MGT485 - Global Strategic Management
Janeen Robinson
Professor Jack Aschkenazi
23 July 2005
Hal Wallace is chairman and president of The Wallace Group. The Wallace Group is a manufacturer of plastics, chemicals and electronics. The electronics segment is the largest operation in the group. The firm has managed to maintain a level of success in spite of external and internal changes that have dramatically affected the firm. Over the years Mr. Wallace has failed to re-strategize in light of the growth of the company and changes in the external environment. Hal Wallace, despite his arrogance and at times indifferent attitude, has managed to take the first steps to engender the firm to a more productive and viable state.
The most important problem facing the Wallace Group is perhaps the firm’s lack of a clear mission. The mission of a company is to define the company’s purpose for exiting. The absence of a unified focus has contributed to the breakdown in communication that has affected morale. The Wallace Group is a diversified firm whose mission can easily be lost when all parties are not fully aware of their role in achieving company goals. Also contributing to the problems of communication and morale are perhaps the separations within the organization. Though the combination of the three segments, plastics, chemicals, and electronics, are viewed as one entity, they are treated as three separate entities. This has cause grey lines between departments that depend on one another to complete tasks. Groups are not functioning at optimal levels because management is not clear on what goals are priorities. Upper management is oblivious to the goings-on of departments, therefore, make demands of department heads that further increase stress and hinder production.
The first recommendation to Mr. Wallace would be to execute an environment scanning of external and internal factors. Perform a SWOT analysis. This refers to strengths, weaknesses,... [continues]
Janeen Robinson
Professor Jack Aschkenazi
23 July 2005
Hal Wallace is chairman and president of The Wallace Group. The Wallace Group is a manufacturer of plastics, chemicals and electronics. The electronics segment is the largest operation in the group. The firm has managed to maintain a level of success in spite of external and internal changes that have dramatically affected the firm. Over the years Mr. Wallace has failed to re-strategize in light of the growth of the company and changes in the external environment. Hal Wallace, despite his arrogance and at times indifferent attitude, has managed to take the first steps to engender the firm to a more productive and viable state.
The most important problem facing the Wallace Group is perhaps the firm’s lack of a clear mission. The mission of a company is to define the company’s purpose for exiting. The absence of a unified focus has contributed to the breakdown in communication that has affected morale. The Wallace Group is a diversified firm whose mission can easily be lost when all parties are not fully aware of their role in achieving company goals. Also contributing to the problems of communication and morale are perhaps the separations within the organization. Though the combination of the three segments, plastics, chemicals, and electronics, are viewed as one entity, they are treated as three separate entities. This has cause grey lines between departments that depend on one another to complete tasks. Groups are not functioning at optimal levels because management is not clear on what goals are priorities. Upper management is oblivious to the goings-on of departments, therefore, make demands of department heads that further increase stress and hinder production.
The first recommendation to Mr. Wallace would be to execute an environment scanning of external and internal factors. Perform a SWOT analysis. This refers to strengths, weaknesses,... [continues]
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