David Aquino, engineering director, started out the day uptight. His young child had the flu the night before, and he had been up all night to help. Upon arrival at his office, David had to make urgent phone calls to approve a two-week overtime work plan due to a plant fire the night before and to plan for a product committee meeting the next day to counter environmental concerns about a wastewater treatment plant. Then he spent 30 minutes reviewing the qualifications of new candidates and decided on one. He asked for salary information and wanted to examine the offer before it was sent. He asked for further justification for the budget requested by industrial engineering for a minicomputer. Without reading it, he approved the research proposal from material engineering. He rejected an invitation to speak at a regional meeting of the Philippine Society of Mechanical Engineers by giving an untrue reason. David made a note for the United International Corporation board meeting coming up soon. At 10:00 a.m., he met with two consultants for 1 hour and 45 minutes on a formal wage and salary plan and then directed his administrative assistant to work out the details. He promised to inform all department heads and asked for cooperation. As he walked back to his office after lunch, David noticed several engineers were still playing bridge after 1:30 p.m., and he planned to remind their department heads of this truancy from work. As soon as he walked into his office after lunch, George Mendoza, the general sales manager, called to complain about inadequate responses from engineering to field sales requests. David promised to look into it after receiving specific details. In return, he asked for Mendoza’s support at the product committee meeting the next day. David gave a retirement plaque to Jose Reyes in his own office in the presence of the personnel director at 1:45 p.m. Furthermore, he approved the request of two engineers for a week of overtime to design a new, final quality control station. At 2:00 p.m., he was asked to attend a three-hour budget meeting at 3:00 p.m. called by the president. In the meeting, guidelines and a timetable for next year’s budget requests were discussed. For engineering, he was told there would be an increase of only 10%. He then arranged for a meeting with the president and the controller at 2:00 p.m. the next day to request more money. As he was about to leave for the day around 6:30 p.m., his wife called to say that his child is doing all right, but he has to go to the party of the executive vice president alone. What do you see are David Aquino’s problems? How do you suggest improving his day?
answer the question briefly. (Engineering management)
David Aquino, engineering director, started out the day uptight. His young child
had the flu the night before, and he had been up all night to help. Upon arrival at his
office, David had to make urgent phone calls to approve a two-week overtime work plan
due to a plant fire the night before and to plan for a product committee meeting the next
day to counter environmental concerns about a wastewater treatment plant.
Then he spent 30 minutes reviewing the qualifications of new candidates and
decided on one. He asked for salary information and wanted to examine the offer before
it was sent. He asked for further justification for the budget requested by industrial
engineering for a minicomputer. Without reading it, he approved the research proposal
from material engineering. He rejected an invitation to speak at a regional meeting of the
Philippine Society of Mechanical Engineers by giving an untrue reason.
David made a note for the United International Corporation board meeting
coming up soon. At 10:00 a.m., he met with two consultants for 1 hour and 45 minutes
on a formal wage and salary plan and then directed his administrative assistant to work
out the details. He promised to inform all department heads and asked for cooperation.
As he walked back to his office after lunch, David noticed several engineers were
still playing bridge after 1:30 p.m., and he planned to remind their department heads of
this truancy from work.
As soon as he walked into his office after lunch, George Mendoza, the general
sales manager, called to complain about inadequate responses from engineering to field
sales requests. David promised to look into it after receiving specific details. In return, he
asked for Mendoza’s support at the product committee meeting the next day.
David gave a retirement plaque to Jose Reyes in his own office in the presence of
the personnel director at 1:45 p.m. Furthermore, he approved the request of two
engineers for a week of overtime to design a new, final quality control station.
At 2:00 p.m., he was asked to attend a three-hour budget meeting at 3:00 p.m. called by
the president. In the meeting, guidelines and a timetable for next year’s budget requests
were discussed. For engineering, he was told there would be an increase of only 10%. He
then arranged for a meeting with the president and the controller at 2:00 p.m. the next
day to request more money.
As he was about to leave for the day around 6:30 p.m., his wife called to say that
his child is doing all right, but he has to go to the party of the executive vice president
alone.
What do you see are David Aquino’s problems? How do you suggest improving his day?
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