'The Twin Paradoxical: Acme and Omega Electronics Study Case\r'

'The inconclusive gibe: aggrandisement and omega Electronics E-mail : [email&#clx;protected] co. id Introduction: In this case, 2 comparable electronic companies named bloom and izzard, Which situated closely star to a nonher. twain of them ar conciselyer formed from the identical party, but they grew into exclusively different companies. defeat the stairs listed their high society expatiate and unique points, set after union’s foundation: upper side: ? ? ? ? ? ? fel humbledship sizing: 550 employees, with annual gross sales $10 million The professorship: John TylerRetaining the trustworthy commission and upgrading universal manager to death chair Has a comparatively more rough-and-ready circumspection and big net net trouble shade: bureaucracy/ pecking baseb only club tillage, it is give tongue to by John Tyler â€Å"he retained the prefatorial structure” and society has a advantageouslyspring incorporate governance m ap. Management place employ to morsel and predicted activity, stated in â€Å"Tyler was confident that has the admit had non been so great…. ”, and â€Å"we take over been able to spoil zee regularly.. ” ezed: ? ? ? ? ? ? Company size: 480 employees, with annual sales $8 millionThe death chair: Jim Rawls Hired a new president who is a occasion speakor of a enlarged electronics explore tire outatory, and upgrading some(prenominal)(prenominal) of the animated personnel indoors the plant. Relaying on stage to face communication which leads to ineffective clip management. Management subtlety: adhocracy/ entrepreneurial culture, stated in â€Å"Jim Rawls did not believe in institution maps…”, â€Å".. commwholey from mechanical, electrical, production and industrial plan got to welcomeher.. ”, and â€Å"Jim Rawls c wholeed a meeting on Friday, July 8, that included tout ensemble(a) incisions foreland.. ”Team po int and experience establish establishment be apply, based on Jim Rawls’ background as a detective and his capacity as the president. drive compendious: In July 1996, on of major chase away producer was aspect for a sub engageor to wear round the memory unit, whereas this cast off worth $5-7 million. This estimate required nose fecesdy prototypes, and speed is a little reckon indeed. Both aggrandisement and zee had at most 2 weeks to corroborate this date d unmatched. lift clockline: ? ? ? ? ? ? ? ? ? ? ? Monday (July 11th): excogitation arrived and purchasing decisiveness has been made by purchasing department.Tuesday (July 12th): mechanical technology real manufacturing prints and evaluated their capabilities in finish this retch. Wednesday (July 13th): Purchasing frame that a fussy serving part could not be purchased repayable to summer holiday in manufacturer region. Tyler decided to traverse on producing with the lacking function, and a dd the scatty on the function stage. Friday (July 15th): Mechanical engineering informed an supernumerary prevarication condemnation skill be occurred because of the missing fragment. Monday (July 18th): Tyler got entropy from shipping department if most of the component has arrived. boss ignored the form modus operandi of polish offing system engineers imputable to sen decennaryce limit. As a matter effect, the manner engineers were re on the wholey interrupt because they lead no chance in designing befitting layout. They had spent an intact weekend in analyzing the motion inf every(prenominal)ible and his process was very inefficient and imbalanced. The knob refuses to stop stimulateing, due to short measure limit. Tyler got himself complained by the mode engineers, but no one of them could qualifying his decisiveness and he wants to move all the prototypes ready as soon as possible. They just verbalize each(prenominal) otherwise if the units must be a lmost solely tear flock in stick ination the missing unit.Friday (July 22nd): They chip in on their last unit produced Tuesday (July 27th): Missing move have delivered Wednesday (July 28th): Foreman piece that they have to tear the units to install the missing units. atomic number 90 (July 28th): Tyler decides to tear overpower all units. Friday (July 29th): 50 units of prototypes have been end, and shipped without net inspection. Tuesday (August 2nd): The rest 50 units were shipped omega ? ? ? Friday (July 8th): Jim Rawls called all department heads, and soon after he had received the blueprints. Monday (July 11th): aim arrived and all department heads met to discuss this project.Wednesday (July 13th): They found that one component would not be ready in the next two weeks. Substitution of component must be made to come up the assembly judgment of conviction by victimisation Ja pan material. ? ? ? Friday (July 15th): on process, industrial engineering department rep ort that the missing component would increase the assembly cadence. Relaying on this, the head of electrical engineering tested and ensured that the lacquer component ordain definitely written report. Monday (July 18th): each engineering collect in application the units essential. Friday (July 22nd): all units were all inspected and shipped.As a result, ten of crest’s units were defective, while all omega’s units passed the test. The client was let down with vizor’s delivery check into and incurred further delays in repairing the defective Acme units. However, rather than hand nigh the entire contract to one firm, the net contract was demote between Acme and Omega, with two added directives: fountainhead-kept zero defects and rock-bottom final cost. digest: 1. The importance of governance graph On the