Mexican Quilt
The Case of the Mexican Crazy Quilt: Linderman Industries
1. Was Linderman Industries' adoption of project organization an appropriate one for getting the Mexican subsidiary started?
2. In consideration of Robert Linderman's letting the division managers know the project manager would be asking for some of their key people, why would Conway have any difficulty in getting the ones he wanted?
3. Would you expect that many people would turn down a chance to join a project organization, as Bert Mill did?
4. Why would Conway take his problem with the engineering vice president to Linderman and have it resolved in his favor, yet back down in two disputes with the manufacturing vice president?
5. What could Linderman Industries have done to assure good jobs for the people coming off Project Mexicano, including Carl Conway, the project manager?
Was Linderman Industries' adoption of project organization an appropriate one for getting the Mexican subsidiary started?
Adopting the project organization for getting the Mexican subsidiary started was an appropriate measure by Linderman Industries. Notably, starting up a new subsidiary is an exercise that would require considerable planning, preparation and strategizing so as to ensure that the activities would run smoothly once it was in operation (Kerzner, 2009). The kind of effort required in making this a reality is time consuming and employees within the organization may not be able to handle the project while performing their other normal duties. Consequently, there is bound to be high levels of inefficiency and poor organization. The project organization, in turn, ensures that the persons involved only concentrate on the project such that it is likely to be successful. Project organizations prove appropriate for vital projects due to the factors discussed below. Project management allows for fuller utilization of employees. Conway and Delgado should have agreed on priorities in order for
1. Was Linderman Industries' adoption of project organization an appropriate one for getting the Mexican subsidiary started?
2. In consideration of Robert Linderman's letting the division managers know the project manager would be asking for some of their key people, why would Conway have any difficulty in getting the ones he wanted?
3. Would you expect that many people would turn down a chance to join a project organization, as Bert Mill did?
4. Why would Conway take his problem with the engineering vice president to Linderman and have it resolved in his favor, yet back down in two disputes with the manufacturing vice president?
5. What could Linderman Industries have done to assure good jobs for the people coming off Project Mexicano, including Carl Conway, the project manager?
Was Linderman Industries' adoption of project organization an appropriate one for getting the Mexican subsidiary started?
Adopting the project organization for getting the Mexican subsidiary started was an appropriate measure by Linderman Industries. Notably, starting up a new subsidiary is an exercise that would require considerable planning, preparation and strategizing so as to ensure that the activities would run smoothly once it was in operation (Kerzner, 2009). The kind of effort required in making this a reality is time consuming and employees within the organization may not be able to handle the project while performing their other normal duties. Consequently, there is bound to be high levels of inefficiency and poor organization. The project organization, in turn, ensures that the persons involved only concentrate on the project such that it is likely to be successful. Project organizations prove appropriate for vital projects due to the factors discussed below. Project management allows for fuller utilization of employees. Conway and Delgado should have agreed on priorities in order for