Riordan Manufacturing Strategic Plan Essay

The role of ethics and social responsibility aids organizations in developing a strong strategic plan, while addressing the needs of stakeholders. Ethics and social responsibility require social awareness to address the needs of the environment and to increase the knowledge of employees, which will lead to a corporation focused on supplying the customer with what is needed, managers equipped with solid decision-making abilities, and employees who believe that he or she are an asset to the business. It is the executive manager’s responsibility to establish a clear vision for the corporation and place a specific focus on understanding stakeholder’s needs. In an effort to support

• Explain the role of ethics and social responsibility in developing a strategic plan, considering stakeholder needs.

Riordan Manufacturing is a global plastics producer employing 550 people with projected annual earnings of $46 million. The company is wholly owned by Riordan Industries, a Fortune 1000 enterprise with revenues in excess of $1 billion. Recently, Riordan made several strategic changes in the way it manufactures and markets its products. Because of declining sales and uneven profits over the past two years, Riordan adopted a customer-relationship management (CRM) system. Primarily sales teams instead of single salespeople, with each team focusing on a particular customer segment, now service customers. Teams typically include a sales person, product engineering specialist and customer

Riordan Manufacturing is a mid-size American company that was founded in 1991, employs 550 people and has projected annual earnings of $46 million. Riordan has three manufacturing locations, two in the United States and one in China. Riordan understands the importance of strategic planning and will lay out their reasoning in this paper. Competitive advantages, sustainability, innovation and ethical and social responsibilities will be addressed, as well as cultural and structural leadership and assessment and feedback controls.

As a Fortune 1000 enterprise, and an industry leader in the field of plastic injection molding, Riordan Manufacturing, offers state-of-the art plastics design capabilities through its facilities in San Jose, California; Albany, Georgia; Pontiac, Michigan; and Hang Zhou, China. Currently, Riordan's COO, Hugh McCauley, and the executive team have requested changes to the current information system used to maintain inventory and manufacturing processes. Evaluation of current Sales, Inventory, and Manufacturing processes will be required as well as the evaluation of current hardware and software. The present networking system requires improvements and, thanks to today's technology can easily be

"Riordan Manufacturing is a global plastics manufacturer employing 550 people with projected annual earnings of $46 million. The company is wholly owned by Riordan Industries, a Fortune 1000 enterprise with revenues in excess of $1 billion" (Apollo Group Inc., 2004).

Riordan Manufacturing, a global plastics manufacturer was founded by Dr. Riordan in 1991. Today the corporation has expanded from the fan manufacturing plant in Michigan into a manufacturer employing 550 people with projected annual earnings of $46 million. Riordan’s has facilities located in America and China and the major customers are automotive parts manufacturers, aircraft manufacturers, the Department of Defense, appliance manufacturers, and beverage makers and bottlers (Apollo, 2006). In an attempt to evaluate the success of Riordan a financial ratio analysis is being

A world renowned plastics manufacturer employing nearly 550 workers worldwide, Riordan Manufacturing Co. a leader in the industry of plastic injection molding, has more than $1 billion in revenue. With operations based in California, Michigan, Georgia, and China, review of current resources within Riordan’s business structure reveal numerous areas in need of redefining to improve operational efficiency company-wide. Implementation of this proposed strategic plan will address issues areas of improvement including

Although Riordan Manufacturing has a generic strategic direction, a comprehensive strategic plan reevaluation and development must occur after the move to China. Environmental scanning, strategy formulation, strategy implementation, evaluation, and control are fundamental to the creation of a strategic plan (Wheelen & Hunger, 2010). Because, strategic planning is integral to the corporate strategy and success of Riordan the board of directors' requesting Team B formulate a comprehensive strategic plan for their organization.

Riordan Manufacturing, Incorporated has become a leader within the industry of plastic molding. An eclectic array of state-of-the art design products (plastic beverage containers, custom plastic parts, and plastic fan parts), and attention to detail pertaining to quality control, are some of the main factors contributing to the company’s success (Riordan, 2008). Each specialized plastic is in a different location: plastic fan parts in Hangzhou, China; custom plastic parts in Pontiac, Michigan; and plastic containers in Albany, Georgia.

As managers, our job is to make sure that we operate our business in ways we make a profit for our company and also follow business ethics. Furthermore, managers should follow the same standards of ethics when doing business outside the country (for example, outsourcing) than when we do business in this country (U.S.). Social responsibility and business ethics

Developing an ethical and socially responsible behavior plan is a critical requirement when starting a new business. Without the integration of concern at the very beginning of the planning process, as well as throughout the process, the organizational culture may not provide the checks and balances needed to develop ethical and socially responsible business programs. My plan should include how the community would be affect, social responsibility strategies, and ethical behavioral motivation in the workplace.

We understand that ethics programs may seem more process-oriented than most management practices. Managers tend to be skeptical of process-oriented activities, and instead prefer processes focused on deliverables with measurements. However, experienced managers realize that the deliverables of standard management practices (planning, organizing, motivating, controlling) are only tangible representations of very process-oriented practices. For example, the process of strategic planning is much more important than the plan produced by the process. The same is true for ethics management. Ethics programs do produce deliverables, e.g., codes, policies and procedures, budget items, meeting minutes, authorization forms, newsletters, etc. However, the most important aspect from an ethics management program is the process of reflection and dialogue that produces these deliverables.

Within the organizational setting, ethics and social responsibility are perceived as the behavior the company should implement relative to its stakeholders, with the expectation that the economic agents adhere to the legal stipulations, as well as the ethical norms to preserve the wellbeing of the stakeholders.

Ethics ensure that a company achieves its mission, vision, goals, and objectives in such a manner that they give a company a sense of direction and framework. Ethics ensure guidelines are creating that bind the entire organization into one common thread, govern the action of the organizational employees, and avoid deviation from the desired strategic path. Five ways a company can ensure ethics is including in their strategic planning are