Diebold is a $3 billion company whose core products are ATMs, bank vaults, and security systems. Until the 1990s, it was a global market leader. Then, its rival NCR surpassed it in sales. As a result, Diebold began acquiring suppliers around the world. One company it purchased was a Brazilian manufacturer of ATMs. Around this time the Brazilian government was looking to fully automate its voting system, and Diebold got the contract through its Brazilian company. The Brazilian presidential election went off without a hitch with Diebold machines. Emboldened by this success, Diebold decided to enter the voting machine market. The U.S. seemed a likely market, especially after the passage of the Help America Vote Act when local governments were told to replace punch-card voting machines with touch-screen machines. The big contracts meant big problems for Diebold. Orders were lost, manufacturing fell way behind schedule, and its technical staff was overwhelmed by the demand. In addition, allegations of the potential for voter fraud filled the Internet media and Diebold was labeled "an enemy of democracy." If Diebold had paid more attention to the third step of planning and developed effective _____, orders would not have been lost, manufacturing would not have fallen behind schedules, and its technical staff would not have been overwhelmed. A. subordinate objectives B. short-term strategies C. action plans D. proximal goals E. operational plan
Diebold is a $3 billion company whose core products are ATMs, bank vaults, and security systems. Until the 1990s, it was a global market leader. Then, its rival NCR surpassed it in sales. As a result, Diebold began acquiring suppliers around the world. One company it purchased was a Brazilian manufacturer of ATMs. Around this time the Brazilian government was looking to fully automate its voting system, and Diebold got the contract through its Brazilian company. The Brazilian presidential election went off without a hitch with Diebold machines. Emboldened by this success, Diebold decided to enter the voting machine market. The U.S. seemed a likely market, especially after the passage of the Help America Vote Act when local governments were told to replace punch-card voting machines with touch-screen machines. The big contracts meant big problems for Diebold. Orders were lost, manufacturing fell way behind schedule, and its technical staff was overwhelmed by the demand. In addition, allegations of the potential for voter fraud filled the Internet media and Diebold was labeled "an enemy of democracy."
If Diebold had paid more attention to the third step of planning and developed effective _____, orders would not have been lost, manufacturing would not have fallen behind schedules, and its technical staff would not have been overwhelmed.
| A. |
subordinate objectives |
|
| B. |
short-term strategies |
|
| C. |
action plans |
|
| D. |
proximal goals |
|
| E. |
operational plans |
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