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Wengart Aircraft

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  • March 20, 2011
  • 2551 Words
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This case analysis focuses on Organizational Development (OD) techniques that Wengart Aircraft Company can utilize to implement a Total Quality management (TQM) program to integrate all aspects of the corporation to enhance production operations, improve overall quality of workmanship and products, increase output, maximize profits and simultaneously improve management and employee relations. Wengart Aircraft attempted to implement a TQM program based upon earlier recommendations by an OD practitioner; however, Wengart top management officials failed to fully comprehend the collective involvement and commitment required by management and its workforce to implement the program and successfully achieve positive and lasting change. The initial attempt to implement the TQM consisted of the top management CEO conducting a meeting with his Vice Presidents and informing them that Wengart would be implementing a TQM program, producing a memo requiring middle and lower management to participate and enforce a program they didn’t understand and couldn’t convince the workforce to support. The results of this case analysis will recommend a Course of Action (COA) to Wengart’s top management to affect positive change. Wengart’s strategy must stress a complete overhaul of its corporate culture and stimulate new ideas and techniques from management and employee working groups that work jointly to forge a new way ahead with a single goal “to be the best”.


President Ralph Larsen of Wengart Aircraft is concerned about increasing profits and his obligation to maximize shareholder’s return on their investments. Wengart produces commercial and military aircraft. It is number two in its industry, which consist of nine companies. Its profits, however, are ranked seventh. It’s disturbing to Larsen and his top management team that they are not able to maximize profits. Wengart’s top management conducted an internal diagnostic...
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