Case Study Of Malard Manufacturing Company

1355 Words6 Pages
This report has been commissioned by Julie Crandell, the executive vice-president of Malard Manufacturing Company, and will provide recommendations regarding long term managerial and communication strategies that will aim to improve future product development.

Due to advances in electronics, metallurgy and flow control theory, Malard Manufacturing Company is required to introduce new products every year or two. These new products have been associated with interdepartmental disagreement and conflict. Department managers are frustrated and becoming uncommunicative, departments are keeping plans secret and several department managers are new and inexperienced in new product development.

The key issues that this report will address is the management
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559) The current organisational environment that Malard Manufacturing Company displays does not have an evident leadership strategy demonstrated by the managers of the departments. The only clear example of management within the case study is ‘Julie likes to keep tight control over the organisation by ensuring department managers check with her before making major decisions.’ Leadership can be defined as “the ability to influence people towards the attainment of organisational goals.” (Samson et al., 2012, p. 557) We can assume that the control that Julie Crandell has within Malard Manufacturing Company is not effective given the circumstances of the company, and Julie Crandell is only managing the employees, because she does not have the power or ability to influence or motivate them in order to achieve the goals of the…show more content…
Conclusions

3.1
Lack of leadership plays a huge role in Julie Crandell’s situation. Due to the absence of a feedback system in the company, Julie Crandell does not know what motivates the employees or the reasons behind their communication problems. This has led to lack of productivity in the company and communication issues between departments and executives and workers.

3.2
There is inadequate and ambiguous communication in the upward flow channels of the organisation. Problems and exceptions, suggestions for improvement, performance reports, disputes and grievances and financial and accounting information are not communicated clearly, and inexperienced managers are struggling to keep their department working efficiently and in sync with other departments because of this communication issue.

3.3
The failure of the departments to communicate with each other is due to horizontal communication dilemmas. Changes, developments and task accomplishments have not been shared between the departments because of an incompetent communication channel, which has led to employee uncertainty regarding procedures and
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