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Introduction

Introduction. Introduction. SMA and MEPD background Overview of SMA operations MEPD – Micro Electronic Products Division Various functional departments Multi divisional structure Segregated departments Jacob Amman & Guido Spichty Organizational culture. Authoritarian

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Introduction

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  1. Introduction

  2. Introduction • SMA and MEPD background • Overview of SMA operations • MEPD – Micro Electronic Products Division • Various functional departments • Multi divisional structure • Segregated departments • Jacob Amman & Guido Spichty • Organizational culture

  3. Authoritarian Deep and Powerful Influence Entrepreneur Technical Expertise Capacity to grasp problem Dominating in meetings Comparison of the Leaders

  4. Experimental/Innovator Risk taker Highly Involved Bad listener Not a risk taker Less involved

  5. Political and Manipulative 14-steps ahead Became more authoritarian Remain Political Conflicts Lack of cooperation

  6. More of Bureaucratic Approach Few group Meetings Centralized Decision making Multi-Divisional More Group Meetings Decentralization within Centralization

  7. Zwingli Corporation Organizational Development Plan Higher Sales ratio Sales and Marketing Change of Headquarter Product development Group Sales starts decreasing

  8. Problems Identified • Decline in sales and profit • General economy and competition • Low Morale • Conflict and lack of coordination

  9. Major Promotions from manufacturing • Change of direction • Weakening of demand • Spichty’s failed projects

  10. Political and manipulative staff • Unrealistic Commitments • No cohesion in top management • Discontinuation of a good program

  11. Spichty, a bad listener • Does not push people towards goals • Not a risk taker • Gave rise to centralization

  12. Replaced all key managers • Took to many responsibilities • Modification of budget proposals • Unattainable goals

  13. market intelligence and selling • Non-commission based selling

  14. Departmental Conflicts • Manufacturing Dept Vs Sales Dept • Manufacturing Dept Vs Marketing Dept • Manufacturing Dept Vs Product Development Dept

  15. Solutions Product Development Changes in the Marketing Department: The marketing manager Other employees Human Resource Department

  16. Goals and processes • Improving the Service of Grenzach • Replacing Spichty

  17. Why Replace Spichty? • Lack of experience • Lack of leadership qualities • Lack of involvement in problems • Did not take suggestions or criticism

  18. No importance of technical innovation • Appointment of the Marketing Manager • Movement towards Centralization

  19. After re-structuring • Present structure – A multidivisional organization • MPED’s functional departments • Decentralization • Product development and Technical staff division • Decentralization within Centralization • Top management taking all decisions

  20. Proposed changes: • Move towards more decentralization • Each product should have its own departments • Frontline be delegated authority • Lyon Plant be closed • Reduction in costs • Spichty be replaced

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