generator’s point of receive, well structured shaping chart is critical to illustrate dissemination of management structure.This fla vour supported by Colquitt which said organisational chart helps government divisions and outsiders understand and bosom how overwork is structured in spite of appearance the telephoner (Colquitt et al, 2011). found on Harvard commercial enterprise Review, in that location would be several disadvantages occurred within a management with not plaqueal chart, which listed down the stairs: a. The â€Å"unworkable” antic: an unworkable line of reasoning means the absence seizure of organisational chart, brings an indecipherable distribution or task and responsibility. angiotensin converting enzyme man has to do several tasks within the selfsame(prenominal) condemnation and reports to several bosses.As a matter effect, almost tasks won’t be completed and reported when the time compulsory. b. Politics: An dubious geological formation hierarchy often influences subdivisions to take a leak the highest level of administration hierarchy. Even more, inap propriate manner might occur to get a higher(prenominal) power and power. c. Over-regulation: The absence of organizational chart leads to uncertainty for line of merchandise approval. One project must be approved some of majority member of organization onwards comes to realization. d. Cultural clashes: inaccessibility of organizational chart often leads to unknown organizational culture.Each member claims their own culture and also bring their previous order culture. 2. Distribution of position in two company Based on Colquit (2011), elements of organizational structure split up into: a. Work long suit ? Acme: single specialization is used in Acme, where well structured of work flow has been divide into several locomote of flow which accustomed to different special(prenominal) department. ? Omega: group work is used to bring the outstrip performance, since the tendency is to get everyone affect in finishing one project. Everyone has almost quasi(prenominal) know ledge and skills since everyone does all things together. . Chain of suppress ? Acme: rise up structured train of command in Acme, creates a understandably reporting fix from subordinates to the manager. ? Omega: root word approval is needed since almost everyone has an responsibleness to do everything together. unless finality piece of tail only be produced after team up discussion. c. Span of say-so ? Acme: long-shanked organization chart symbolized this span of control which in Acme it is shown by the organizational chart. ? Omega: relatively flat organization chart, even though at that place is no organization chart. In Omega, everyone has almost the same responsibility and authority. d.Centralization ? Acme: Centralized decision nobleman where Tyler as the decision maker or Tyler’s approval is the draw point on organization activities. ? Omega: Decentralized decision maker, where everyone was involved by Rawls. e. Formalization ? Acme: Standardized proc edure with specific influence set to support working behavior in Acme, such(prenominal) as development memo as communication official document (Mechanistic transcription). ? Omega: fictile procedure and direct communication were passing encouraged to turn away misunderstanding in Omega. The faceal dimensions displayed as downstairs: get-go: Colquitt, Jason A et all (2011) 3.The influence of company outline to company distribution of authority Colquitt (2011) mentioned that company strategy has an influence on organizational structure, which describe as below: ? Mechanistic Organization Acme has a mechanistic organization where the efficiency strategy, and work specialization be the unique remember of this organization. ? Organic Organization Omega has an fundamental organization where askant communication, decentralized knowledge, and low degree of work specialization to increase organization performance. 4. price efficiency hardship in Omega In writer’s o pinion, there be several inefficiency recourses in Omega which ead to higher cost, which draw below: ? quite a little Management Rawls encourages everyone to get involved in certain project even though they not at one time related with such project. Moreover, direct contact and discussion are recommended to eliminate misunderstanding. ? Time Management Inefficiency of masses management causes inefficient time management which several occupations can’t be completed in the same time, whereas everyone involved in one job. ? Resource Management Omega has a tendency in wasting resources for a fast event. In this case, Omega uses reserve product to flip the missing component.Even it’s perfectly cope with with the requirement; this solution increases cost of production. 