Case 2-1 Carson Container Company

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Case 2-1 Carson Container Company Case Questions 1. What problems does Carson Container Company have that will affect its communications? Carson’s decentralized approach to procurement was indicative of its overall strategy toward dealing with its constituencies including employees, customers, shareholders, and communities. This decentralized strategy has affected the Carson’s communications. 2. What specific problems does Mr. Haskell have as a result of his communications to materials managers? As a result of Mr. Haskell’s communications to materials managers, over the next few days, responses came in from all but a few plants. However, over the next several weeks, the headquarters heard nothing from the plants about contracts…show more content…
However, Mr. Haskell did not put consideration on the human resources and time dealing with this new procurement process. The Carson has 30 plants and many employees under procurement department; hence, it is not wise to have Mr. Haskell himself and his assistant, Patricia only to deal with the 30 plant material managers. Apparently, the human resource arrangement is not enough on this matter. Besides, the time chose to run this new procurement process was not appropriate because the time chose was the busiest period for procurement department, hence they would easily neglected the new procurement process. Therefore, the objective of the Carson and Mr. Haskell could not be achieved effectively because the company did not do appropriate arrangement on the human resource and time arrangement. (c) Constituencies: The constituencies in this case are the 30 plants material managers located in United States regionally. Hence, the attitude of the 30 managers towards this topic is relatively important. However, the results showed that the managers were too busy and they did not put much concerns on this matter. Hence, the objective of Mr. Haskell was not achieved at the end. From this we could see that Mr. Haskell did not analyse its constituencies carefully. He did not understand the material managers’ attitude and opinion towards the new procurement process. He failed in understanding and

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