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To: Harold Wallace, President of the Wallace Group
Subject: Rampar Associates, Consulting Analysis
EXECUTIVE SUMMARY
The Wallace Group, Inc., is a company that consists of three operational groups (Electronics, Plastics and Chemicals) and a corporate support staff. The groups operate independently from one another, but also require the support of each others products on specific contracts. Since the companies are currently working independently the focus and direction is not well defined for the Wallace Group as a whole. The Electronics group is dependant on government contracts and is currently working on projects for the Navy and Air Force for future contracts. The Plastics group is profitable and a solid performer for the products in which it makes. There is also the ability of the Plastics group to expand and seize more of the share in the market. The Chemical group, which has seen a satisfactory performance in the past year is not living up to the Wallace Groups expectations and is in need of reform.
In order for the Wallace Group Inc., to become a more productive entity I recommend the following actions to be considered.
1. Restructure and organize the management staff of the company.
2. Locate and secure alternate contracts for the three groups that maximize growth and profits.
3. Utilize a consulting firm to analyze the Chemical Groups management to identify internal weaknesses.
4. Maximize the interaction with in the group to facilitate unity of the three individual groups (management and workloads)
5. Communication with in the organization must be streamlined.
6. Human Resources need to revamp their efforts to attract and hire the necessary workforce.
I. The Company's Current Objectives and Current Strategy
The Wallace Group Inc., is a diversified company that deals in the manufacture and development of technical products and systems. The company is comprised of three individual groups and the corporate staff. The three groups include Electronics, Plastics, and Chemicals each operating under the direction of the Groups Vice President. The Wallace Group Inc., produces profits of $70 million in sales from the efforts of the three groups. The principal sales of the Wallace Group are from large contractors in governmental and automotive markets
The Wallace Group is seeking to secure future contracts with the Navy and Air Force via the Electronics group. This potential workload is vital to the success of the Electronics group as the future contracts would be profitable for the group.
There are over 30 Sr. VPs and VPs holding various positions at the San Francisco
The founhder of the company, Godfrey Keebler, started with jus a small bakery in Philadelphia, PA in 1853. During the next two generations, local bakeries popped up around the country, including Strietmann, Hekman, Supreme and Bowman. With the introduction of cars and trucks (carrying the Keebler logo), bakery goods could be distributed beyond the neighborhood and regional distribution began.
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Throughout the years, our qualified and dedicated team has successfully completed projects for various individual and business clients. Our extensively trained, skilled, and experienced professionals ca...
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This group was planning on leaving the company, but ended up staying as a new “entrepreneur subsidiary” of the board’s approval. Billings rewarded the subsidiaries for their promising advancement in their field. However, Billings did not calculate for the success of subsidiaries and overtime the favoritism toward the subsidiaries was an economic issue. The water products division felt as though the recognition was not fair to the people making the company a profit. This issue in Billing’s leadership stemmed from his desire to create an environment where work and innovation were key.
The unique organizational structure that has been implemented at W.L. Gore & Associates is in contrast to a more formal bureaucratic or hierarchical corporate structure (Kinicki & Kreitner, 2009). For instance, ...
Corning Glass Works International has a nagging problem. Their subsidiaries act independently of one another and do not also act in a manner which is most beneficial for the firm. For one, they take significant time to resolve disputes. This time can cost money, especially if clients or potential clients become dissuaded from purchasing Corning resources. Also, they act independently to such an extent that sometimes 2 or more subsidiaries chase after the same potential client. Furthermore, Forrest Behm needs time for coordinating the international markets and the actions of the subsidiaries takes time from his ability to do this.
Engleberg, Isa N. and Dianna R. Wynn. Working in Groups. 6th ed. Boston: Pearson, 2012. Print.
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The XYZ Corporation was established in 2004 and their main office is located in Vancouver, BC. The company’s main objective is to create new innovating technology for media devices, computers, and digital music players. They deal with the design, manufacturing and marketing of the products. XYZ Corporation has been providing Canadians with groundbreaking technology throughout the years and continues to create new technology to provide others with top-level technology. Although, recently their success rate has appeared to drop rapidly due to a number of factors that will be explored throughout this case study. Their main objective is to target the problems so that they can work towards having the issues resolved as quickly as possible. If they do not take any course of action, the state of the company may be in extreme danger. This case study is designed to explore the areas of the company and discover the problems blocking the XYZ Corporation from success.
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