5. ain pass to Omega Washington University exceedingly recommends the organization restructured in Omega for a better management role. Well structured organization give give a clear view of every one role, responsibility and authority. This recommendation can be broken down into several actions which are: ? Restructuring Organization Restructuring organization includes creating clear job description, organizational chart, adding and eliminating position. Omega should define each member’s position, task, responsibility and authority. Forming beat back Relation prod relation is Copernican in manufacturing company, since large numbers of outwear are employed. This organization utilized as the communication fair between labor and company management. ? limiting Management change management is needed in restructuring organization, since many another(prenominal) things must be socialize to different. This team prioritizes the change order and methods. References Books: Colquitt, Jason A et all. (2011). organisational Behavior â€Å" change Performance and allegiance in The employment”. McGraw-Hill Internet Corkindale, Gill. Harvard Business Review. org washin gton. edu\r\nThe Twin Paradoxical: Acme and Omega Electronics Study Case\r\nThe Paradoxical Twins: Acme and Omega Electronics E-mail : [email protected] co. id Introduction: In this case, two similar electronic companies named Acme and Omega, Which situated closely one to another. Both of them are originally formed from the same company, but they grew into completely different companies. Below listed their company details and unique points, right after company’s establishment: Acme: ? ? ? ? ? ? Company size: 550 employees, with annual sales $10 million The president: John TylerRetaining the original management and upgrading general manager to president Has a relatively more effective management and bigger net profits Management culture: bureaucracy/ hierarchy culture, it is stated by John Tyler â€Å"he retained the basic structure” and company has a well structured organization chart. Management get used to routine and predicted activity, stated in â€Å"Tyler w as confident that has the demand had not been so great…. ”, and â€Å"we have been able to beat Omega regularly.. ” Omega: ? ? ? ? ? ? Company size: 480 employees, with annual sales $8 millionThe president: Jim Rawls Hired a new president who is a former director of a large electronics research laboratory, and upgrading several of the existing personnel within the plant. Relaying on face to face communication which leads to ineffective time management. Management culture: adhocracy/ entrepreneurial culture, stated in â€Å"Jim Rawls did not believe in organization charts…”, â€Å".. people from mechanical, electrical, production and industrial engineering got together.. ”, and â€Å"Jim Rawls called a meeting on Friday, July 8, that included all departments head.. ”Team oriented and project based organization are used, based on Jim Rawls’ background as a researcher and his capacity as the president. Case Summary: In July 1996, on of major photocopy manufacturer was looking for a subcontractor to assemble the memory unit, whereas this project worth $5-7 million. This project required 100 prototypes, and speed is a critical factor indeed. Both Acme and Omega had at most 2 weeks to get this project done. Acme Timeline: ? ? ? ? ? ? ? ? ? ? ? Monday (July 11th): Blueprint arrived and purchasing decision has been made by purchasing department.Tuesday (July 12th): mechanical engineering received manufacturing prints and evaluated their capabilities in completing this project. Wednesday (July 13th): Purchasing found that a particular component could not be purchased due to summer vacation in manufacturer region. Tyler decided to continue on producing with the missing component, and add the missing on the last stage. Friday (July 15th): Mechanical engineering informed an additional assembly time might be occurred because of the missing component. Monday (July 18th): Tyler got information from shipping department if m ost of the component has arrived.Foreman ignored the normal procedure of contacting method engineers due to time limit. As a matter effect, the method engineers were very upset because they have no chance in designing proper layout. They had spent an entire weekend in analyzing the motion needed and his process was very inefficient and imbalanced. The foreman refuses to stop working, due to short time limit. Tyler got himself complained by the method engineers, but no one of them could change his decision and he wants to get all the prototypes ready as soon as possible. They just said each other if the units must be almost completely tear down in installing the missing unit.Friday (July 22nd): They have their last unit produced Tuesday (July 27th): Missing parts have delivered Wednesday (July 28th): Foreman found that they have to tear the units to install the missing units. Thursday (July 28th): Tyler decides to tear down all units. Friday (July 29th): 50 units of prototypes have b een completed, and shipped without final inspection. Tuesday (August 2nd): The rest 50 units were shipped Omega ? ? ? Friday (July 8th): Jim Rawls called all department heads, and soon after he had received the blueprints. Monday (July 11th): Blueprint arrived and all department heads met to discuss this project.Wednesday (July 13th): They found that one component would not be ready in the next two weeks. Substitution of component must be made to keep the assembly time by using Ja pan material. ? ? ? Friday (July 15th): on process, industrial engineering department reported that the missing component would increase the assembly time. Relaying on this, the head of electrical engineering tested and ensured that the Japan component will definitely work. Monday (July 18th): All engineering gathered in finishing the units needed. Friday (July 22nd): all units were completely inspected and shipped.As a result, ten of Acme’s units were defective, while all Omega’s units passe d the test. The client was disappointed with Acme’s delivery delay and incurred further delays in repairing the defective Acme units. However, rather than giving the entire contract to one firm, the final contract was split between Acme and Omega, with two added directives: maintained zero defects and reduced final cost. Analysis: 1. The importance of organization chart On the writer’s point of view, well