Custom Chip Inc Case Summary

-Create an environment where team members can identify and solve problems on their own, delegating real power and responsibility - Demonstrate and articulate the values of the organization -Look for ways to use staff's interests and strengths in directly supporting people - Share decision making

Every company will focus on supplying a service, product, or both. How and where the product is made plays a crucial role in the company’s success. In order to help visualize how the products are made process maps are formatted. These process maps can help to identify areas that need improvement. In order to implement improvement, process development will be implemented. The form of good that a company supplies is also important and to ensure that the best product is distributed product development is conducted. Target Corporation is a complex company, which provides consumers with their necessities.

I would ensure that issues which are creating a problem in the work group are discussed within the group by creating a friendly and safe environment where people feel safe to speak out. If there are shy people in the group I will make one-on-one meetings to motivate them and make sure that their voice is also heard as well. I would make sure that it is important to bring up the issue discussions which make the group dynamic strong. I would also make sure that everyone brings up their issues and let them know that it is so important to discuss all the issues and work together which helps the team in achieving their goaIs. The manager can bring unspoken conflicts into open without making them worse by motivating the individuals to bring out what problems

Decided on how to implement changes and addressing issues and re-planning implementation plans. Also co-ordinating activities of every member of the team, collating work products into the whole or overall goal can be a big challenge to the team and the leader or manager of the team.

i. Darla: To effectively motivate employees to change with the strategy implemented managers will benefit from using the authentic leadership method to gain employee trust and build overall confidence and morale in the different departments Riordan has. This strategy requires managers to be genuine with employees about who he or she is as a manager, encourage open communication, share information to keep employees on the same page, and lastly stick to the ideals and best interest of the company. Using this method is one way Riordan can implement a bureaucratic structure to the current informal customer information function.

Founded in 1975, Custom Molds Inc. is the producer and supplier of bespoke molds and plastic connectors to the electronics industry. Building on its reputation, the company expanded in-house operations in the 1980s to include the limited production of plastic parts geared towards R&D based initiatives. During the early 1990s, the company realized that the shifting structure and market environment of the electronics industry was starting to impinge on the company’s manufacturing processes. This created a host of issues.

One of the largest challenges of his position as a top manager in the organization is making things happen. He achieves this by increasing profitability through leadership (interpersonal role, leading function) and delegation (decisional resource allocator role, organizing function) to control and utilize the strengths of his entire financial

feedback and identify objectives. It is usually the line manager who has to plan, prioritise

Have a clear focus on vision and aims. Understand where the organisation/team is and wants to be.

My recommendations for Mr. Marchionne would be to have a clearly defined mission and purpose and communicate it to all employees. A great way to create a clear mission is to involve the employees so that they may buy into the mission. Another recommendation would be to profile the current leadership team to ensure PE fit is aligned with the organization’s new mission and purpose. Lastly, utilize the four functions of organizational culture. By increasing employee

You don’t have to be manager material but have a mindset that one day you will become a master manager. Encouraging employees to be trained and moved in different departments constantly to broaden their opportunities to be knowledgeable in all areas. Offering opportunities for employees to express ideas to help run business smoothly and actually incorporating them within those job duties. Encouraging team work by letting employees resolve minor issues without the assistance of management as long as they are aware of the problem. This lets employees come together and problem solve giving them somewhat of authority. If an employee doesn’t agree with a manager or supervisor, encourage employees to speak up and fear no one. Always keep a professional demeanor and proper voice tone when bring up matters. We all are human and make mistakes and as a manager, we may see things differently from employees in which they may offer great advice so be open and honest.

Custom Chip, Inc case describes the situation of a company where lack of coordination and cooperation among different departments is hindering them to achieve their common or ultimate goal as a single business entity. Applications engineering, product engineering and manufacturing are all inclined towards achieving their individual objectives and timelines rather than collaborating and synergizing their efforts in order to attain a common goal of effective production with improved cost reduction. Few of the primary reasons are insufficient and unorganized company policies for coordination and cooperation, poor networking with in the organization especially on management level, lack of

The partnership at Hefty Hardware between IT and the business is not effective. One of the core problems faced by Hefty Hardware was the lack of a productive, working relationship between the company’s IT and business divisions. The four building blocks needed for a foundation on which a solid relationship could be constructed; competence, credibility, interpersonal interactions, and trust, were not present between the two divisions (McKeen & Smith, 2012). The business division felt IT lacked competence when dealing with business needs, demonstrated by the IT department not having knowledge of Hefty Hardware’s basic business concerns, goals or processes.

AtekPC is a mid-sized U.S PC maker with sales of $ 1.9 billion and employed 2100 full time employees and additional 200 part time workers. This case discusses most of the obstacles to establishing a PMO (Project management Office) are beyond the CIO and PMO Manager's control. We see a lot of problems faced by the CIO in implementing a PMO in the enterprise. Regardless of the technical challenges during the implementation, the core of the problems seems to be that the PMO is lacking organization support, from the top to the bottom. There is not enough executive stakeholder support, there is no visibility of the program, there is a conflict of interests within departments

HCC industries, a manufacturing company that produces hermetically sealed electronic connection devices along with microelectronic packages, is headquartered in Encino, California. Considering their highly sophisticated product line, one of HCC’s main clients was the U.S Military and government funded aerospace programs. HCC is made up of four distinct operating divisions: Hermetic Seal, Sealtron, Glasseal, and Hermetite. The divisions are highly decentralized and completely autonomous of each other. They all have different customer bases, different product lines and even different accounting systems. The divisions are also profit centers, by definition; each was responsible for their sales, costs, and bottom line. Each division also