I.

Time Content
The case study took place during the year 1980, and the time
period was set at that time. Because Dan is the Chief Financial Officer of
Greco, a company that manufactures household and consumer items, he
faces a difficult situation when the company earns a Q score. In the
preceding quarter, the company's revenue declined by 35% from the
previous quarter. After learning about Dan's discoveries from him, Marc,
the company's CEO, who is in charge of the company's operational
elements, requested that Dan investigate the root of the problem. Dan
completed his investigation and reported his results to Marc. Dan began
investigating the factors that influence the peak performance of the
company, as well as the implications of the findings. He was successful in
his attempt to identify the three phases of the problem.
During the era of economic liberalization, the Hidden Phase
discloses the working dynamic of the company, while Phase 2 reveals that
a third of the company's value has been lost. The phrase "overt phase"
has been called into doubt because it refers to the initial stages of a
company's drop when the stock is in the process of rising in value. His
research found that productivity, rather than revenue, had declined as a
result of his findings. The critical function, the generators of performance,
and the blockers of performance are all excellent descriptions, definitions,
or terms. When attempting to determine the root causes of poor
performance, consideration must be given to organizational and human
factors. Dan, the company's CFO, devised a strategy to assist the
organization in overcoming the difficulty.

II. Viewpoint
Dan, the company's CEO, would be the one to provide his
perspective on this study. He is the only person who has the authority to
govern the activities of the firm, and he can use this authority to find a
solution to the difficulty that his company was experiencing.
III. Central Problem
The issue of bureaucracy and management's unwillingness to act in
a timely manner based on the performance of individuals in an
organization caused the financial situation of the company to be in
disarray.
IV. Statement of Objectives
MUST:
Being able to design a new operating procedure that comprises consulting
with other department supervisors to discuss specific strategies to reduce
employee ineffectiveness and streamline their work productivity in order to
keep management costs as low as possible is essential.
WANT:
1. The ability to raise the level of awareness inside the organization about
financial affecting issues.
2. Possessing the ability to maintain effective control over cash flow and
overhead expenses while also putting in place a sales-increasing strategy.

V. Areas to Consideration
STRENGTHS
- Continuous improvement in the workplace
- Client retention
WEAKNESSES
- A more effective performance and financial reporting system is required.
- Lack of marketing advertisements and sales
OPPORTUNITIES
- Available to market share
THREATS
- Loss of profit due to declining of income
- Managed care

VI. Alternative Courses of Action

1. Restructure the organizational function and use the process of elimination
to address the unproductive elements of the firm in order to address them.
ADVANTAGES
- Implementation of improved office policies.
- Structured workforce
DISADVANTAGES
- Lack of employee morale
- Elimination of some parts of organization
2. Improvements are being made to the financial and operational reporting
systems in order to more rapidly identify risks and opportunities that the
business may be experiencing.
 ADVANTAGES
- Potential financial stability
- High accuracy of risk forecasting
DISADVANTAGES
- Unpredictable major events that could negatively affect the company
- Unprepared management
3. Put all of your efforts towards addressing the issues that have badly impacted
the company's production and caused it to fall into financial difficulties.
ADVANTAGES
- Stable company
- Boost in organization structure morale
DISADVANTAGES
- Cash flow difficulty
- Employees might have a hard time adjusting to new set of issues.

VII. Recommendation
The feasible recommendation I could offer for the company is the ACA #3.
This is the best solution for them to use their own technological
advancements into their advantage, which includes a wide range of tools
that may assist the CEO in predicting the early warning signs of a financial
downturn and measuring the elements that affect the productivity of
individuals in the firm.
Advantages:
1. Technological advancements
2. Accuracy of forecasting.
Disadvantage:
1. Potential human error.
2. The possibility to remove workers due to existing improved technology.

VIII. Detailed Plan of Action

o Identify and assign a team of people who will be responsible for the new
technology.
o Analyze the financial resources to see whether the organization can
prioritize expenses even in the face of financial difficulties.
o Analyze the operation and assess how the information will help to increase
the company's overall sales.
o If necessary, and in order for the company to better its financial situation, it
must fire the underperforming employee and replace him or her with a
competent individual who will become an addition to the team.
o Enhance employees' awareness of the current state of the organization in
order for them to be able to improve and alter their working habits.
o Change the reporting system to ensure that issues are brought to the
attention of upper management more quickly.
o Maintain a regular meeting for the purpose of discussing updates and
concerns that may develop with the many departments that are impacted by
the company's financial performance.
o Create a new set of guidelines for the recruitment process for the important
position in the organization.
o Develop new tools with the greatest possible capacity so that they can solve
the fundamental problem of the organization in a time of crisis.