A Case Study on Tucker Company
Almario, Mark Louie
Bertol, Treesha Beatrice
de Leon, Jonna Mayela
Madrilejos, Jamie Fiel
Matundan, June Marlo
Wong, Kim Glaiza
February 24, 2012
I. POINT OF VIEW
In the analysis of the case, the point of view of the Mr. Harnett, the president of the company was used. Since he has the highest position and he was involved in the reorganization of the company.
II. ANALYSIS OF THE CASE SITUATION
a. MACRO-ENVIRONMENT ANALYSIS
* Technological – The Company owns a laboratory that is needed for producing the products of the three divisions which are commercial jet engines, military jet engines, and utility turbines.
b. Company Analysis
The president of the Tucker Company established three new major divisions: commercial jet engines, military jet engines and utility turbines. Each division will be headed by new individual managers. And also, this would be necessary to avoid
III. PROBLEM ANALYSIS
c. PROBLEM DISCUSSION
The Tucker Company restructured that divided the company into three major divisions namely: commercial jet engines, military jet engines and utility turbines. There was an assigned head for each division. The products for each division would be tested in the laboratory which was headed by Ms. Hodge, the replacement for the past laboratory manager, Mr. Garfield. Ms. Hodge, being competitive, insisted that the laboratory should be more involved in the selection of materials and design of experiments and subsequent evaluation of the experimental data which were the tasks of the engineering department. Then, she coordinated with Mr. Franklin, the head of the engineering department. Mr. Franklin agreed to her proposal but stated that the final decision was their call. In the following months, conflicts between the two occurred because Ms. Hodge interfered with the design considerations of the product. She claimed that Mr. Franklin lacked the material expertise that she, as a metallurgist, had. She also gave the engineering department the least priority. Due to these conflicts, the tension between Franklin and Hodge reached a peak.
d. PROBLEM STATEMENT
What is the appropriate course of action that Mr. Harnett should take regarding the conflict between Ms. Hodge, the new laboratory manager and Mr. Franklin of the engineering department of the utility turbine division?
IV. SWOT (STRENGTHS, WEAKNESSES, OPPORTUNITIES, THREATS) ANALYSIS STRENGTHS
* It has expanded its operation.
* The company has skillfull, productive and experienced employees. * Effective group performance is exercised in the organization. * Product-line divisions in the company help disseminate tasks for better performance of employees. * Proper monitoring system is applied to each division through the presence of newly-assigned vice presidents * Vice presidents also have direct contact with the top manager making work problems to be easily addressed. WEAKNESSES
* There conflicts arising between employees.
* The company has only one laboratory which makes it hard to prioritize different divisions’ demands. * Divisions must share with the other division’s departments
* Specialization in each division was employed, thus producing more quality products. * With the extensive reorganization of the company, the top managers can easily see which division is performing better and which division performs less. * The managers can address easily the problems and find solutions readily. * It also gives them the opportunity to know in what areas they will gain more profit and in what areas are they losing so much of their profit.
* There are employees that seek for their own advancement to gain prestige. * There are arising conflicts among the heads.
* Internal conflicts may arise due to the extensive...
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