Case Study for AcuScan, Inc

Case Study for AcuScan, Inc

I am the newly hired Vice President of Organizational Development. My responsibilities include creating the Organizational Development Department. I look forward to working with all of you especially with finding a new and improved product based on our already developed retinal scanning system iScanner. First of all I am going to discuss assumptions made by Kelly Thomas, Pat Lambert, Cliff O’Connor and Chris Martinas. After each employee assumptions will be their arguments and my evaluation of whether the argument is sound or unsound and why.

Kelly Thomas – Senior Engineer, Product Development

1. Assumed that Pat, Director of Marketing knew nothing about QC (quality control).

2. Assumed that all the features for the retinal scanner could not be developed in the time frame allotted.

3. Assumed that due to lay-offs last year they would not have the staff to develop a new product.

4. Assumed the customer would be “short changed” because the company may not be able to comply with the customers expectations.

5. Assumed Pat did not have any technology experience because his past experience was with the cereal business.

6. Assumed Pat was going behind his back because Pat spoke to the programmers first without consulting with Kelly.

Kelly argued that new product was much more complicated to produce than Pat had implied. He also argued that Pat had no understanding as to how the iScanner worked and would have a better understanding if Pat took the time to involve him in other areas of the business not just marketing.

Kelly’s argument was logical and sound because he based his decision on the time it took the staff to develop the iScanner. Past history of creating a new product can give you an idea of how long it would take to produce a new product. He also did not want to jeopardize his reputation or the company’s by producing and inadequate product.

Pat Lambert – Director of Marketing

1. Assumed the new product would be a simple addition to the new product.

2. Assumed programmers had plenty of time to work on new product even though he knew staff was cut last year.

3. Assumed because they were not agreeing with him they were not committed to the new product.

4. Assumed that the job could be done by outside contractors in the specified time frame. Also with money being a problem.

5. Assumed a meeting would resolve all problems.

6. Assumed the customer would be happy with whatever product was developed and launched.