Rondell Data Corporation

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.

The winds of change brings about new and while fading the old away. This is true with life and it was also true for Tom Lippert, a sale representative for Dupont Engineering Polymers (DEP). DEP is faced with change as their long time GARD contact, Mike O’Leary turns over his responsibilities with his predecessor, Richard Binish. Richard trust the relationship that Mike has developed with DEP over the years however, he plans to verify DEP’s performance to his own standard.

The Rose Company is building a new plant to reduce cost, improve the quality of products, and maintain competitive leadership by gaining a slight production advantage. The main obstacles to be overcome are the commissioning of a new plant, new methods and process, and administrative reporting issues. As the newly hired General Plant Manager, I plan to resolve these issues by insisting that all plant communications flow through me, instituting training for plant personnel and setting operational expectations.

This text critically examines organizational behavior in Pluto Telecommunications through analysis of the relationship among the job design, motivation, structural form and the work culture. The Managing Director of Pluto Telecommunication came to understanding that the three departments within the organization: Sales, Marketing and Customer Service   do not communicate with each other which have a direct   negative impact on the company’s performance. Further investigations show that the three departments are different in term of what motivates the employees, the time span for achieving the goals, culture established within the departments and the structural forms within the departments. The organizational dilemma is how to balance out

          An organization, in its simplest form, is comprised of people brought together to achieve a common goal whether it be solving a problem, selling a product or providing a service. The existence of the organization is wholly dependent on the collective body of individuals involved and it is these individuals that are the driving force behind the success or failure of a company. The relationships that connect the people within the organization dictate how the culture is developed and perceived.

Bombardier Transportation had one main problem which is that there isn’t any specific and defined organizational structure. This situation was particularly a problem with Bombardier Transportation trying to merge with Adtranz. Establishing the corporate culture is the first step that needed to be taken

Organizational structure has been set up to facilitate all goal achievements. It is a way to motivate their employees and get them to work together. It also helps its employees to follow the organizations goals, and work together as a team. In order to do this, they need to have an organized structure to be able to run the company smoothly. A main foundation of every organization is to post their mission statement and goals everywhere so that their employees can see them. An organizational culture can consist of common shared beliefs and values that are established by the organization’s leader, and then communicated and reinforce through various methods, this helps shape employee perceptions, behaviors and understanding. Overall, organizational structure and culture can effect progress of many organizations in a positive and negative way.

Organizational architecture and corporate culture should be intertwined within any successful company or organization. In the text, Brickley (2009), refers to organizational architecture as being three legs of a company: assignments of decision rights, 2) methods of rewarding individuals, and 3) the structure of systems to evaluate the performance of both individuals and business units. Organizational architecture is the framework of company departments such as managerial chain of command, the duty description and

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

According to Miles et al. (1978, p. 547), an organization is both its purpose and the mechanism constructed to achieve the purpose. It means that the concept of organization is embracing both goals and all the elements that represent unique combination. Miles et al. (1978, p. 553) draws the conclusion that structure and the processes taking place inside the organization are closely aligned; it is hard to speak about one without mentioning the other. It is important to understand the conclusion drawn by Miles et al. (1978). It illustrates how the

The single most critical problem that the managers are facing today is managing the people.This is the most challenging issues that every kind of organizations is dealing with now aday. Organizational behaviour is the study of individual, group and organization as a whole that examines the effect of organizational structure and culture on organizational performance. Therefore, it mostly tries to define the performance and efficiency factors of anorganization.Organizational structure and organizational culture are highly correlated performance factors.It basically defines the appropriate structure of an organization in order to get more thanaverage performance. Organizational culture is a primary factor for employee turnover and job satisfaction (Bolden, 2004). If an organization possesses a strong culture of self-respect and employee affiliation, it is no wonder that the employee retention rate would be very high(Tracy, 2013).In this report, the relationship between organizational culture and organizational structure will be pointed out. While doing so we

Kirkham’s strategy was to integrate the different systems of each division into an “all-inclusive” product and also to involve all the divisions together with regards to product development, instead of letting each division be responsible for just products within that division. Mr. Donaldson chose Kathleen Quinn, Vice-President of R&D, to be responsible for coordinating the development of new products. This proved to be quite a challenging task considering that each managing director (of each division) still retained responsibility for the turnover and profitability of their respective decisions and also for the strategies to achieve the goals of their divisions. In addition, regardless of the trend of their customers in purchasing integrated systems, the majority of each division’s turnover came from the sale of stand-alone products.

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.

            “It’s a Sony!”  Sony is one of today’s leading brand in electronics, from personal to home entertainment audio and video system, communications gadget, broadcasting and other professional electronic devices, personal computer, digital camera, to robots.  Sony Corporation is a Japanese electronics giant, and has now evolved into a multinational company.  This essay brings to light Sony Corporation’s organizational culture and structure.  Also, it is going to analyze the extent in which organizational culture and structure impede or contribute to the effectiveness of the organization.  The following paragraph shows a brief history of the work organization.