netrashetty
Netra Shetty
The Brunswick Corporation (NYSE: BC), formerly known as the Brunswick-Balke-Collender Company, is a United States-based corporation that has been involved in manufacturing a wide variety of products since 1845. Brunswick's global headquarters is in the northern Chicago suburb of Lake Forest, Illinois. In 2007, it had sales of US$5.671 billion with net earnings of $111.6 million.[1]
CEO
Roman Gumina
Vice Chairman of the Board
Frederick Perrine
Director
Robert Sica
2
Director
Frank Gumina
Director
Richard Malouf
Director
Michael Kaplan
Director
Dominick Faraci
Director
Phillip Barrood
Director
Joseph DeMarco
Director
Edwin Leavitt-Gruberger
Vice President
MA
CIO
MS
Lending
RJ
CFO
Thomas Fornale
Secretary
PG
Vice President
JC
COO
Joanne Bertolini
2
Legal & Compliance
Frank Gumina
First objective is to identify the resource management techniques applicable to the context of the company in the three stages of the project development stages from the commencement of the feasibility study to the analysis of the appropriate information system, and then to the development of the information system prototype.
This involves the constraint of time because the stages of the project spans a few months, which Dawson’s Automobiles may not have especially with its sales and other marketing short-term targets. Another constraint is quality of the outcome because of the resistance coming from the personnel towards the success of the project by not cooperating in providing the necessary feedback to develop an information system customized to the needs of the company
Second objective is to determine the role of effective leadership in the development and implementation of the information system project. This is in the context of the expected resistance not only from the sales agents but also from the administrators. The role of the Managing Director is crucial in helping company personnel look beyond their concerns about job security and realize the importance or role of the information system in improving their performance and productivity.
Achieving this objective involves quality constraints because of subjective feedback coming from the various members of the organization. The managing director and the executives may favor the information system but fail to consider the concerns of the other personnel while personnel may focus on their career concerns resulting to the failure to recognize the necessity of implementing the information system.
CEO
Roman Gumina
Vice Chairman of the Board
Frederick Perrine
Director
Robert Sica
2
Director
Frank Gumina
Director
Richard Malouf
Director
Michael Kaplan
Director
Dominick Faraci
Director
Phillip Barrood
Director
Joseph DeMarco
Director
Edwin Leavitt-Gruberger
Vice President
MA
CIO
MS
Lending
RJ
CFO
Thomas Fornale
Secretary
PG
Vice President
JC
COO
Joanne Bertolini
2
Legal & Compliance
Frank Gumina
First objective is to identify the resource management techniques applicable to the context of the company in the three stages of the project development stages from the commencement of the feasibility study to the analysis of the appropriate information system, and then to the development of the information system prototype.
This involves the constraint of time because the stages of the project spans a few months, which Dawson’s Automobiles may not have especially with its sales and other marketing short-term targets. Another constraint is quality of the outcome because of the resistance coming from the personnel towards the success of the project by not cooperating in providing the necessary feedback to develop an information system customized to the needs of the company
Second objective is to determine the role of effective leadership in the development and implementation of the information system project. This is in the context of the expected resistance not only from the sales agents but also from the administrators. The role of the Managing Director is crucial in helping company personnel look beyond their concerns about job security and realize the importance or role of the information system in improving their performance and productivity.
Achieving this objective involves quality constraints because of subjective feedback coming from the various members of the organization. The managing director and the executives may favor the information system but fail to consider the concerns of the other personnel while personnel may focus on their career concerns resulting to the failure to recognize the necessity of implementing the information system.
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