Cracking the Whip- Case Study

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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
Introduction2
Background2
Problem Statement3
Data Analysis3
Generating Alternatives4
a)First Alternative4
b)Second Alternative6
c)Third alternative7
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, however, that were disquieting, uninterested in the Department of Technical Services (DTS) history and culture, and was conservative toward top managers assuming they were unsophisticated and unconcerned about modern management. However, after a week of starting the survey, Davidson received his first feedback of any kind and it was negative about Pitcher’s behavior with the department of Public Affairs. Davidson confronted Pitched and gently blamed him, but he did nothing else for two more weeks until the second complaint came in from the director of Technology Development. After that, Davidson started calling other department managers to confirm these complaints and all of them criticized the team especially Pitcher, as rude and uninterested in the rationales behind the existing structure and processes. Then, Davidson commenced a review about the survey with the team leader who had been in no mood for self-examination or reconsideration. Pitcher said that he would not be able to meet the survey deadline since he was working with mangers unwilling to cooperate with outsider pushing unpopular exercise. Also, he blamed Davidson for not holding the line against unnecessary criticisms from managers trying to discredit the survey. Eventually, many questions came in Davidson mind about how to overcome all of these challenges and proceed with survey. Problem Statement

The case has high uncertainty about many problems and their priorities which could be summarized into the following three questions: 1. Is it a case of resistance to change by the other department managers? 2. Is it a case of inappropriate management skill and style used by Davidson? 3. Is it a case of interpersonal issues by Pitcher, or lacking the required competencies in handling the survey by his team? Data Analysis

In analyzing the case data, we were trying to determine the cause and effects for the problems identified and who the main affected...
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