...Problem: Electronics Products Division is facing performance decline due to the poor management of new Vice President and General Manager, Don Rogers. Cause #1: Don Rogers has very little management experience. Evidence #1: • Employees question his confidence “some also had questions about how comfortable he was with conflicts (p.187)”. • “Rogers does not listen to well. He interrupts, which prevents from hearing others’ opinions (…), does not want criticism. (…) does not always hear what you are saying (p.189)” • he has research and development work experience, not management experience Action Plan Ideas#1: • Rogers needs to get some management training. He needs to have someone by his side, who will teach him how to become a strong leader and a good listener. • Roger needs to listen to the problems that his employees are facing and take their opinion in creating the problems’ solutions. Cause #2: He is a week leader who does not hold departments accountable for their performance. Evidence 2: • Employees of EPD feel that Roger is a week leader “he has been to soft on me. He should be holding me to my goals (p.189)”. • “marketing people have to look ahead more, predict better future. They always need it yesterday(p.193)” • slippage in goals and the underlying reasons for it were rarely discussed • “if function did not meat the goals (…) new deadlines were set (p195)” Action Plan Idea#2: • people should be held...
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...Running Head: ALLENTOWN MATERIALS CORPORATION Allentown Materials Corporation: The electronic products division María Alejandra Ferrer Southern States University 1 ALLENTOWN MATERIALS CORPORATION 2 Abstract In July, 1992 Don Rogers, the Vice President and General Manager of the Electronics Products Division (EPD) at Allentown Materials Corporation found himself on a very difficult position. Conflicts related to leadership and cultural organization were blocking his administration and the division`s objectives were not accomplished. In this paper it is proposed a vision to analyze this case, it is described the problem, its causes and it is outlined an action plan to counteract the situations that are affecting the division productivity. The main inputs that this paper describes are: how a crossed functional team and the implementation of the Positive Organizational Behavior (POB) theory could make a considerable difference in the worn relationships between the departments of the EPD. Keywords: Cultural organization, leadership, crossed, functional team, positive organizational behavior, informal communications. ALLENTOWN MATERIALS CORPORATION 3 Allentown materials corporation: the electronic products division In July, 1992 Don Rogers, the Vice President and General Manager of the Electronics Products Division (EPD) at Allentown Materials Corporation, was experiencing many organizational problems related to leadership, lack of coordination...
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...Allentown Material Corporation – Electronic Product Division Entity / Player Attribute Allentown Materials The holding company Corporation Other divisions enjoys protection in market due to high cost entry barriers. But electronics div is not doing well, as market condition changed. The group as integrated / overlapping functional groups no differentiation between departments. EPD needs different structure due to the nature of business. Allentown Electronic Product Electronic Product Division Division Interesting point They have several divisions such as Plastics, Food and electronics and EPD performs poorly due to decline market, due to reduce defence contracts. Most of Allentown Groups are directly controlled by management because of the proximity and presence. Culture is built differently in manufacturing driven company. There is poor relationship between divisions leading to problems in decision making, product development, and performance as a whole. Don Rogers – Vice Pres Allentown Electronic Products Division (EPD) Tom Noles – Director Organizational Effectiveness Allentown Materials Corpn. Don Rogers seeks help from Tom Noles Tom has come to study the company problems. Noles conducts study by having meetings and is ready with OE (Organizational Effectiveness Department) Poor relationships and communication is resulting in bad performance. But teams think it is because of bad market condition. - Decline in Defence markets - Need to enter consumer market where the...
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...nt to visit the most meaningful scenic spot yesterday afternoon. Why is meaningful to us, especially it’s for me? Because of the history textbook of junior high school, that’s my first time to learn about the famous liberty bell. Also, as the most significant symbol for the entire United States, this’s the place where I have always want to go. The liberty bell center is located on market street, it next to the independence hall. First, we entered into the red building-independence hall, there are some historical files in the exhibition room, as everybody known, the declaration of independence was signed in the independence hall, unfortunately, I haven’t seen the manuscript of declaration of independence in there. During this time, the tour guide told us a lot of histories and backgrounds. I have known that the red building was the state government of Pennsylvania a long time ago from what did he talk about. After that, we crossed the street and enter into the liberty bell center, the first thing I could see is a long aisle, it hung many pictures of famous people and historic pictures. finally, I saw the famous liberty bell what I had been expected. The Liberty Bell is displayed in a magnificent glass chamber with Independence Hall in the background, everyone stared at the amazing bell, just like met a hero. Suddenly, I saw the distinctive crack by chance, in my eyes, it represent the trace of long standing history. Even we can see the inscription “Proclaim liberty throughout...
