BE EFFECTIVE IN MEETING THE PRODUCT LAUNCH DEADLINE AND STREAMLINING THE OPERATION_. Major problems are: Lack of clear date driven project plan for product launch Relationship management with senior stakeholders Recommendations: A project plan for product launch and setting up a Project management office Engagement of senior management in critical decisions PROBLEM STATEMENT: This case is about Erik Peterson
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making decisions and Peterson’s difficulty to grasp key information are key issues. * The first issue will be solved by making Peterson Knight’s direct report in order to reduce time of approval process. * The second issue will be solved by setting one-to-one meeting between Peterson and key managers. II. Problems statement As a General Manager of Biometra‚ Erik Peterson’s most important role is to launch the new catheter into the market successfully. In this case‚ the success of the launch
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Case memo: Erik Peterson 1. What problems are facing Erik Peterson? 2. How effective has Erik Peterson been as a manager of the Hanover operations? Provide evidence to support your answer. 3. ------------------------------------------------- Is there another approach (with specific actions) to managing the Hanover operations that might be more effective? 1. What problems are facing Erik Peterson? Erik Peterson is facing multiple problems. Main reasons for his problems are two
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Section 1 Group 11 Eric Peterson Case I. BACKGROUND: CelluComm and GMCT and the Industry AT&T’s Bell Laboratories cellular telephone networking innovation had enabled several cellular network operators to get licenses from the FCC to operate in separate license territories right about the same time AT&T was broken up in early 1980s. These operators were either companies like Cellular Communication Services‚ Inc. (CelluComm) or small entrepreneurs who had won license territories through the lottery system
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Erik Peterson and Biometra Case Brief #2 There were three categories of issues that Peterson had to deal with when he took over as general manager at Biometra. These three categories were: early issues‚ issues within the Biometra team‚ and other issues. Each of these factors had major consequences that affected the success of Peterson at Biometra‚ as well as the success of the new product launch. The first of the three major issues were the early issues Peterson had encountered when he first began
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Organizational Behavior and Leadership Written Analysis of the case: Erik Peterson Case Background Cellular Communication Services Inc (CelluComm)‚a growing cellular telephone service provider‚ founded by Ric Jenkins‚ started as a small California based system and quickly grew to be ranked among the top 20 in the Cellular industry. Much of its success was attributed to the ability and aggressiveness of its founder. CelluComm was an early winner of some larger metropolitan area licenses
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Facing a problematic environment at GMCT‚ Erik Peterson proved to be an ineffective leader in his role as general manager. To resolve this situation‚ Peterson should have encouraged open lines of communication with CelluComm and established clear goals and roles within GMCT. Peterson faced problems with: 1) the inconsistency of CelluComm’s organizational structure‚ 2) the political and cultural environment in GMCT‚ and 3) external forces that were complicating system design and construction. In
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Erik Peterson: Part A and B Overview I‚ Erik Peterson‚ a recent MBA graduate in a new position as general manager of a mobile cellular company called Green Mountain Cellular (GMCT)‚ face serious start-up problems that delayed the first deadline on February 1st to begin our service. However I have submitted the revised turn-on of April 1st to headquarters. I‚ now with only 3 weeks left to the new deadline‚ have to prepare an effective plan and solve major issues in order to meet the second turn-on
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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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