Ques 2. Margaret Quinn, the president of Eastern Electric Corporation, one of the large electricutilities operating in the eastern United States, had long been convinced that effectiveplanning in the company was absolutely essential to success. For more than 10 years shehad tried to get a company planning program installed without seeing much result. Overthis time, she had consecutively appointed three vice presidents in charge of planningand, although each had seemed to work hard at the job, she noticed that individualdepartment heads kept going their own ways. They made decisions on problems as theycame up, and they prided themselves on doing an effective job of "fighting fires." But thecompany seemed to be drifting, and individual decisions of department heads did notalways tally with each other. The executive in charge of regulatory matters was alwayspressing state commissions to allow higher electric rates without having very much luck,since the commissions felt that costs, although rising, were not justified. The head ofpublic relations was constantly appealing to the public to understand the problems ofelectric utilities, but electric users in the various communities felt that the utility wasmaking enough money and that the company should solve its problems without raisingrates. The vice president in charge of operations, pressed by many communities to expandelectric lines, to put all lines underground to get rid of unsightly poles and lines, and togive customers better services, felt that costs were secondary to keeping customers off hisback. When a consultant called in at the request of Ms. Quinn looked over the situation,he found that the company really was not planning very well. The vice president ofplanning and his staff were working hard, making studies and forecasts and submittingthem to the president. There they stopped, since all the department heads looked on themas impractical paperwork that had no importance for their day-to-day operations.Questions:a) If you were the consultant, what steps would you suggest to get the company to planeffectively?b) What advice would you give the company as and how far in the future to plan?c) How would you suggest to the president that your recommendations be put into effect?

Question

Ques 2. Margaret Quinn, the president of Eastern Electric Corporation, one of the large electricutilities operating in the eastern United States, had long been convinced that effectiveplanning in the company was absolutely essential to success. For more than 10 years shehad tried to get a company planning program installed without seeing much result. Overthis time, she had consecutively appointed three vice presidents in charge of planningand, although each had seemed to work hard at the job, she noticed that individualdepartment heads kept going their own ways. They made decisions on problems as theycame up, and they prided themselves on doing an effective job of &#34;fighting fires.&#34; But thecompany seemed to be drifting, and individual decisions of department heads did notalways tally with each other. The executive in charge of regulatory matters was alwayspressing state commissions to allow higher electric rates without having very much luck,since the commissions felt that costs, although rising, were not justified. The head ofpublic relations was constantly appealing to the public to understand the problems ofelectric utilities, but electric users in the various communities felt that the utility wasmaking enough money and that the company should solve its problems without raisingrates. The vice president in charge of operations, pressed by many communities to expandelectric lines, to put all lines underground to get rid of unsightly poles and lines, and togive customers better services, felt that costs were secondary to keeping customers off hisback. When a consultant called in at the request of Ms. Quinn looked over the situation,he found that the company really was not planning very well. The vice president ofplanning and his staff were working hard, making studies and forecasts and submittingthem to the president. There they stopped, since all the department heads looked on themas impractical paperwork that had no importance for their day-to-day operations.Questions:a) If you were the consultant, what steps would you suggest to get the company to planeffectively?b) What advice would you give the company as and how far in the future to plan?c) How would you suggest to the president that your recommendations be put into effect?

Accepted Answer

To run a successful company, the superior has to make sure that everything is working and going on…

Questions: a) If you were the consultant, what steps would you suggest to get the company to plan effectively? b) What advice would you give the company as and how far in the future to plan? c) How would you suggest to the president that your recommendations be put into effect?