목차 Background of Rondell Data Corporation 1.Age/Experience
valued 2.Seniority important (good ‘ole boys network) 3.Preserving “family
spirit” of the old organization 4.Informal approach, Personal contact
communication style 5.Little regard for the overall impact on the
organization
본문 The 75 people he(Forbus) manages are scattered
throughout the manufacturing and receiving areas-> not loyal to him-> Also
design, which he theoretically is in charge of, does not see him as the
leader.
ESD is sandwiched in the middle between research and
production-> has been marginalized and has little organization
power->engineers are low motivated.
Salespeople were often observed
taking their problems directly to designer.
Production frequently threw
designs back at R&D claiming they could not be produced and demanding the
prompt attention of particular design engineers.
The Sales Department
have troubles in selling and with customers.
Ron Porter: instead of
selling, busy with settling disputes with customers because of failure to
deliver on schedule.
Delivery failure caused by production and ESD
slippery schedule on making products
Reputation ruined by breaking
delivery time(even with the 15year best customers)
•
Because of wartime events, management decided to remove these three
departments from production.
• Production workers
were nonunion, hourly-paid and participated in both the liberal profit-sharing
program and stock puchase plan.
• Moral in
production was traditionally high, and turnover was extremely
low.
본문내용 rted out as Rondell Equipment Co. Manufacture
of electrical testing devices Two major lines-1978 Broadcast Equipment
(35% of company sales) Data Transmission Background of Rondell Data
Corporation
Background Long standing reputation as source of high
quality/innovative designs 1947-100 employees 1978-800
employees Current President-Bill Hunt Pride in 1) ‘Family spirit’ of the
old organization,
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