Fhe, Inc.

As mentioned above the unequal division of responsibility within department due to lack of job design also results in a bad coordination within the organization. Examples of instance referred to in the case of Duplox would be the interdependence between the TSS and FSM teams; the sales department and the TSS’s, where the sales team don’t put much weight on the argument by the TSS’s that improper installation can cause higher repair and service cost. This not only creates discontentment between department but also affects the bonuses the Directors and managers gain based on the TSS’s productivity which is either met or exceed the past year. High- involvement managerial strategy the supervisor no longer would be the primary controller and evaluator instead would be the facilitator. They would help remove barriers to adequate performance and provide resources and assistance to subordinates to perform efficiently and allow decisions to be made at the lowest possible levels in the organization. The overall leadership style is participative or democratic in nature.

The JC Gear Company has decided to initiate a project aimed at automating its production planning and control system. Among the options, the company focuses on two alternatives: (1) purchasing the most suitable system off of the shelf and modifying it according to its individual production needs; or (2) developing a system

The employees stated the lack of effort to master the new process may be due to the lack of physical dexterity needed. Management may be able to address this issue by pairing who have successfully mastered the new process with those that are having issues. By mentoring the employees that have doubts about their capabilities, they may find that they are indeed capable of the new process, leading to their belief that they have the physical aptitude to complete the tasks required. Mentoring will help these employees with self-efficacy.

I. Create the Project Management Structure. Below is the Projectized Organization Structure that I would present to Peters for HGC. It would be based on separating the project management between the new product development and existing projects within their own units reporting directly to Peters. This will allow her to manage the development of new products and prevent everyone from creating their own. As well, the project management will be based on having a balanced matrix approach where the project manager has responsibility over defining what needs to be done; however, the functional manager controls how it is done.

In order to move with the times, the organisation may introduce new equipment or software. Some staff may see this as a positive step that moves the business forward, but some employees may feel anxious about the change, how much it is costing the business and whether it is actually going to improve their role or create more problems.

This solution will help in resolving problem related to lack of industrial knowledge of employees

Also, they think that they can send the IT folks onto the field once they are done with the planning and budget cycle. But, little do they understand here that it would be of no use sending the IT people after the planning as things to be changed as early as possible in a project life cycle. The more delay in the changes, the more complex and expensive the project would be.

The key problem that is described for this case “Improvements at ServeNow" involves the management practices of Mr. Bushley, who has been too busy to standardize a training program for his management team, and has no potential successors for the 4 mangers he is losing to entrepreneurship and retirement. Faced with this challenge, he has hired a consultant to assist with this transitional period and plan for better training and effective communication in the future. Mr. Bushley says that he does not have time or experience to help alleviate the situation. The use of technology for training and communication

However, the different mindset among people in team is one of the most of challenge thing. Engineering people usually prioritized solving engineering problem as the first rank and dismiss the marketers’ need. Without supporting from engineers, marketing people cannot develop features of product they need alone. From the bad impression and disagreement, it was very challenging to convince engineer to understand how important of marketing needs. So, some of marketing needs such as adding module in Mod IV to increase flexibility of motor was not developed by the engineers. That means marketing people cannot overcome the marketing challenge in Mod

Thomas Connors will bid for Southern Valley Authority to sell capacitor. The market of it is already matured and price has been eroded (Margin of the price that won the last bid is only $0.02). 85% of customer in the market is price oriented, SVA as well. The product is hard to differentiate.

The boss and human resource and development team have to inspire and direct the employees to understand that the new technology is valuable for the organization and it will bring a convenience to the both active and passive users. Furthermore, the boss also has to motivate the employees to pay attention to the training and let them practice to get used to it.

The five principal functions in Rondell that must work together to produce new products are production, sales, research, engineering services (part of engineering), and the control department (containing accounting, purchasing, and materials control). Each function contributes something unique and has adistinct subunit orientation.a. Production minimizes manufacturing costs. The goal is to obtain products from the engineering designdepartment for easy and inexpensive manufacturing. The manager in charge of production, Dave Schwab,is concerned about protecting his turf, and resists attempts by other departments to

· In addition to CMOs, why do you believe so many other employees participate in marketing planning?

FHE manufactures pumps used by the automotive and appliance industries. They also manufacture fluid handling equipment used to transfer liquids from paint to food supplies. During 2005 their profits after tax were $5,470,000 after having sales of $105,200,000. Even though FHE’s sales and profits are improving, Lum Donaldson, product development engineering manager, believes there are problems in coordinating the technical program managers and product managers. He has concerns that the division of responsibilities is not clear and the fluctuating workload in the engineering services is off balance.

EXISTING PROBLEMS AND WEAKNESSES IN THE CURRENT PROCESSES AND ADDITIONAL CAPABILITIES NEEDED TO BE DEVELOPED: