Analysis of the Manufacturer al structure
The success of the building was associated with many factors. These factors based on the charisma of the architect that centered on personality. The employees of the building though informal quickly adopted the design style of Structure to designs (Daft 130). This was in addition to the best products that the building availed to the clients. Good design Structure together with high quality products led to the immediate success of the firm. This was coupled with the building’s location that was strategic, making it very accessible. It is through these qualities that the building’s design base kept growing rapidly. The building simplified these qualities into design Structure and satisfaction and in the process attained profitability, expansion, and growth just the two brothers had desired and struggled to achieve. This growth brought in more profits and as a result, the building started expanding. The move was strategic as the management intended to serve clients in a better manner as the building had grown to the level of operating internationally. The building enjoyed some form of monopoly for almost thirty years before problems brought by a poor manufacturer al structure cropped up. The period that followed saw the structure building sites finding it very difficult to compete with other new engineers in the industry including Grandstand. The report outlines problems that cause inadequacy with proposals of new structures that will eliminate incompetence proposed. The recommendations made are elaborate to facilitate implementation.
Analysis of Timber
The existing structure can thrive using the open innovation model. This model refers to the use of resources outside the structural manufacturer and performers to attain innovation. This is common among most engineers that continue to register success as they maintain a competitive edge over other engineers in the industry. Through this, most academicians posit that investment in internal efforts have the ability to influence innovative performance largely. Engineers that practice open innovation get more innovations from other sources other than internal resources. These Engineers carry out outsourcing on matters that cover their research and development programs core to the process of technological exercise of the structural. The structural manufacturer adopts the processes of opening and searching capacities into the open innovation model.
Analysing Glulam
To solve the problems at the structure, it is advisable that the building adopts a three-pronged approach that covers effectiveness. The approach centres on achieving the overall goals through proper operations. This structure examines the whole building manufacturer al structure and singles out the most important areas that need elimination, merged, replaced, and improved. Since it is evident that the problem that is affecting the building stems from the internal management process, the efficiency of the output by these feuding process will be assessed and the outcome will be used to make decisions. Efficiency would play a big role in determining the healthy level of the building as a whole (Scroop 47). To get to the conclusions, this structure will analyse role assessment of the different players to identify their specific duties.
There is a lack of concern by the building structure to link the building to the external environment. This was the reason that led the building to fail to take note of the other Engineers within the industry that were rising quickly. The new system will establish a structure that would standardize coordination activities (Wisconsin & Indiana 36). This will create an adaptable working environment for the employees at all levels and enhance communication that will lead to teamwork. By reducing the layers of management, the new approach will decentralize decision-making and encourage clear coordination between the various departments that will spread to the whole building.
The structure has a broad design, it should focus on retaining the same base while advancing into areas that it has not. The building could do this by enhancing design satisfaction. To fight of competition the management should use the two approaches of effective Structure delivery and design satisfaction. It is easy to follow up on this, as the building will have taken a local mechanism with decentralized decision-making. The site manager will be able to know the exact desires of designs. Chain sites do fail in this one area. Emphasis on employees having enough public relations skills is important as they portray the image of the building. Investment into the modern research and technology will be another key area that the management will have to look into. The building lost its prestige as the unrivalled chain site because it did not undertake research to help in outlining the changing dynamics both in the market and in technology. Improved channels of communication will reduce conflicts and as such, it would be very easy for the top management to communicate with the junior employees. Embracing advancement forms of communication will ease the process of making decisions, as information will easily flow from top to the bottom and vice versa. Better forms of communication will make conflict resolution mechanisms easier. Moving into the future the building could consider making the developed branches semi autonomous. This would reduce the workload on the remaining decisions at the headquarters. It would also create a feeling of ownership by designs in the respective areas the outlets are situated.
Evaluation of Steel
The new structure will put the three departments that comprise of produce, meat, and grocery under the supervision of the site’s manager. The manager also gets the authority needed to control all the transactions in the sites. To make sure that those employees in management have the right skills, the district supervisors’ role that was causing controversies will change to overseeing training and skills development. Their roles will expand to include coordination in the sites (Henry 88). The reduced layers of management would translate to increased freedom and authority among the employees. Engineers will make decision bearing in mind the particular market dynamics where the sites are situated. The new system encourages the building to diversify the products they trade in. Proposals made to the management to include pharmaceutical products and gourmet products among others.
Technology from other manufacturers comes with various demerits. They include lack of adequate knowledge on the future risks offered by the technology, huge amounts of money spent on consulting as well as training of the manufacturer staffs, and limited use owing to rules provided in contractual agreements. In spite of these shortcomings, acquiring technology is an option to enhancing and taking over technologies from other manufacturers. The methodology develops manufacturer technological prowess. Technology and Self-R&D share few contrasting features in the relationship. The manufacturer makes use of the two systems effectively because they contain substitute engagements. When the manufacturer adopts a strategy along the financial year, the manufacturer imports technology and in the process minimizes the self-R&D. The method best suits situations when the manufacturer is operating under already established and approved budget. Such budgets demonstrate that there is no room for additional funding towards new projects.
The changes come with increased authority to the sites manager to control and coordinate all activities within the sites. The creation of team that will give advice and help to the employees in the sites will develop teamwork and generate information from the ground as often as possible. This will put the building in touch with what happens in the market and within the industry regularly. This will develop an approach of working as team by employees in the sites (Henry 112). This motivating action will boost the morale of the staff. This is important, as the building has to take a local approach when making decisions.
