Case Name: Eagle Manufacturing
I. Major Facts
Ted Jones, supply manager, has been working in his position for two years and during this time it has been a challenge.
The supply management function was operating well with a team of professionals.
The function has been challenged with focusing on other functions verses the strategic function of supply management.
Ted’s department has been operating in a react mode instead of a proactive mode most of the work day recently.
Ted has been placed in a position to fix a pre-existing problem that was present within the organization before he accepted/got hired for the position.
There are a lot of high expectations for Ted to perform well since Eagle Manufacturing Company is paying him a lot of money.
Ted is under huge amount of stress due to his department’s low performance.
Ted was able to put together a great team but they are overworked and underpaid for their services.
The morale within Ted’s department is low and some of his employees have decided to resign and seek employment with other companies. Department projections have reached a 9% rate for late deliveries. Departments have begun to blame other departments for their specific problems; i.e. production is blaming incoming materials for production numbers falling behind. MAJOR PROBLEMS:
- Working relationships, effective communication, and collaboration between different departments of the organization are strained. The department heads have no trust amongst each other and definitely do not have a team concept to ensure the overall company excels or is successful Morale within Ted’s department is beginning to dwindle and spiral out of control due to lack of gratification and being overworked. Ted’s department has no strategic planning established within the department; resulting in his department always being in a reactive mode to issues. Those who fail to plan should plan to fail.
No Cross Functional Teams or efforts appear...
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