Case About Retrotonics

1) This case is about Retrotonics, a medium size Australian company which design and sells a small range of innovative high-tech building equipment in Sydney and its management problems that have caused by Tom Masters, the General Manager. First of all, the article shows that Masters’ autocratic management style is not applicable. Masters only concerns on cutting costs and expanding the product line but ignores the feeling of the staff members. The other problem is Master unable to delegate because he interferes too much works that should be done by line manager. For example, Masters has made decisions about process for engineering staff members to follow. Masters just do what he likes to do without considering other people feeling. For example, Masters exerts pressure on engineering staff members to do things faster to develop a new model of telescopic handler in order to complete in three months time. Moreover, Masters does not discuss with James and Imakito before making decisions about processes which they feel is unworkable and impractical. Masters should be able to communicate his organization’s aims and objectives clearly and motivate his staff members. Nevertheless, Masters yells at Lee in front of the staff members, threatens by hiring new staff, refuses to listen other people suggestion and insists on having monthly meeting.

2) It is recommended that Masters adopt democratic management style to manage his different staff members. There is lack of communication between Masters, Lee and Imakito. Through democratic leadership style, it is encouraged two-way flow of information provides managers with feedback and includes workers in the decision-making process. Staff members are allowed to share their own opinions or suggestions and Masters will seriously take into consideration the worker’s comment before making informed decisions from a number of alternatives. (Hickey et al, 2005 , pp.27-31) Furthermore, Masters should have the ability to create a