Case Study: The Medtek Corporation

as one of the ten most outstanding engineering achievements in the world over the past 50 years,

* Set developmental goals with each employee. These goals focus on building the employee’s expertise, skills, and abilities. The idea is to make strengths even stronger, as well as to develop the areas in which the employee’s knowledge and skills are deficient. As you provide your team members with these developmental goals and support them to attain them you will be building the company’s future and displaying to your team that you are there to support and develop their career.

Company stood to lose reputation and its manufacturing license. There could be damaging legal notices and lawsuits which can harm the company for some time.

An office has to build employees communication skills, conflict management, relationships, team efforts, empathetic listening, and building self-awareness. Communication skills is developing flexibility to others’ styles. Conflict management is learning to use conflict as a brainstorming and creativity tool. Relationship building is describe as strengthening every person’s diverse connections. Building team that function through chaos. Empathetic listening is hearing the message from every person and keeping an open mind. Building self-awareness is understanding individual preferences to heighten flexibility in all

Seneca College of Applied Arts & Technology HRM848 - Training & Development Assignment - 1 Name: - Arjunbhai Dhagat Date: - June 06, 2018 Student ID: - 132788175 HRM848NZU INTRODUCTION Needs analysis is a process of defining the gap between in the employees’ performance and the organisations expectation. It is the first step in the ISD Process. Training is a very essential factor in defining the development of the organisation. Due to effective training, the employees’ can work effectively and can also increase the productivity of the organisation and help it achieve its goal easily. Needs analysis is the process of identifying the gap between the current and the desired results in an individual or in an organisation.

MediSys is a U.S.-based medical device manufacturer. It has been developing IntensCare project, a new medical system for monitoring patients in intensive care units. This project represents the most ambitious move in the company’s 10-year history. The company had invested large finances in this project and the market eagerly awaits its launch. The product development team consisting of people from several functional areas of the company, has been working on the product for six months but is now facing significant problems with the product design, clinical testing, meeting the production deadlines, and their own group dynamics. The pressure had also increased because of competitors also planning to launch similar products within the year. Several team members are concerned about meeting the team 's goals. The relationship between team members is quite tense and it doesn’t promise much progress.

Experiencing low cost traditional surgical procedures, Advanced Medical Technology Corporation (AMT) wants to broadcast this tagline by manufacturing well designed medical instrument based on a massive researching.

MediSys Crop. is a privately held US-based medical device manufacture who started a new project, named IntensCare, in 2006. IntensCare aimed to collect data on patients in intensive care units and post it to a database to share. The launch time was scheduled in August 2009. Six months away from the launch date, the project team still faced many issues that seemed they would not launch the project on time. In August 2008, the new present, Art Beaumont, formalized a core team, which was organized by a new parallel system for the IntensCare project. It included six people from six different departments: Karen Baio-Regulatory Affairs; Jack Fogel-Senior Production Manager; Aaron Gerson-R&D; Valerie Merz-Marketing Manager; Dipesh Mukerjee-Software Design; and Bret O’Brien-Product Engineering. Fogel also assigned as a project leader.

The fourth chapter then deals with the task of actually trying to improve corporate training and assessment programs. The challenge here is to find a way to determine which current or potential employees have the necessary skills to succeed in an organization. As mentioned before, these skills are not easy to measure and so assessing employees is not easy and the recommended steps are only guidelines to help in this process.

Kirkham’s strategy was to integrate the different systems of each division into an “all-inclusive” product and also to involve all the divisions together with regards to product development, instead of letting each division be responsible for just products within that division. Mr. Donaldson chose Kathleen Quinn, Vice-President of R&D, to be responsible for coordinating the development of new products. This proved to be quite a challenging task considering that each managing director (of each division) still retained responsibility for the turnover and profitability of their respective decisions and also for the strategies to achieve the goals of their divisions. In addition, regardless of the trend of their customers in purchasing integrated systems, the majority of each division’s turnover came from the sale of stand-alone products.

After identify these level, organization can identify whether the employee are in expected level or performing at the potential level. Therefore talent management strategy and practice help to identify the gap between the performance levels. As a result of identify the gap, management can provide training and development to employees to achieve expect level. And it help for management to evaluate, analysis, develop and manage the current performance levels and, to mentor the employees to reach the carrier lander.

b. Heterogeneous goals and priorities. Each function’s different goal and subunit orientation causes it toview problems differently. Subunits have become competitive as the attempts of one to achieve goalsthwart the attempts of another.c. Bureaucratic factors. Rondell’s structure has evolved historically and status inconsistencies havedeveloped among different groups and managers—between the heads of R&D and engineering. Althoughthe head of R&D, “Doc” Reeves, formally reports to Frank Forbus, the director of engineering,informally Reeves has more status and power. The manufacturing manager is concerned about his lack of a degree, which he believes lowers his status, so he deliberately causes problems for other managers toincrease his power and status.d. Incompatible performance criteria. Each function is evaluated according to its goals, so when slowengineering design raises manufacturing costs or results in lost customers or penalty clauses in customer contracts, functions come into conflict.e. Competition for scarce resources. Some functions, such as R&D, can command whatever resourcesthey want. Engineering services is running very lean, its engineers stretched thin, and no resources for aneffective preproduction unit. Given that profits have fallen, competition for resources might increase,which will worsen the

Codman & Shurtleff is a subsidiary of Johnson & Johnson which supplied hospitals and surgeons worldwide with over 2,700 products for surgery. Codman is now facing a profit shortfall of two million. A series of actions was decided in order to recover the shortfall, while the decisions made were somehow not aligned with J&J’s group philosophy. Codman managers decided to cut budgets of R&D expenditure which might have negative effects on the long term performance of the firm. The management of Codman ought to choose a better way that has a positive effect on operations in the long run and use a formal process, “stage gate”, in new product development.

Medtronic is a well-known medical technology development company established in Fridley, Minnesota. This company was founded in 1949 by Earl Bakken. The medical device company has two headquarters of which one is located outside of the United States in Dublin, Ireland and another one here in the United States located in Fridley, Minnesota. Medtronic has expanded across the world in over 120 different countries. There are about 27 locations throughout the United States. This company is well-known to the public eye and is growing daily. The target market for Medtronic is any and every one that needs or desire medical service or medical supplies to survive. The leading customers for this establishment are healthcare facilities. Healthcare

In this assignment, I will discuss and analyze the general importance of R&D in an organization and then specifically analyze my R&D strategy for your company up through the first six rounds. I will also evaluate what was my initial strategy for R&D? Did that strategy work well? What did I change regarding R&D as the rounds progressed, and why? What did I base your R&D decisions on?