Organizational Structure and Culture of Rolls Royce Essay

For this report there were 2 managers interviewed for this topic, Scot Carpenter Director of System Engineering at Teledyne controls and Masood Hassan, Vice President and General Manager of Teledyne Controls. Scot was brought in as the director of System engineering on May of 2016 to oversee the System Engineering group and to handle change for a couple items within the group, mainly the restructuring of the group from 2 functional managers to a 6 distinct groups within the group. Scot has worked with the company as Program Managers which has required him to oversee program with multiple groups while working with individual employees to ensure the success of his product lines. Masood has been with the company for over 20 years and has been the Vice President for more than 15 years. In that time frame he has to work through down turn in the aviation do to the events on 9/11 and other events. He has made changes to the structure of the company, creating System Engineering group, deciding the correct course of action to bring products to production and other aspects of running a company with 500 or more employees.

The company has hired three (3) new managers with expertise in larger motor engines, ten (10) staff members to assist on the factory line producing the engine as well as new marketing staff to create the best plan for execution of sale. The current staff will continue to make and monitor the medium size motors with a small amount of cross over. The additional staff with work primarily on the new larger motor project with career ending goals to continue with the organization for a long time to come. This increase and structure is the best of two worlds according to Project Management (Kerzner, 2013) “the matrix structure eliminate almost all of the disadvantages of the traditional

Harley decided that if they wanted to provide people with greater responsibility and authority they had to reduce the hierarchy. The philosophy behind the circle organization was to get the right people together at the right time to do the work right. They wanted teamwork without the teams and the idea of natural work groups emerged. This “circle organization” is based around the core processes at Harley to create demand, produce products, and provide support which are depicted by three interlocking circles. This is a more accurate representation of the shared leadership and cross-functionality at work in Harley-Davidson.

However, the horizontal hierarchy among the CEO, Vice-President of Engineering, Vice-President of Manufacturing, and the Vice-President of Marketing has not adapted to the changes. In fact, the Engineering department historically been the “strongest and prestigious area of the company” Not only does the existence of the new internal division change the company’s “principal line divisions” behavior, it gravely impacts and emasculates the integrity of the CEO and the vested interests of the remaining divisions and individuals.

* What organizational structure, management processes, and philosophy will foster superior performance from the company’s business units?

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

For the purpose of internal analysis, I have selected civil aerospace SBU of Rolls-Royce. This analysis has been done considering the fact that the case study was published in year 2005.

The company’s objective is to enable business and operational success through integrated world class solutions and development by utilizing the organizational restructure of the Engineering and R&D departments. Having a centralized organization with a decentralized engineering department makes meeting the company objective quite difficult. Also, if the company’s objective does not align with the department specific objectives Campbell Soup is setting their selves up for failure. Sales and Marketing are concerned with increasing market share and gaining profit, while the Plants are worried about operational performance, and Engineering is focused on individual parts of the system. In order to have a successful company

Quality, how does Boeing establish and maintain quality? Previously we discussed leadership development; in nearly the same process of development, Boeing's leaders take their acquired knowledge and skills and pass it on to their employees. Through this continual cycle of education allows Boeing to maintain a competitive advantage. Another of Boeing's core values is safety.

Companies go across borders in search of new market opportunities and in turn, have to focus on increased productivity as competition intensifies. Organization structure and job design are carefully selected by managers to ensure that work are coordinated well with less hurdles to achieve the established goals in the planning process (Wren, 2001). In the Autodesk’s Sales department, the structure is similar to a family tree where the Sales Managers coordinates the works of the Resellers and report to the Sales Director who is in-charge of the department.

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

* There should be division of segments under each head like marketing, logistics and administration team for the entire company.

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.

Businesses have numerous key departments which keep the structure running appropriately and supports the business to build and embellish in all worldwide markets. This report will consider what the key departments do for the business, in addition, this report will enlighten the research procedure used and significant complications which have been encountered throughout.

Case Study Report: A Problems Analysis on the Organisational structure and Strategic Operation of Engineering Inspection & Insurance Co.