Dynacorp Organizational Power

As noted, brokers and innovators are the leadership roles associated with this model. The role of the broker is to build and maintain a power base, negotiate agreements, and present ideas. The innovators role is to be creative, initiate change, and sustain new ideas and changes. In this case, Langley exemplified leadership roles by single handily changing the mentality of the department soon after he took the position. Although this was a much-needed change for the departments personal, he did not show innovative characteristics by failing to create change regarding the production of tubes. Major change is needed in the process of the tube production. It has been noted by Harold Singer, “ The products and process here now are what they’ve traditionally been from almost the start”. This indicates that Langley needs to innovate and create new tactics and processes for the tube assembly. This would help American Radiotronics Corporation reach its goal of making the department a model show play for the company. Langley’s ability to quickly change the mentality is proof that he has innovative managerial skills. He must keep using these skills to help develop the department.

The industry is in the sinking market as sales are declining for the last two years. Gilcrist must avoid re-establishing the company in a sinking market, but to make innovation and change. She should invest her marketing budget into the power boat segment of the industry and expand the company or even move the company to a different location. The challenge for Gilcrist will be to stimulate employee creativity and tolerance for change due to her new directorship as president.

He had great plans for the company and wanted to turn it into a global giant. He applied his skills, and after some few years, the company had increased its capacity. Within five years in the industry, the company’s sales expanded from 3000 units to 12,000 freight cars by 1999. They also raised employees from only 600 to over 3,000 and the figure keeps on expanding. He aims at nothing else but just success. The company under his leadership have received so many performance-related awards, and its success stories have been awesome. Success has been witnessed, and they are still

In terms of this relating to Origin Energy’s billing teams before their transition from Wipro is that their experience with Origin Energy has let them be less subject to a power hierarchy than they were at Wipro where the structure of power is more rigid (Origin Energy, 2010). Origin uses a more collaborative approach to making decisions in that the managers communicate with and value input and feedback from their employees (Origin Energy, 2010). Also employees have autonomy is handling complex issues, although the managers hold a position of power in making the final decision and are involved in the maintenance of procedures and behaviours (Origin Energy, 2010). This was not their experience at Wipro where they had less autonomy, as they were boss-subordinate and this means that they needed their manager’s approval to make decisions on issues (Waddell, Cummings & Worley, 2007).

Each division is operating independently with its own division manager. Also, each division’s performance had been judged on its profit and return on investment (ROI). The company policy of decentralizing responsibility and authority for all

Dynacorp adapted functional structure since it was established. The company has three divisions which are engineering, manufacturing and marketing. The precondition of the company’s development is that each division work closely with one another. Whereas one of serious problems is sharing common goals. Manufacturing was complained to be the cause of high costs and delays. They would request for iterations on designs, which holds back engineering to repeat the work that they have done while they have already

As a consultant, we would recommend to use the organizational chart to strengthen the company’s roles and communication. Doc Kalandry works under Frank Choy, however Kalandry goes over Choy’s head, informally reporting to Choy’s boss. To fix this power dynamic, if Bill Hunt is always going to listen to Kalandry and his opinion, maybe Doc Kalandry should be the Director of Engineering. It is obvious that the CEO will not get rid of the ‘living genius’ and Choy’s position in the company has been a revolving chair due to Kalandry reporting directly the CEO.

Sampson made several decisions, but there were some problems. At first, Sampson made decisions only after two weeks on the job. The efficiency of decisions was questionable, based on her limited experiences and understandings of manufacturing setting and CA’s internal operation. Because the differences across the world, the business groups in 17 countries have autonomy to satisfy the needs of different customers. Currently Sampson required all advertising campaigns should be co-ordinated through New York, which was doubt. It is difficult to evaluate the advertising made by New York experts will achieve customer satisfaction of different countries. However, the centralization is counter to the general decentralized model of CA. CA used the decentralized model was sensible and had paid off handsomely compared with inconsequential economies of scales while national market differences were substantial.CausesThere was a “lack of fit” between process and task. In this case, the process is the communication system. Because the different corporate cultures, the different communication systems influenced Sampson cannot achieve her task. In Cabletronica, using e-mail to communicate is a usual way. In instance, the senior personnel changing as an important decision, was also announced by the chief operating officer through e-mail. However, it is not useful in CA.

In Kotter’s eight steps guide to transform an organization (Kotter, 2007), the first step is to establish a sense of urgency by examining current market and competitors to realize major opportunities. Evaluating the proactive actions she took since day one, Westerly strived tirelessly to accomplish this first step. Westerly was determined to implement a marginal but radical change in sale calls’ pattern and FCs’ time allocation. To support the new customer redeployment strategy, she used data and historical experiences, particularly those that Kauflauf achieved with Dart, a major world supplier of computer supplies and equipment. Although Kauflauf prides itself on superior relationship management thanks to the focus on small and medium size

When one of these divisions is planning to do something, an advertising campaign for example, the division has to communicate with their superiors to get approval. Since the company’s hierarchy is so tall, communication has to travel back to corporate headquarters in the U.S, where the Executive Committee has the final decision making power for activities the divisions have proposed. Below is an organizational chart of the company.

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

OD – Organizational Development is clearly the main focus here at DuPont. Tom had a vision to improve the organizational standards at DuPont not focusing on any problems that may have been present. The projected outcome for DuPont’s organizational structure was improving for the better of the company and the employees. Tom wanted to development to increase productivity for the company and its employees which would allow to company to be in a better stable place in the near future. Tom was building a strong foundation for the company which would benefit everyone involved. Tom

This study examines the current operations of Werner Enterprises, Inc. In doing so, the study surveys the history, guiding stars, external environment, internal environment, and the current strategies that Werner has employed. This study also gives recommendations for new strategies going forward, as well as which strategies should be continued. A plan for how these strategies will be implemented and evaluated follows.

With the fierce competition threatening the success of Electrolux, the company upgrade their strategy by nominate Hans Straberg as the new Chief Executive. The strain on the company’s finances left, Mr. Straberg with no choice but he change the way Electrolux does business. The purpose of this case study is the way that and why Electrolux Chief Executive Straberg eliminate the barrier and increase the communication between department, identify the advantaged of Electrolux by having individuals from different department and functional areas work together on design the product and the way use group and teamwork to succeed in a competitive

This paper presents a review of an advanced topic in engineering management. It should consist of one paragraph giving a concise summary of the material in the article below. Replace the title, authors, and addresses with your own title, authors, and addresses. You may have as many authors and addresses as you like. It is preferable not to use footnotes in the abstract or the title; the acknowledgments of funding bodies etc. are to be placed in a separate section at the end of the text.