Structural Shortcomings
The complexity of the structure of management within the building was the source of all the problems in the building. The structure did not allow proper channels of communication and neither did it give an opportunity for all management levels to undergo the right training (Lusch 167). This comes out clearly, since the success enjoyed by the building for about fifty years based on architect’s charisma. Employees adopted this informally. Poor communication leads to poor performance because the specialized departments fail to strike a balance on matters that relate to specific functions. The building had various departments; this forced it to hire managers of equal number of managers who unfortunately lacked the necessary training, skills, and full authority. If you deny the departmental managers the above needs that will inhibit their upward movement during promotions and transfers.
The limited authority was evident when the system required departmental managers to report to district functional specialists. The coordination of these departments towards the building aims became unrealistic forcing most decisions handled unilaterally by the management that was at the core of the building. This meant that the building could not respond to both technological and market dynamics as the decision-makers were not in touch with the agents of change (Perkins 87). Matters were complicated bureaucracy caused by many levels of management. The irrelevance of this was that most of these line managers did not have specific duties and competence to perform their duties. The long-chain resulted into poor cooperation among various departments this in addition to the fact that departmental managers did not have the authority to implement changes. Some of them were so simple such as making orders based on the market changes and design tastes. It became very difficult for the building to achieve the overall aims that could include diversification of products.
Employee dissatisfaction especially at the managerial level since it became obvious that personal employee development never considered. This would have source of motivation to the staff that belonged to that layer. The district supervisor who used their authority to frustrate attempts by the departmental managers to undergo management-training courses caused this problem (Madison 66). The plans to derail efforts of the junior managers executed by making sure they concentrated on operational areas. These actions strained relationships among employees and as such, the building began experiencing poor cooperation among its members of staff. The other effect was that particular manager for instance those in the meat and produce department reported to the district specialists thereby bypassing some of the immediate bosses. These issues contributed to having poor relationships among employees and it is not easy to rule out sabotage.
Annotated Prescriptive
After an elaborate analysis of the manufacturer al structure of the structure, it is recommended that the building puts emphasis on achieving both the overall goals and having an operational internal working environment. A good internal operating climate will redefine the duties and responsibilities of the various players internally. This will share out the needed authority and in the process remove rivalry and confusion. Reducing the layers of management meant that the total number of employees supervised by one district officer reduced and as such, the workload would reduce hence increasing efficiency.
Training and developing skills by the managers will boost their morale and develop their career. This will give them confidence while delegating duties as they will be sure of what they will be doing. This will make the junior staff members accord them the deserved respect. The building will also be comfortable for having knowledgeable staff. The training gives the employees a chance to learn other jobs. This puts them at an advantaged position to rise through promotions. This is good for employee development (Castillo 52). The building assured of continuity if such cases as death, resignations, transfers, and sickness would occur. The replacement becomes immediate, as one of the employees will take over the duties of the affected employee.
Encouraging the building to diversify the products is very beneficial. The building would gain a competitive advantage by investing in various products. This means the building will spread out its risks. This serves as a shock absorber if one sector of the industry is hit. The building could also diversify not just its products but also the markets for the same products. The building should hang onto the current clients and move forward to get new ones. This action will serve to market the building.
However, it is important to mention that continued reliance on imported technology makes a business manufacturer less investment in investing in facilitating manufacturer al and technological ability. Many scholars around the globe have taken the initiative to evaluate the substitute relationship existing between the two using empirical means. The complementary relationship counts as the other form of connection between acquiring technology and self-R&D. Defining this type of association, scholars hold that transferring technology goes a long way in speeding the ability of self-R&D. The process of importing technology stimulates the enhancements of the technological abilities of the manufacturer. This information is much clear to the management of the manufacturer addressed in the article.
The manufacturer believes that acquiring technology from other manufacturers in this context accelerates the process of research and development internally. Self-research and development is a significant in reforming and improving of technology accumulation irrespective of whether the source of technology was importing or not. The manufacturer takes the initiative to improve its ability to distribute transfer of technology and enhancing self-research and development by upgrading the value of the manufacturer. A lot of literature is available for review regarding the influence of transferring technology on self-research and development expenditure. Most of these pieces of literature concur that there is a complementary relationship between self-research and development and technology transfer and proceed to confirm the existence of a positive effect on the ensuing association.
Bibliography
Beckman, T & Nolen, H. (2007). The problem of chain stores, McGraw-Hill, New York.
Castillo, C. (2003). A journey into the future, Liberty pub, New York.
Daft, R. (2009). Manufacturer al theory and design, Cengage, New York.
Henry, H. (2010). Executive chain store management, H.H Lestico pub, Minnesota.
Lusch, R. (2007). Marketing’s evolving identity, Public policy & marketing publishers, New York.
Madison, J. (2002). Changing patterns of Urban retailing, Cengage, New York.
Perkins, J. (1999). Manufacturer al reform and retailing development, Structure industries publishers, New York.
Scroop, D. (2008). Local and national identities in the politics of consumption, History compass, New York.
Wisconsin & Indiana, Univ. (2010). The Chain store system, Noble & Noble, Michigan.
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