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team dynamic
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- 4. 18-13.Is Visa beingoverly cautious? Why or Why not? Why is this level of controls necessary?
- 5. No, Visa isnot being overly cautious. With the growing capabilities of the internet, skimming devices, and other hacking equipment, hackers have endless abilities to steal and sell valuable information. The most valuable being the access to credit card companies and the information they store. Hacker have a number of ways of stealing and selling that information that’s why credit card companies need to make sure the information is secure. This level of control is absolutely necessary, not only for the company , but also for the consumers as well. Data breaches have stolen millions of credit and debit cards information . In 2014 ,Home depot experienced a major data breach in which 56 million credit and debit cards were stolen. This is why Visa has the level of control that they do.
- 6. 18-14.Which controls wouldbe more important to visa : feed - forward, concurrent, or feedback? Explain
- 7. I think thefeed-forward , concurrent, and feedback control would be important to Visa. It is important that they establish control before, during, and after work has being or is being completed. Credit card companies need to take extra precaution when it comes to security measures as they are the number one target for hackers. If credit card companies did not take control before, during, and after work activities , they are giving hackers an opportunity to breach their system. Finally it’s clear that the company should take all of these controls.
- 8. 18-15.What other managerialcontrols might be useful to the company?
- 9. Managerial control canfocus on events before, during, or after a process. Unsurprisingly, visa focuses primarily on feed-forward controls which attempt to identify and prevent deviations in the standards before they occur . This type of managerial control is obviously necessary but if management is useful to act swiftly during a crisis , and if individual goals are not aligned with the company , then this control system is not as effective and data breaches are more likely to occur .Thus ,the company could benefit from applying concurrent controls which monitor ongoing employee activity to ensure that they are producing the desired results . One example of a concurrent control which might be useful to Visa is direct supervision , often referred to as management by walking around. This form of control has the manager interacting directly with employees in the area.
- 10. 18-16.What could otherorganizations learn from Visa’s approach?
- 11. Other organizations canlearn how to secure their information from Visa’s approach. Replicating a similar security measure will limit be opportunity for employee theft and hacking situations . Visa goes above and beyond the call of duty to ensure that their information I s protected . In addition to hacking situations , Visa takes control of the transaction limits . They are aware that they can only process 24,000 transactions per- second .They currently process about 12,000 .
- 12. CASE APPLICATIPTION 2 Deepwaterin Deep Trouble
- 14. 18-17.What type(s) ofcontrol- feedforward, concurrent, or feedback- do you think would have been most useful in this situation ?Explain your choices
- 15. Feed-forward control wouldhave been the most useful type of control in this situation. The Deepwater Horizon accident had massive implications for the health of workers and nearby residents, the economy, and the environment. BP seriously and plan for potential problems. There should have been backup protections to prevent accidents like the one that occurred At the very least they should have practiced concurrent control. At the first signs of a problem they should have taken whatever actions were necessary to prevent that type disaster that occurred.
- 16. 18-18.Explain what BPcould have done better.
- 17. First the companyneeded to measure their actual performance. They needed to look at their practices and analyze the data they were receiving from engineers on the site to determine whether or not the work was being completed in the proper manner the external regulations set by governing bodies for oil drilling operation. When issues were discovered they needed to taken seriously by people at all levels of the company and appropriate action needed to be taken to prevent the explosion which endangered both BP employees and residents in the area. Management needed to act quickly and in whatever manner was necessary to prevent the identified problems from escalating.
- 18. 18-19.Why do youthink company employees ignored the red flags? How could such behavior be changed in the future?
- 20. There are likelymultiple reasons. It sounds as if the company was putting pressure on those involved in the project to complete it quickly regardless of any issue that may arise so that they could gain the upper hand on their competitors. Due to the obsession with competitive advantage and profit, the environmental issues. Some of the engineers brought these issues to light but they were routinely ignored by the management. This creates an atmosphere discourages employees from identifying problems.
- 21. 18-20.What could otherorganizations learn from BP’s mistakes? Organizations should use this disaster as a reminder that putting profit before safety cost far more in the long term. BP is subject to billions of dollars.