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...Liberty Bell Authorizing the Liberty Bell Therefore, the Pennsylvania Assembly ordered the purchase of a new bell. The Assembly authorized Robert Charles, the Assembly’s London agent, to commission the casting of a bell weighing about 2,000 pounds with inscription instructons provided by the Assembly. On November 1, 1751, Mr. Charles comissioned the White Chapel Bell Foundry to cast the bell. The colony paid about $300 for the bell. In 1732 constructon began on the State House (now called Independence Hall) to house Pennsylvania’s government body—the Pennsylvania Assembly. The bell tower, complete with a bell, was completed in 1751. However, the bell was not audible throughout Philadelphia. Cracking the Original Bell The bell arrived in August 1752—ten months after it was commissioned. The assembly members wanted to test the bell before installing it. However, the bell cracked upon being rung because the metal was extremely brittle. Casting another Bell John Pass and John Stow, two of Philadelphia’s founders, were commissioned to recast and solidify the bell. They broke down the original bell, added more metals to strengthen it, and recast. The new bell was installed in the State House bell tower in March 1753. However, Philadelphians were displeased with its sound. Therefore, Pass and Stow recast the bell once again. The new—and third version—of the Old State House Bell was installed in June 1753. The Old State House Bell became known as the Liberty Bell in 1839 by abolitionists...
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...The Allentown Stalker On November 10, 1994, Harvey “Miggy” Robinson was sentence to death for multiple accounts of murdered, torture, and sexual assaults. After ten years of filing appeals, the U.S. Supreme Court ruled that Robison will only be charged as an adult for the Fortney case, since he was eighteen when he committed the murder and sexual assult (Grimming, 46). The rational choice theory explains why Robison’s violent routine activity became a lifestyle after his first nonviolent crime. In the narrative of the Allentown Stalker, it states that Robinson was incarcerated in juvenile detention for eight months before he committed any violent crime (Grimming, 39). According to our lecture, after a juvenile’s first arrest they are most...
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...Allentown Materials Corporation: The Electronic Products Division A) Main organizational causes of EDP’s performance problems 1) Analyze the main changes occurred in EDP’s environment and explain how they impacted EDP’s strategic priorities. Allentown Materials Corp is a company with more tan a century with a steady growth and high reputation in the market by the end of the 80’s. A great deal of its success is based on a strong technological capability in the invention and manufacture of glass products supported by a strong Technical Staffs Division (R&D). It was competing through product differentiation and growing profitably (average of 10% per year) without substantial competitive pressures through premium prices of government military contracts and specialized products for OEMs. Most divisions maintained relatively small sales departments with few salespeople servicing the small number of important accounts. Many of the divisions had limited marketing efforts. The corporation operated like a relatively close-knit family; people interacted informally. Besides, Technical Staff Division (R&D) was regarded as very important by top management; growth was linked to technology. However, by the end of the 80’s, the demands of the industry began to change to a fast paced price sensitive computer, telecommunications and consumer electronics commercial market, therefore, pressures from the dynamic new market required Allentown to be a lower cost producer to be...
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...$14.00 $9.00 $10.00 26 Macon $13.00 $20.00 $11.00 42 Selma $17.00 $16.00 $19.00 53 Columbus $7.00 $14.00 $12.00 29 Allentown $22.00 $16.00 $18.00 38 Capacity (barrels) 65 80 105 Model in the mathematical form Let Xij i=1,2,3,4,5,6; j=1,2,3 denote the quantity of waste transported from i-th plant to j-th waste disposal centre. The objective function Z and constraints can be expressed as Minimize Z=12X11+15X12+17X13+14X21+9X22+10X23+13X31+20X32+11X33+17X41+16X42+19X43+7X51+14X52+12X53+22X61+16X62+18X63 Subject to X11+X12+X13=35 X21+X22+X23=26 X31+X32+X33=42 X41+X42+X43=53 X51+X52+X53=29 X61+X62+X63=38 X11+X21+X31+X41+X51+X61 65 X12+X22+X32+X42+X52+X62 80 X13+X23+X33+X43+X53+X63 105 Xij 0, i=1,2,3,4,5,6; j=1,2,3. (2) The original Problem The above problem without considering the intermediates sites are solved using excel solver and the final solution are given as follows White water Los Canos Duras Kingsport 35 Danville 26 Macon 42 Selma 1 52 Columbus 29 Allentown 28 10 Dummy 27 Therefore, the optimal transportation procedure is to transport (1) 35 bbl from Kingport, 1 bbl from Selma and 29 bbl from Columbus to the White water waste disposal plant (2) 52 bbl from Selma and 28 bbl from Allentown to Los Canos waste disposal plant (3) 26 bbl from Danville, 42 bbl from Macon and 10 bbl from Allentown to the Duras waste disposal plant The minimum...
