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Acorn Computers: A Strategic Case Study
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This 10 page paper looks at a case study (provided by the student) of a company which adopted short term decisions rather than take on long term strategies. Acorn Computers was a victim of its own success, this paper consider the position of the company between 1982 and 1985, looking at the decisions which were made and the way in which they effected that market. This includes a SWOT analysis of the company's position at this time, investigation of the problems that resulted from the short term decision and the way in which management constrained its own choices thorough those decisions.
Filename: TEacorn.wps

Action Research Proposal in Organizational Development
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This 6 page report discusses an action research proposal related to organizational development. The issue to be addressed is the chage of organizations in order to transform themselves to more “molecular” organizations which can better deal with the challenges of today. The point is that organization development must act in tandem with the goals and purposes of the individual organization. Flattening the hierarchy may not be enough to establish a new way of organizing and resistance to change may be the greatest barrier to be faced. Bibliography lists 7 sources.
Filename: BWorgact.rtf

Activity-Based Costing as a Control Measure for Bally Total Fitness
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A 6 page paper discussing the benefits of activity-based costing, specifically as a proposed financial control measure the Bally Total Fitness. The company’s revenues plunged in a single year; this paper is a white paper furnished to a group of consultants that wants to approach Bally with its ideas for assistance. Bibliography lists 5 sources.
Filename: KSacctABCbally.rtf

Activity-Based vs Throughput Accounting
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A 4 page paper comparing activity-based and volume accounting. The throughput approach can provide a ballpark assessment of the costs of producing a specific product, but ABC can provide accurate cost figures of each of the steps of production. Volume accounting can be misleading in terms of identifying which products or activities are more profitable. ABC provides fuller, more accurate assessment of the true cost of activities, enabling the organization to focus on activities that truly are more profitable. Bibliography lists 5 sources.
Filename: KSacctABCthru.rtf

AcuScan's "Operation Optimize"
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A 9 page paper discussing AcuScan's inability to decide which of two alternatives it should pursue. The paper recommends to the CEO that AcuScan market itself to an entirely new market segment – such as banks and building security businesses – to increase sales and market share of its current product. In the meantime, it should be taking a mature and thoughtful approach to developing new products for the future, offering a new, tested and defect-free product from a position of strength rather than desperation. The paper provides recommendations and an Executive Summary. Bibliography lists 3 sources.
Filename: KSmgmtAcuScan2.rtf

AcuScan's "Operation Optimize"
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A 10 page paper discussing communication disconnect surrounding and immobilizing new product development. Examination of email exchanges at AcuScan reveal management not managing; "little Napoleon syndrome" in action; a general dearth of innovation and creativity; unproductive communication; and a host of other problems. All combine to create a stalemate between individuals who need to be working together for one common goal. The paper provides recommendations and an Executive Summary. Bibliography lists 3 sources.
Filename: KSmgmtAcuScan.rtf

AcuScan, Inc. Case Study
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A 6 page paper based on a case study provided by the student. In this case, a company is trying to find a new product based on their technology, a retina scanning system, because revenues have been dropping. A new product for a new market has been suggested by two members of the management team but the manager of product development has refused to cooperate. The paper analyses the arguments made and offers recommendations to the CEO. No Bibliography.
Filename: PGacusc.rtf

Adding Alternative Fuel Cars to Lotus Rental Car's Fleet
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A 3 page paper discussing the state of alternative fuel choices in 2005 for the purpose of assessing the feasibility of Lotus Rental Car of adding alternative-fuel cars to its fleet. DaimlerChrysler, Ford, GM, Isuzu, Mercury and Nissan all offer flex-fuel vehicles designed to operate on either gas or ethanol, or any combination. Prices are falling and are close to prices of those with standard fuel systems, and neither the customer nor the company needs to be concerned about what type of fuel is placed into the tank when the car is rented. Lotus certainly should seek negotiations on flex-fuel vehicles for its future purchases. Bibliography lists 3 sources.
Filename: KSenvAltFuelCar.rtf

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