B) About my Business Management study. Could please me identify the problems of this case study? 50pts!?

Yup 50 points and i am not kidding. Ok, Here’s how to earn the 50 points but please have patience on reading my question. Actualy, I think of giving 100pts (10pts x 10 similar questions) but Y!A only allows me to ask 5 questions today.

First of all, please help me identify atleast two(2) problems (two will be enough =D) in this readings and give three(3) alternative solutions on each problem(i really need three on each problems).
After you’ve posted your answer on this question, *copy the question title below, click search and follow the link. Post anything on those questions(I just need there your name to vote as my best answer). Continue the * method until you answered all my questions. =D

A) About my Business Management study. Could please me identify the problems of this case study? 50pts!
B) About my Business Management study. Could please me identify the problems of this case study? 50pts!
C) About my Business Management study. Could please me identify the problems of this case study? 50pts!
D) About my Business Management study. Could please me identify the problems of this case study? 50pts!
E) About my Business Management study. Could please me identify the problems of this case study? 50pts!

So, if you’ve posted answers on these questions together with the links above, and if you answered my question with patience and aiming to help others not just answering for the sake to get that 50 pts, you will be voted and would get a total of 50pts!… You will be a great help and relief! THHHAAAANNNNKKKK YYYOOOOUUUU SOOOO MUUCCCHHHH!!!! May God bless you!.

Now the case, here goes:
Title: Falcon Computer

A small group of managers at Falcon Computer met regularly on Wednesday mornings to develop a statement capturing what they considered to be the “Falcon culture”. Their discussions were wide-ranging, covering what they thought their firm’s culture was, what it should be, and how to create it. They were probably influenced by other firms in their environment, since they were located in the Silicon Valley area of California.

Falcon Computer was a new firm, having been created just eight months earlier. Since the corporation was still in the start-up phase, managers decided that it would be timely to create and instill the type of culture they thought would be most appropriate for their organization. After several weeks of brainstorming, writing, debating and rewriting, the management group eventually produced a document called “Falcon Values”, which described the culture of the company as they saw it. The organizational culture statement covered such topics as a treatment of customers, relations among work colleagues, preferred style of social communication, the decision-making process, and the nature of the working environment.

Peter Richards reads over the Falcon Values statement shortly after he was hired as a software trainer. After observing managerial and employee behaviors at Falcon for a few weeks, he was struck by the wide discrepancy between the values expressed in the document and what he observed as actual practice within the organization. For example, the Falcon valued document contained statements such as this: “Quality: Attention to detail is our trademark; our goal is to do it right the first time. We intend to deliver defect-free products and services to our customers on the date promised.” However, Richards had already seen shipping reports showing that a number of defective computers are being shipped to customers. And his personal experience supported his worst fears. When he borrowed four brand-new Falcon computers from the shipping room for use in a training class, he found that only two of them started up correctly without additional technical work on his part.

Another example of the difference between the Falcon values document and actual practice concerned this statement on communication: “Managing by personal communication is a part of the Flacon way. We value and encourage open, direct, person-to-person communication as a part of our daily routine.” Executives bragged about how they arranged their chair in a circle to show equality and to facilitate open communications whenever they met to discuss the Falcon values document. Richards had heard the “open communication” buzzword a lot since coming to Falcon, but he hadn’t seen much evidence of such communication. As a matter of fact, all other meetings used a more traditional layout, with top executives at the front of the room. Richards believed that the real organizational culture that was developing at Falcon characterized by secrecy and communications that followed the formal chain of command. Even the Falcon values document, Richards was told, had been created in secret.

Richards soon became disillusioned, He confided in a coworker one afternoon that “the Falcon values document was so at variance with what people saw every day that very few of them took it seriously.” Employees quickly l