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...for the above table let, quantity of waste transported from the plant to the waste center, where hence we want to minimize the objective function which is subject to the following constraints, All products provided by Lil-Help are intended for academic resource and research only. These are not designed to replace student personal work and rules and regulations from schools, colleges, and universities should be applied when using our services. Customers are responsible for understanding and adhering to plagiarism rules and Lil-Help is not responsible for inappropriate use of products. | White water | LosCanos | Duras | Kingport | 35 | | | Danville | | | 26 | Macon | | | 42 | Selma | 1 | 52 | | Columbus | 29 | | | Allentown | | 28 | 10 | Dummy | | | 27 | Math Tutorial 2 Lil-Help.com 2. Using the excel...
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...Assignment #4: Case Problem “Stateline Shipping and Transport Company” 1. In Excel, or other suitable program, develop a model for shipping the waste directly from the 6 plants to the 3 waste disposal sites. White water Los Canos Duras Availability Kingsport $12.00 $15.00 $17.00 35 Danville $14.00 $9.00 $10.00 26 Macon $13.00 $20.00 $11.00 42 Selma $17.00 $16.00 $19.00 53 Columbus $7.00 $14.00 $12.00 29 Allentown $22.00 $16.00 $18.00 38 Capacity 65 80 105 223 The objective of the problem is to develop a shipping schedule that minimizes the total cost of transportation. Suppose Xij denotes the number of barrels of wastes to be transported from the “i” plant to “j” site. Then the total cost of transportation is: Z = 12 X11 + 15 X12 + 17 X13 + 14 X21 + 9 X22 + 10 X23 + 13 X31 + 20 X32 + 11 X33 + 17 X41+ 16 X42 + 19 X43 + 7 X51 + 14 X52+ 12 X53 + 22 X61 + 16 X62 + 18 X63. Thus the objective function of the problem is to minimize Z = 12 X11 + 15 X12 + 17 X13 + 14 X21 + 9 X22 + 10 X23 + 13 X31 + 20 X32 + 11 X33 + 17 X41+ 16 X42 + 19 X43 + 7 X51 + 14 X52+ 12 X53 + 22 X61 + 16 X62 + 18 X63. Constraints Availability in plants: X11 + X12 + X13 = 35 X21 + X22 + X23 = 26 X31 + X32 + X33 = 42 X41 + X42 + X43 = 53 X51 + X52 + X53 = 29 X61 + X62 + X63 = 38 Capacity of the sites: X11 + X21+ X31+X41 + X51 + X61 ≤ 65 X12 + X22+ X32+X42 + X52 + X62 ≤ 80 X13 + X23+ X33+X43 + X53 + X63 ≤ 105 Non- Negativity restrictions Xij ≥ 0 , i = 1,2,3,4,5,6 ; j = 1,2,3...
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...Stateline Shipping and Transport Company School of Business MAT 540 This paper was presented in submission for MAT 540 assignment four (Part 1 Only). Abstract This paper serves as a written response to the instructions and questions asked in assignment four. Assignment four instructed the writer to read the case problem Stateline Shipping and Transport Company from pages 273-274 in the text, Introduction to Management Science by Bernard W. Taylor. The assignment then directed the writer to Formulate and Solve and linear transportation programming model, this step was done in QM. The linear programming model is attached herein. Keywords: Linear Programming, Transportation, Shipping, Model Introduction This Case Problem, Stateline Shipping and Transport Company, is based on a girl named Rachel Sundusky who is a manager of the South-Atlantic office for Stateline Shipping and Transport (Taylor, 2010). Rachel is negotiating a contract with Polychem an industrial use chemical company (Taylor, 2010). Polychem has six sites that it would like for Stateline to pick up waste from (Taylor, 2010). Polychem would then like for Stateline to transport the waste for disposal to one of three sites (Taylor, 2010). Polychem has agreed to handle all of the waste at all sites therefore Stateline needs only transport the materials and incur costs for the same (Taylor, 2010). Rachel would like to see what the less costly shipping routes are (Taylor, 2010). Rachel will need all of the...
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...In July 1992 Don Rogers, Vice President and General Manager of the Electronics Products Division (EPD) of Allentown Materials Corporation, requested a meeting with Allentown's Director of Organization Effectiveness. He began the discussion by reflecting on the state of his organization. I asked you to get together with me so that I could discuss a serious problem. We have had some difficult times in my division over the past two years. [See Exhibit 1 for EPD's operating data.] Our business is becoming fiercely competitive and this has led to a decrease in sales. To deal with the downturn in business we have reduced the number of people and expenses sharply. This has been painful, but I think these actions have stemmed the tide. We are in control again. But the business continues to be very competitive, morale is low, there is a lot of conflict between groups that we can't seem to resolve. There is a lack of mutual confidence and trust. The organization is just not pulling together and the lack of coordination is affecting our ability to develop new products. Most of my key people believe that we are having conflicts because business is bad. They say that if business would only get better we will stop crabbing at each other. Frankly, I am not sure if they are right. The conflicts might be due to the pressures we are under but more likely they indicate a more fundamental problem. Can you and your group determine if the conflict between groups is serious and if so what I might...
