Most of time, companies develop and implement training without a thorough needs analysis resulting in training too much, training to little, or training for the wrong reasons. The overall long-term result is that employees/supervisors are not equipped or empowered to facilitate change. Normally, the following is how new technology is introduced to organizations which creates major problems for the supervisor. Big Business offers this new technology with the promise of improved efficiency and lower operating cost. This new technology is mostly force feed down to the line with little or no input from the actual user or the supervisor on the implementation plan or the training plan.
When a major U.S. company outsource, it pressures their rivals to do the same thing. They also lose the expertise of process engineering, which would interact with manufacturing on a daily basis. Minor companies and skilled workers go to where the jobs and knowledge networks are no matter where they are geographically in the world. This decline of trade in the U.S. has caused a negative chain reaction to their suppliers of sophisticated materials, tools, production equipment, and components. U.S. industries do not have a way of coming up with new ideas for the next generation of high-tech products... ... middle of paper ... ...tly governing its scientific and technological company successfully to gain a competitive advantage.
A high cost manufacturer like IBM had an obvious disadvantage. · IBM failed to read the industry trends and was still banking on the mainframe business to earn major revenues. It was losing market share in PC and laptop segments, which were growing fast and had tremendous potential. · IBM had excess manpower which resulted in heavy overheads. · IBM was seen as a single entity by customers.
The outsourced labor does not actually understand the problem faced by the real customer in America or other European Nations. This has agitated the customer base of the company, which has resulted in dip in sales in the recent past. The company has actually failed to meet the expectations of the people as they have downsized a substantial part of its labor to cut cost. Some experience on the customer sites indicate that the company personnel are not even clear about what products come under warranty and what type of warranty are given for which type of products. Even the customers have complained that the engineer the company sends to their homes are not well trained and are sometimes not able to understand the problem.
Many successful plants were found in good locations strategically speaking. Social-cultural Many firms were facing a big number of complaints from the customers and according to the bureau these were people not happy with how employees used to settle complaints and conflicts. The industry requires employees with better public relation skills. Political forces There were no cases of political influence in this business according to the case study presented. Weaknesses The plant’s inability to afford to upgrade their equipments and technology presented a major weakness.
The company’s web site for soft goods, such as clothing, sheets and towels was not so efficient and required improvements. Building a policy where one could p rice and reprice was immense and changing record of goods and do it enthusiastically was a very difficult thing to achieve. The company ended up filing patents for some of what they did. The second major problem was lack of proper documentation, policies and procedures. The informality that may work with particular staff members and a number of customers simply is not effective for company management.
(Example: The employees or the Environment) The fundamental causes for the corporate burdens are more complex. Accounting, or, more accurately, the misuse of accounting, was not the main problem. Rather the uncontrolled pursuit of flawed strategies, coupled with greed on the part of many, were the real reasons for the downfall of household names and previous stock market favorites. The Strategic Failures The companies often fail to understand the relevant business drivers when they expand into new products or geographical markets, leading to poor strategic decisions. The board of directors did not understand how the derivatives market worked, and therefore did not comprehend the risks associated with it.
One was a bank, and others were in the technology industry. Another change implemented was the training of the internal sales force. However, they are resistant to change due to past years of success with the existing organizational strategy. The issue also resides with the management not trusting the new vision. This is misleading employees and building mistrust with managerial decisions.
Their decision making skills are not developed due to improper mentoring. The work processes are more individual driven then system driven. We are facing a human resource crunch on our two fronts: The Engineers and designers i.e. the executive level staff as well as the Leaders who can efficiently manage the business. Improper use of good talent has led to high rate of attrition.
This caused productivity to increase but failed to consider the needs of the workers. Thus, workers sought ways around the controls that were placed on them. They were not permitted to voice their ideas or try anything new. But organizations became more complex and there was a need for a new theory. Companies focused on productivity and efficiency which lead to the classical administrative school.