Is barton becoming like davies is this inevitable it

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What advice would you offer to Barton to help him break the cycle of constant firefighting? Is Barton becoming like Davies? Is this inevitable? It is unrealistic to think that Barton shouldn’t play the role of firefighter on occasion. He will always need to address the issues that arise. However, if he is constantly putting out fires, this might be a symptom of a much larger issue at hand and it should be identified and addressed otherwise future fires will continue to emerge. The solution falls into the category of “easier said than done”, which is being more proactive that reactive. Barton is trying to keep his head above water and manage the current fires. However, as Annie from an entrepreneurial blog makes very clear in her article about managing “fires”…. “One note of warning: It will happen again. It totally will, and we really can’t guarantee it won’t. But you can certainly minimize occurrences, and that’s worth doing” (Annie). Barton needs to identify who in his team can take a lead role in handling these issues that keep emerging. He needs to do this in order to allow himself to be more proactive than reactive. While his team addresses the immediate problems, Barton can work on generating solutions to prevent these issues from arising again in the future. Otherwise these fires will continue to pop up and delay progress. As IT increasingly penetrates into our daily lives, do you think the younger generation might do work differently than earlier generations? If so, what kinds of difficulties or opportunities might arise from this difference? Absolutely. The newer generations will certainly turn to technology for solutions to problems. The generation has been raised their entire lives with new and exciting ways to generate instant results via technology and they will demand the same for their work environment. The opportunities will be improved work efficiency from the speed and accuracy that the transition from human based work to technological functions will provide. This automation process will generate a greater level of productivity from technological investments versus the slower human based performance (which requires salaries, benefits and other expenses that do not apply to technological functions). The downside of this transition will be a far greater public awareness of an entity’s business operations and exposure risks will be greater from an increase in shared information. As a result, smaller hiccups could have more profound impact on your company but it is a small tradeoff for improved efficiency. Chapter 14
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Should acquisition of infrastructure replacement services be an arm’s-length transaction or a close partnership transaction? For IVK, it appears that a close partnership transaction is more beneficial than an arms-length transaction. This was made clear when past experience with the service leader, ServoLith. “IVK, a relatively small company among ServoLith clients, would be a low priority customer” (Austin). The chapter then elaborates on prior ServoLith experience and it did not sound like a good fit for IVK at all.
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  • Summer '16
  • Barton, IVK, entertainment value, critical/sensitive IVK information

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