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...Katherine Oquendo 738 Wyoming St. Allentown, PA 18103 Home: (484) 714-1027 oquendo.katherine@yahoo.com Objective: Seeking a position that fits my qualifications in customer service with room for growth and the ability to learn. Education: Catasauqua High School (GED) October, 2009 Highlights of Qualifications: Excellent communication and interpersonal skills along with solid oral and written communication aptitudes. Able to make effective decisions under unusual and complicated circumstances. General office and customer service skills. Ability to multi task and execute projects in a timely matter. Work Experience: Jan 09- Dec 11 Mentor 1, New VitaeQuakertown, PA Responsible for primary care, case management, and medication management. Provided treatment within scope of practice as defined by state law. Often commended for maintaining the safety, respect and dignity of residents. Assist residents with Adl's Transport residents to and from appointments Aug 08-Jan 09 Sales Associate, The Bon ton Allentown, PA Maintain excellent customer service skills. Skilled in area of order processing, inventory control, and cashier management. Hardworking, energetic, recognized for assuming additional responsibilities. Excellent problem solver with strong sales analysis and reporting skills. Jan 06- April 08 Picker/Packer, Liz Claiborne Allentown, PA Sorted and placed items in corresponding containers. ...
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...Excel Spreadsheet and the Data Solver was utilized to obtain the stated highlighted results. The cost is $2,822 to ship. 2. Solve the model given in 1 and describe the results. The results of the model are as follows: 35 barrels per week from Kingsport Plant to Whitewater Waste Plant 26 barrels per week from Danville Plant to Duras Waste Plant 42 barrels per week from Macon Plant to Duras Waste Plant 1 barrel per week from Selma Plant to Whitewater Waste Plant 52 barrels per week from Selma Plant to Los Canos Waste Plant 29 barrels per week from Columbus Plant to Whitewater Waste Plant 28 barrels per week from Allentown Plant to Los Canos Waste Plant 10 barrels per week from Allentown Plant to Duras Waste Plant 3. Develop a transshipment model in which each of the plants and disposal sites can be used as intermediate points. Please see tab two (Intermediate Shipping) of the attached spreadsheet after the data was analyzed and dropped into the Excel Spreadsheet and the Data Solver was utilized to obtain the stated highlighted results. 4. Solve the model given in 3 and describe the results. The results of the model are shown on Row 4 and details the quantity of barrels that can be shipped per week to the intermediate points and then to the destined Waste Plants as highlighted in the spreadsheet. The cost is $2,630. 5. Interpret the models and draw conclusions. Based on...
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...Availability (bbl) Kingsport $12.00 $15.00 $17.00 35 Danville $14.00 $9.00 $10.00 26 Macon $13.00 $20.00 $11.00 42 Selma $17.00 $16.00 $19.00 53 Columbus $7.00 $14.00 $12.00 29 Allentown $22.00 $16.00 $18.00 38 Capacity (barrels) 65 80 105 Mathematical Formulation Let Xij i=1,2,3,4,5,6; j =1,2,3 denote the quantity of waste transported from i-th plant to j-th waste disposal centre. Then the objective function Z representing the cost and different constraints of the problem can be written as Minimize Z=12X11+15X12+17X13+14X21+9X22+10X23+13X31+20X32+11X33+17X41+16X42+19X43+7X51+14X52+12X53+22X61+16X62+18X63 Subject to X11+X12+X13 = 35 Is this essay helpful? Join OPPapers to read more and access more than 600,000 just like it! get better grades X21+X22+X23 = 26 X31+X32+X33 = 42 X41+X42+X43 = 53 X51+X52+X53 = 29 X61+X62+X63 = 38 X11+X21+X31+X41+X51+X61 65 X12+X22+X32+X42+X52+X62 80 X13+X23+X33+X43+X53+X63 105 Xij 0, i=1,2,3,4,5,6; j=1,2,3. 2. The transportation problem described above can be solved mathematically using a computer package. The solution to the problem using excel solver are given in the following table. Whitewater Los Canos Duras Kingsport 35 ---- ----- Danville ---- ---- 26 Macon ----- ---- 42 Selma 1 52 ----- Columbus 29 ----- ----- Allentown ------ 28 10 Dummy ---- ----- 27 The above table can be explained, in the following way (1) 35 bbl from Kingport, to the Whitewater waste disposal...
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