...Even with the implementation of software to improve the overall quality communication is important. Poor interdepartmental communication can cost the organization, therefore it is important to improve communication across all departments. According to Towers Watson “companies with high effectiveness in change management and communications are three and a half times more likely to significantly outperform their industry peers than firms that are not effective in these areas” (Watson, 2013). Improving interdepartmental communication can be difficult, it is isn’t like a software where the software does the job. But it you are relying on your employees to communicate to one another. Everyone is different and from different backgrounds, communication...
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...has put together a group of professionals, experts, and support staff whose work is tops. b. The performance of Ted’s department is satisfactory. c. Employee morale in the supply department has declined. d. Communication within the department is scarce. e. There will be a loss of an employee to a competitor for a better salary. II. Major Problem a. How can Ted improve performance within the supply department that will result having a direct impact on the company’s profitability? b. How can interdepartmental communication be improved? c. How can the start of co-operations within different departments be created? III. Possible Solutions/Alternatives d. 1. Ideally, as a supply manager, your role and goal is to find the best deals of high quality products at the lowest cost. In order to do this, Ted would need to research and implement a number of strategies. i. Segmenting the company’s suppliers. – Know the supplier’s role and importance in the supply chain. ii. Establish supply chain metrics. – Use metrics that can be measured internally and externally, such as fulfillment and agility indicators and return on working capital. iii. More involvement of employee. – Inform them on how their role(s) impacts the supplier. iv. Include other departments, such as sales, operations, marketing, and finance. – Find out what the sales department plans on selling, what’s going to be made or fixed by...
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...Introduction Social Impacts of Computing Rob Kling Editor The Impact of Office Automation on the Organization: Some Implications for Research and Practice M a r g r e t h e H. O l s o n a n d H e n r y C. L u c a s Jr. New York University Computer technology has recently been applied to the automation of office tasks and procedures. Much of the technology is aimed not at improving the efficiency of current office procedures, but at altering the nature of office work altogether. The development of automated office systems raises a number of issues for the organization. How will this technology be received by organization members? How will it affect the definition of traditional office work? What will be its impact on individuals, work groups, and the structure of the organization? This paper presents a descriptive model and propositions concerning the potential impacts of office automation on the organization and it stresses the need, when implementing automated office systems, to take a broad perspective of their potential positive and negative effects on the organization. The need for further research examining the potential effects of office automation is emphasized. CR Categories and Subject Descriptors: J. 1 [Administrative Data Processing]--business; K.4.3 [Computers and Society]: Organizational Impacts General Terms: Experimentation, Management, Theory, Human Factors Additional Key Words and Phrases: office automation, automated office...
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...The Development of a Measure of Business Process Orientation and its Link to the Interdepartmental Dynamics Construct of Market Orientation by Dr. Kevin McCormack President DRK Research and Consulting LLC Kmccormack@drkresearch.org tel.205-733-2096 fax 205-733-2094 2232 Baneberry Dr. Birmingham, AL 35244 March, 1999 ABSTRACT Interdepartmental and cross functional interaction are proposed to be critical to business success in today’s environment. Interdepartmental dynamics, a component of the Kohli and Jaworski market orientation framework, has been shown to influence market orientation and business performance. Several concepts have developed recently relating to and possibly further defining these components of market orientation. These are concepts of the business process orientation of an organization and the impact on interdepartmental and cross functional interaction. This study develops the construct of business process orientation (BPO) as it relates to interdepartmental dynamics. It also develops and validates the measures for BPO and tests the proposed relationship of BPO to interdepartmental dynamics. Copyright( - Property of Dr. Kevin McCormack. Do not copy without permission TABLE OF CONTENTS EXECUTIVE SUMMARY ………………………………………………………. 3 I. INTRODUCTION AND PURPOSE……………………………………… 4 II LITERATURE REVIEW (edited)………………………………………… 7 III RESEARCH DESIGN ……………………………………………………. 10 IV...
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...Streamlining the Organization: Developing Efficient Integrated Product Teams Sullivan University MGT 510 Executive Summary This proposal provides a path to move from a multi-layered functional organization to a streamlined, efficient product team structure. Organization into Integrated Product Teams (IPT) ties individual success to team performance. The IPT structure reduces management oversight requirements by driving accountability for performance to cost and schedule down to the individual employees directly responsible for our success. This structure also eliminates interdepartmental finger pointing and reduces conflict among personnel executing projects for our customers. The IPT structure will increase efficiency, reduce cost, enhance teamwork, and provide the team members with a sense of personnel accomplishment that both motivates and rewards our employees. Introduction: Seamless Cross-Functional Project Teams are the Key to Successful Projects Project performance is dependent on intertwined functional execution. Project performance is dependent on intertwined functional execution. Integrating new systems into customer products is the backbone of our business. Our customers’ operational tempo combined with changes in the political climate demand that we respond to their everchanging needs faster and cheaper than ever. The heart of our responsiveness depends on the seamless integration of our project teams. Whether we are installing a new weapon...
