High Tech Engineering: The Case Of High Tech Engineering

High Tech Engineering (HTE) is a small family owned company that fifty years old and manufactures small components for the aircraft industry. The founder and president found his successor Harold Barelli who envisioned that the company could become renowned through improving its technology and implementing advanced management approaches within the organization. He went on a campaign to make the employees aware of his vision and plastered it everywhere around the company. Over three years he began to implement several major changes in an effort to make progress toward his vision, but it had the opposite effect. An environment of instability was created around the organization because these changes were crafted by Harold and a “select few of his senior managers” therefore causing the perception that his vision came from the top down. This led to confusion due to an imbalance of responsibilities and employee engagement. The situation was worsened by the employee’s perception of Harold

There is nothing wrong with his vision, but it does not fit the company. The organization that I work for has a vision of becoming the world’s best hospital, but I laugh at it because it is in a small community. Similarly to Harold’s vision, it may just not be feasible, but that does not make it wrong. My employer has now been bought out and is own by two large healthcare systems and has been given resources that are unimaginable by a small community hospital. The leaders at my work know and realize that they may never be the best hospital in the world, but they have progressed toward that goal by building from the base and expanding. Harold, on the other hand, has failed to do this because he ignored the company’s foundation and attempted to start over in the wrong direction. This is why Harold has failed to implement his vision within the