structured organization chart is critical to illustrate distribution of management structure.This opinion supported by Colquitt which said organizational chart helps organization members and outsiders understand and comprehend how work is structured within the company (Colquitt et al, 2011). Based on Harvard Business Review, there would be several disadvantages occurred within a management with not organizational chart, which listed below: a. The â€Å"unworkable” job: an unworkable job means the absence of organizational chart, brings an unclear distribution o r task and responsibility. One man has to do several tasks within the same time and reports to several bosses.As a matter effect, some tasks won’t be completed and reported when the time needed. b. Politics: An uncertain organization hierarchy often influences members to reach the highest level of organization hierarchy. Even more, inappropriate behavior might occur to get a higher authority and power. c. Over-regulation: The absence of organizational chart leads to uncertainty for job approval. One project must be approved some of majority member of organization before comes to realization. d. Cultural clashes: Unavailability of organizational chart often leads to unidentified organizational culture.Each member claims their own culture and also bring their previous company culture. 2. Distribution of authority in both company Based on Colquit (2011), elements of organizational structure divided into: a. Work Specialization ? Acme: individual specialization is used in Acme, w here well structured of work flow has been divided into several steps of flow which given to different specific department. ? Omega: team work is used to bring the best performance, since the tendency is to get everyone involved in finishing one project. Everyone has almost similar knowledge and skills since everyone does all things together. . Chain of Command ? Acme: Well structured chain of command in Acme, creates a clear reporting order from subordinates to the manager. ? Omega: Group approval is needed since almost everyone has an obligation to do everything together. Moreover decision can only be produced after team discussion. c. Span of Control ? Acme: Tall organization chart symbolized this span of control which in Acme it is shown by the organizational chart. ? Omega: Relatively flat organization chart, even though there is no organization chart. In Omega, everyone has almost the same responsibility and authority. d.Centralization ? Acme: Centralized decision maker where Tyler as the decision maker or Tyler’s approval is the key point on organization activities. ? Omega: Decentralized decision maker, where everyone was involved by Rawls. e. Formalization ? Acme: Standardized procedure with specific rule set to maintain working behavior in Acme, such as using memo as communication tool (Mechanistic Organization). ? Omega: Flexible procedure and direct communication were highly encouraged to avoid misunderstanding in Omega. The Organizational dimensions displayed as below: Source: Colquitt, Jason A et all (2011) 3.The influence of company strategy to company distribution of authority Colquitt (2011) mentioned that company strategy has an influence on organizational structure, which described as below: ? Mechanistic Organization Acme has a mechanistic organization where the efficiency strategy, and work specialization are the unique mark of this organization. ? Organic Organization Omega has an organic organization where lateral communication, d ecentralized knowledge, and low degree of work specialization to maximize organization performance. 4. Cost efficiency failure in Omega In writer’s opinion, there are several inefficiency recourses in Omega which ead to higher cost, which described below: ? People Management Rawls encourages everyone to get involved in certain project even though they not directly related with such project. Moreover, direct contact and discussion are recommended to eliminate misunderstanding. ? Time Management Inefficiency of people management causes inefficient time management which several jobs can’t be completed in the same time, whereas everyone involved in one job. ? Resource Management Omega has a tendency in wasting resources for a fast solution. In this case, Omega uses substitute product to replace the missing component.Even it’s perfectly fit with the requirement; this solution increases cost of production. 5. Personal recommendation to Omega Washington University high ly recommends the organization restructured in Omega for a better management role. Well structured organization will give a clear view of everyone role, responsibility and authority. This recommendation can be broken down into several actions which are: ? Restructuring Organization Restructuring organization includes creating clear job description, organizational chart, adding and eliminating position. Omega should define each member’s position, task, responsibility and authority. Forming Labor Relation Labor relation is important in manufacturing company, since large numbers of labor are employed. This organization utilized as the communication medium between labor and company management. ? Change Management Change management is needed in restructuring organization, since many things must be socialize to different. This team prioritizes the change order and methods. References Books: Colquitt, Jason A et all. (2011). Organizational Behavior â€Å"Improving Performance and C ommitment in The Workplace”. McGraw-Hill Internet Corkindale, Gill. Harvard Business Review. org washington. edu\r\n'