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...I. Problems A. Macro: 1. A competitor is about to patent a new process for the product of polymers. 2. Each division head works on the project that makes the most for them, but it doesn’t necessarily help bring new products to the market. 3. There is a lack of coordination within the company’s operations. 4. The company is experiencing a decrease in sales and profits. 5. There are operational conflicts within the major departments. 6. There is no uniformity of command. B. Micro: 1. The existing structure cannot adequately coordinate complex projects. 2. Sales executives tend to question the sales estimates issued by the product managers. 3. The coordination between marketing and the new product development department is insufficient. 4. The product development division is experiencing problems with the marketing division. 5. The product manager has been unsuccessful in coordinating the activities. 6. The company is having difficulties in producing a team concept within the departments. II. Causes 1. The product development division was given responsibility for market research, but the tasks of sales analysis and forecasting remained in the marketing division. 2. For each separate group of products, a project manager was appointed who was responsible for the coordination of all company activities for the product. 3. Estimates are usually based on the total product market rather than on Exley’s share, which often tends to inflate sales estimates. 4...
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...departments to the Ted department. Ted's staff has not received any training on their working style, attitude, quality measurements etc. A proper training to his department could have eliminated various issues. They should have got training on how to improve attitude, team spirit, quality, performance, services by applying some quality tools like six sigma and Dmaic etc. Lack of proper training is affecting the effectiveness and efficiency of Ted's supply department. 2. Lack of process: There are no defined processes to do a task. Defined processes will help Ted to improve the quality of services and the people. For example whenever a new employee joins Ted's team he can go through these defined processes to understand the working, models and steps to do a particular task effectively and in an error free manner. 3. Lack of Transparent Communication: The other important reason I analyze from the case is lack of transparent communication between the Ted's supply department and other functional units of the organization. There is lack of interdepartmental and intradepartmental communication; Ted's people are not able to connect with other departments and fail to understand exact requirement of other departments, this improper communication delays the delivery sometimes and affecting quality of the products and services provided by the Ted's people. 4. Poor Quality: Ted is not able to retain his highly skilled professional staff...
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...including excessively long and unfocused paragraphs and unorganized outline. However, you’ve covered the assignment pretty well. I understand what change you want to have at this company with some obvious management problems. | | Management and Processes Julie Brito BUS340 Business Communications Steve Freeman February 13, 2012 Management and Processes Agencies are only as good as the people who make up their staffs and it is a matter of time before Zimmerman Advertising finds itself without a willing and able employee staff. The agency is run like a sweat shop and management makes it seem at times as if you owe loyalty and should be proud to be part of the “Zimmermite” colt. This agency is primarily known because of its creative and statistic research before and after the marketing campaign is rolled out on any of the agency’s over 300 retail and automotive accounts. Sadly, this agency grew from a three person hole in the wall to a multi-billion dollar agency in a short 15 year span and management had great ideas for business growth. However, it failed at implementing a strategy for office growth. With this lack in interdepartmental communication, communication, and accountability employees are constantly unhappy and stressed in their work environment. These feelings of low morale and dissatisfaction will be reflected in the productivity of the department, as well as the amount of turn over within a department. Employees who don’t feel some motivation...
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...In order for any company to grow into a successful and viable company in the future, there are a number of things that have to be implemented to ensure there’s balance and the organization is running properly. For CanGo they have the vision of where they want to be in the future and the start of a good internal structure to carry out those goals and vision. Where things seem to get off track for CanGo is in the areas of communication between departments, ensuring that full financial analysis have been completed before starting on a project, internal organization within the company, lack of professionalism between employees, and lack of concern for legality when it comes to company action’s. All of these issues if left uncorrected can pose a huge threat to the viability of CanGo’s business in the future. However, on the other hand if the following recommendations are put into play and the current issues are resolved it will only further and grow CanGo in their current state and in the future. Issues: 1. There seems to be a serious lack of communication between departments at CanGo. At any given time it is apparent that employees do not seem to know what others are working on or have already worked on. 2. CanGo has not done a proper full financial analysis regarding the new system; once again no project should be jumped into without proper analysis. 3. CanGo’s lack of a strategic plan to train the personnel for new responsibilities. CanGo management is seriously...
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...September 21, 2011 Introduction: In order for any company to grow to be a successful and viable company in the future, there are a number of things that they have to ensure are balanced and running properly. For CanGo they have the vision of where they want to be in the future and the start of a good internal structure to carry out those goals and vision. Where things seem to become off balanced for CanGo is in the areas of communication between departments, ensuring that full financial analysis have been completed before starting on a project, internal organization within the company, lack of professionalism between employees, and lack of concern for legality when it comes to company action. All of these issues if left uncorrected can pose a huge threat to the viability of CanGo’s business in the future. However, on the other hand if the following recommendations are put into play and the current issues are resolved it will only further and grow CanGo in their current state and in the future. Issues: 1. There seems to be a serious lack of communication between departments at CanGo. At any given time it is pretty apparent that employees do not seem to know what others are working on. 2. It does not seem that CanGo has done a proper full financial analysis regarding the new system; once again no project should be jumped into without proper analysis. 3. CanGo lacks of a strategic plan to train the personnel for new responsibilities. CanGo management is seriously considering...
