Bridgewater Case Analysis

The case that I have chosen to discuss is Case 85 Cal.Rptr.2d 844 (1999) 978 P.2d 2 20 Cal.4th 785 Peter Ramirez, Plaintiff and Appellant, v. YOSEMITE WATER COMPANY, INC., Defendant am Respondent, No. S070114, Supreme Court of California, June 17, 1999.

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Barbarians at The Gate is a prominent book within the financial industry and a great book to read for a deeper look inside how the private equity world works. The book is an account of one most famous leveraged buyout cases in the history of private equity. The story is about the leveraged buyout of RJR Nabisco, Inc. by Kohlberg Kravis Roberts & Co., more commonly known as KKR, a tycoon in the private equity business in 1988. The book is written by two journalists of the wall street journal, Bryan Burrough and John Helyar and the chain of articles they wrote about during the entire longevity of the buyout process, through interviews with the key players in the deal. For anyone who is interested in the complex yet simple world of leveraged buyouts, the book is a must read to understand the nature of the deals and how anything goes and the characters and the psychology of people.

* Talk to employees 1 on 1 get to know them see what they feel can be improved, get their input and

The key issue faced by general manager Shelby Givens of Westlake Lanes is whether or not to maintain the current practices of the business or seek new alternatives. She must convince the board that within her allotted one year, progress has been made in improving the business and ultimately convince them that profitability is in the foreseeable future and that their personal debt will be repaid.

1.3. In order to estimate the peso discount rate, assume that the International Fisher Effect (IFE) holds. Groupe Ariel's Euro hurdle rate for a project of this type was 8%. Assume that inflation rates are expected to be 7% in Mexico and 3% in France.

Investors lost their money because of their lack of conscious and unwillingness to understand or realize that it is impossible to have such high returns in a legally managed

During the year 2000, Enron was exceeding all expectations, its stock was through the roof, and the company seemed to be on top of the world. The next year Enron declared bankruptcy. So how did a company rise and fall so quickly? The key in analysing this question lies in Enron’s organizational culture, which is defined as “a shared meaning held by members distinguishing an organization” (Robbins and Judge, Essentials of Organizational Behavior, 269). During its prime, Enron appeared to be a successful and innovative company, but in reality was a company rooted in an organizational culture of corruption and greed. The five culture dimensions of stability, risk taking and innovation, attention to detail, outcome orientation, and aggressiveness are key to understanding how unethical behavior became such a problem at Enron.

Enron’s ride is quite a phenomenon: from a regional gas pipeline trader to the largest energy trader in the world, and then back down the hill into bankruptcy and disgrace. As a matter of fact, it took Enron 16 years to go from about $10 billion of assets to $65 billion of assets, and 24 days to go bankruptcy. Enron is also one of the most celebrated business ethics cases in the century. There are so many things that went wrong within the organization, from all personal (prescriptive and psychological approaches), managerial (group norms, reward system, etc.), and organizational (world-class culture) perspectives. This paper will focus on the business ethics issues at Enron that were raised from the documentation Enron: The Smartest Guys

In the past, the booming economy had allowed for year to year increase in their sales because people had larger discretionary incomes. But due to the recession, smaller independent retailers had to markdown their items in order to stay in business because designer outlet stores are getting more traffic; so will Harry Rosen follow in suit? Or in order to maintain the integrity of the quality products they offer, will they continue their higher pricing and settle for a lower market share?

By interviewing employees as a group I will be able to ask them as a whole group how they feel about working with Roanoke and what kind of problems that they have been having. I can also ask them if they are having problems with other employees. Also while asking the employees the questions that I have written down as problems within the company and questions on how the employees feel about things, I can also ask the employees what is their opinion on how do they think some of the problems that their having, how can they be solved and bring their ideas to the table as well as my own and come up with a conclusion to solve these problem to make it a better working environment for everyone.

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Cross-functional teams are vital in many businesses, because it increases productivity, enhances communication between departments, and leads to overall success in a company. Boldflash is a company that has fallen behind on this front, and is thus struggling to keep up with its competitors. Roger Cahill, the new vice president of the Mobile Division, is faced with the challenge of finding a way to restructure the departments in his division in order to increase productivity and improve the product development process.

This case discussed the events that occurred during a change in DSS Consulting’s organizational structure. Three retired school district administrators established DSS Consulting during the late 1990’s. The company offered administrative support to small school districts located within the mid-west and mountain west region. They specialized in handling the negotiating of labor agreements as well as implementation of permanent system solutions designed to enable those organizations to run efficiently.

Mr. Alfaro Burgos, the vice president for sales of Dyners Corporation. It is a family firm that manufactures stainless steel and silver plated tableware. After some time, the inventory of the company showed a shortage. He discovered some mispacking of silver plated tableware in the warehouse of the corporation. He hired an industrial security firm to investigate the deprivation in the warehouse. It did not take long for the agent to discover the truth. Karlo Deles, the warehouse supervisor was the man behind the internal