Introduction

Introduction

Introduction • SMA and MEPD background • Overview of SMA operations • MEPD – Micro Electronic Products Division • Various functional departments • Multi divisional structure • Segregated departments • Jacob Amman & Guido Spichty • Organizational culture

Authoritarian Deep and Powerful Influence Entrepreneur Technical Expertise Capacity to grasp problem Dominating in meetings Comparison of the Leaders

Experimental/Innovator Risk taker Highly Involved Bad listener Not a risk taker Less involved

Political and Manipulative 14-steps ahead Became more authoritarian Remain Political Conflicts Lack of cooperation

More of Bureaucratic Approach Few group Meetings Centralized Decision making Multi-Divisional More Group Meetings Decentralization within Centralization

Zwingli Corporation Organizational Development Plan Higher Sales ratio Sales and Marketing Change of Headquarter Product development Group Sales starts decreasing

Problems Identified • Decline in sales and profit • General economy and competition • Low Morale • Conflict and lack of coordination

Major Promotions from manufacturing • Change of direction • Weakening of demand • Spichty’s failed projects

Political and manipulative staff • Unrealistic Commitments • No cohesion in top management • Discontinuation of a good program

Spichty, a bad listener • Does not push people towards goals • Not a risk taker • Gave rise to centralization

Replaced all key managers • Took to many responsibilities • Modification of budget proposals • Unattainable goals

market intelligence and selling • Non-commission based selling

Departmental Conflicts • Manufacturing Dept Vs Sales Dept • Manufacturing Dept Vs Marketing Dept • Manufacturing Dept Vs Product Development Dept

Solutions Product Development Changes in the Marketing Department: The marketing manager Other employees Human Resource Department

Goals and processes • Improving the Service of Grenzach • Replacing Spichty

Why Replace Spichty? • Lack of experience • Lack of leadership qualities • Lack of involvement in problems • Did not take suggestions or criticism

No importance of technical innovation • Appointment of the Marketing Manager • Movement towards Centralization

After re-structuring • Present structure – A multidivisional organization • MPED’s functional departments • Decentralization • Product development and Technical staff division • Decentralization within Centralization • Top management taking all decisions

Proposed changes: • Move towards more decentralization • Each product should have its own departments • Frontline be delegated authority • Lyon Plant be closed • Reduction in costs • Spichty be replaced

Introduction

Introduction

Presentation Transcript

Introduction to introduction to introduction to … Optimization

INTRODUCTION/ INTRODUCTION

Introduction

INTRODUCTION

Introduction

Introduction