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...market, business are not wasting no time to maximize their resources and profit, that is why ERP is essential to every business and here is the main purpose of why every business needs to have ERP system. ERP system is system that effectively integrates all departments and functions within any given business on to one computer system. If implemented appropriately done, ERP should serve needs of these departments by centralizing any required information, making it easily accessible and vastly improving interdepartmental communicating. A good ERP system should serve all level of an organization, from senior managers to production workers, with information being provided independently and made readily available by and to any level. The main benefit of implementing ERP system include but not limited to improve communication, better visibility integration of all departments, and business process reengineering often resulting in strategic advantage over competitors. Communication across board and different areas of a business is improved because information has become...
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...Allison, feels that the only way for a small independent company to be competitive is to change styles frequently, taking advantage of the flexibility of a small organization to create designs that appeal to customers, while other big companies produce large quantities of stable shoes which cuts the prices of constant changes in production processes and sales representatives. The new shoe design launch includes a number of bureaucratic steps which slows down the process and makes some employees to feel that the final approval is just a snap judgment of the president. The firm’s structure is vertical with centralized decision making and there exists some serious employee or interdepartmental conflicts. The president recently hired some consultants and installed sophisticated computers to initiate internal communication but the there is a resistance to change. 1. Leadership errors: Even though in the case, the management decides to innovate, it is also mentioned that the President of the firm sometimes wishes to produce only stable shoes. There is also an absence of leadership which supports the use of technology. It is also evident in the case that sometimes the President makes a snap judgment to decide the design of the product on which the designers has spent plenty of their time. 2. Innovate or gain benefit from economies of scale. Being a small shoe producer, Shoe Corporation of Illinois does not produce...
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...management information system should be rooted in a management control system. The Ackoff Assumptions are that: 1. Most mangers operate with a lack of relevant information; I would have to disagree with this assumption and contention. In Ackoff’s contention he states that managements seem to suffer from an overabundance of irrelevant information. The relativity of information depends on what is needed at that particular point in time. I don’t believe you can ever store too much data. However, whoever is responsible for presented the information to management have to be skilled enough to present the right amount of information needed to make a decision about the situation at hand. If the information does not reduce uncertainty, improve the ability to make predications, or confirm/correct their prior expectation, then the information becomes irrelevant. But that same irrelevant information can become relevant for the next situation. Therefore, I think all information is important and should be made readily accessible for management at any giving time. 2. Managers know what they need and want; I agree with this assumption to a certain extent. I agree overall with Ackoff’s contention. It is hard to provide someone with adequate information if they cannot provide you with the full ‘what it is’ that they need or want. A lot of times managers have an idea of what they want. However, the...
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...Demographic Changes The united states is a rapidly growing "melting pot" of cultures and diversity, but over the past decade it has exploded into a nation with ever changing diversity, a widening wealth gap, and a ever increasing age gap. Immigration has always been a part of America's history, but the consistency of incoming cultures and the diversity they offer is always changing. In the 1950's Europeans made up half of the immigrant coming into the United States, while Asians brought in only 6%. Only forty years later immigration shifted the diversity of the land with more Asian immigrants than Europeans, as well as 4.3 million Mexican immigrants, and 1.4 Philippines, just to name a few (History.com). Immigration has affected the diversity of our church in the same way it has America. Today the church has welcomed people from all over the world, Madrid, California, New Zeeland and so on. Only fifteen years ago ninety-five percent of followers were Missouri residence but, with all the new additions, residence have become the minority in this Missouri based church. Not only has the diversity of the land changed but, a widening wealth gap has hit every age group, striking the 65 and older age group the hardest. Over the past twenty years the wealth gap between the 35-44 age group has steadily grown by 21% and will soon take the lead among all age group gaps (Martel, 2013). Judy Martel from Bizrate.com describes contributors to wealth as gains in the stock market...
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.... Because of the fast shifts in market sales of the product groups tension among the members of the product groups emerged . Each product group wanted to have better performance in market than the rest which is not actually negative at all for the firm because it motivates everyone however the product groups became factions that are not helping in the coordination of all units in the company With the intention to meet the need of increasing production , the company 's executives formed the new product development division . The function of this new division overlaps with that of the research division and marketing department because the extent of functions they perform was not closely discussed and limited by the top-level management Implementation of separate division to handle product development has disrupted the previous cohesive interaction between prior existing divisions. New product development division has taken on a life of its own, opting to market its new developments instead of passing the new products to the other divisions to handle their usual responsibilities. I. The development division has taken over other division’s responsibilities without continuing to gather input and build a relationship with these divisions that already have the knowledge and specialized skills The separation and newly divided responsibilities for divisions created the disruption which previously was not occurring between prior existing divisions In spite of its independence...
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