英国传播学论文代写-对铱星公司的分析

本篇文章讲的是对铱星公司的分析,这是一个国际项目。该项目发射了66颗卫星,以覆盖全世界的电信。这个项目是一个50亿美元的高预算项目,涉及各种高级技术组织,包括来自世界各地的6 000名工程师、管理人员和技术人员。共有26个国家参与了这个项目。在最初的阶段,铱星的发展按计划进行,但后来它面临着商业和金融条款的急剧下降,导致铱星LLC于1999年申请破产。最终,铱星公司于2000年以2500万美元的价格被出售给了铱星卫星公司。本篇英国传播学论文代写文章由英国论文通AssignmentPass辅导网整理,供大家参考阅读。

It was an international project. The project launched 66 satellites in order to cover telecommunication of whole wide world. This project was a high budget project of $5 billion, involving various high ranked technological organizations, and including 6,000 engineers, managers and technicians belonging to various parts of the world. Total of 26 countries were a part of this project. In initial stages, Iridium progress went as per plan, but afterwards it faced a drastic decline in commercial and financial terms, which led Iridium LLC to file bankruptcy in 1999. Ultimately, Iridium LLC was sold to a new company Iridium Satellite LLC in 2000, in $25 million only (Frank et al, 2009).
The management of Iridium LLC was largely dependent on technical issues and proper planned and timed milestones. However it was nearly impossible to make Iridium LLC a success because 28 members of the board speak different languages. It means rather concentrating on technical aspects and milestones timeline, managers should first counter the multiculturalism environment of the project team. Member of the team belonged to various different cultures thus possessing different extents in every direction. The chief executive officer of Iridium LLC, once in a board meeting, tried to chalk out performances of different entities by using a chart representation. He marked green, yellow and red cars for partners who are on time, lagging behind, and far behind respectively, in terms of performance. After this meeting most red marked partners backed off (Frank et al., 2009).
Here this incident gives insight to the most areas where Iridium LLC was lacking. There was a huge difference in uncertainty avoidance indices indulgence indices power distance indices of the attendees and chief executive officers. He might not have said this to hurt or over-power the partners rather he was trying to chalk out things in order to manage them. Secondly, there may be a difference among long term orientation indices of partners which led them to make un-matching pace of performance. Thus there was a need to manage such circumstances which would have bridged these differences among employees and between employees and bosses.

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