Cracking the Whip- Case Study
Cracking the Whip
Cracking the Whip
2011
12/20/2011
2011
12/20/2011
Prepared for:
Dr. Azhar Kazmi
Prepared by:
Khalid Al-Shuwaikhat 199432180
Abdullah Al-Khabbaz 199893620
Mohammad Al-Miyad 200339590
Prepared for:
Dr. Azhar Kazmi
Prepared by:
Khalid Al-Shuwaikhat 199432180
Abdullah Al-Khabbaz 199893620
Mohammad Al-Miyad 200339590
Table of Contents Introduction 2 Background 2 Problem Statement 3 Data Analysis 3 Generating Alternatives 4 a) First Alternative 4 b) Second Alternative 6 c) Third alternative 7 Conclusion and Recommendation: 8
Introduction
It is a case that needs a decision making manager with political skills where Problem Identification and Problem Solution have high uncertainty. It involves many departments, multiple points of views, various conflicts which are beyond the scope of an individual manger. Also, the objective of the comprehensive reform survey for the organization structures and processes are not clear, specific or agreed on. It includes various departments with different interests, values and priorities that make the department managers come into conflicts.
Background
Harmon Davidson was appointed as the director of headquarters management succeeding Walton Drummond who had taken early retirement. Immediately after starting his new job, Davidson learned that one of the first things he would be responsible for a comprehensive six months survey of the headquarters management structure and processes. The survey will be given to the White House as an introduction to the agency’s next phase of management reform. Prior to his retirement, Drummed had already pick the five persons survey team consisting of two experienced management analysts, a promising younger staff member, an intern and Al Pitcher who is the team leader.
At first, Davidson had been impressed with Pitcher’s energy and motivation. He worked long hours, wrote a lot of things and was full with the latest organizational theory. Pitcher’s had other characteristics,
Cracking the Whip
2011
12/20/2011
2011
12/20/2011
Prepared for:
Dr. Azhar Kazmi
Prepared by:
Khalid Al-Shuwaikhat 199432180
Abdullah Al-Khabbaz 199893620
Mohammad Al-Miyad 200339590
Prepared for:
Dr. Azhar Kazmi
Prepared by:
Khalid Al-Shuwaikhat 199432180
Abdullah Al-Khabbaz 199893620
Mohammad Al-Miyad 200339590
Table of Contents Introduction 2 Background 2 Problem Statement 3 Data Analysis 3 Generating Alternatives 4 a) First Alternative 4 b) Second Alternative 6 c) Third alternative 7 Conclusion and Recommendation: 8
Introduction
It is a case that needs a decision making manager with political skills where Problem Identification and Problem Solution have high uncertainty. It involves many departments, multiple points of views, various conflicts which are beyond the scope of an individual manger. Also, the objective of the comprehensive reform survey for the organization structures and processes are not clear, specific or agreed on. It includes various departments with different interests, values and priorities that make the department managers come into conflicts.
Background
Harmon Davidson was appointed as the director of headquarters management succeeding Walton Drummond who had taken early retirement. Immediately after starting his new job, Davidson learned that one of the first things he would be responsible for a comprehensive six months survey of the headquarters management structure and processes. The survey will be given to the White House as an introduction to the agency’s next phase of management reform. Prior to his retirement, Drummed had already pick the five persons survey team consisting of two experienced management analysts, a promising younger staff member, an intern and Al Pitcher who is the team leader.
At first, Davidson had been impressed with Pitcher’s energy and motivation. He worked long hours, wrote a lot of things and was full with the latest organizational theory. Pitcher’s had other characteristics,