Chat with us, powered by LiveChat For each of the four situations noted, what organizational concepts apply? Identify the concept, explain the related problem, and identify how it influenced decisions in this - Writingforyou

For each of the four situations noted, what organizational concepts apply? Identify the concept, explain the related problem, and identify how it influenced decisions in this

case study

  1. Think about the facts of the case and answer the following questions:
    • For each of the four situations noted, what organizational concepts apply? Identify the concept, explain the related problem, and identify how it influenced decisions in this case.
    • As an adviser to President Ashley Korenblat, how would you resolve each problem?

Merlin Metalworks    After getting a master's degree in business, spending time as a stockbroker on Wall Street, and  working as a manager in a traditionally organized manufacturing company, Ashley Korenblat  was hired as president of Merlin Metalworks. Korenblat, fresh from her experience at a large  company, was anxious to try out her own theories of the small, Albany, New York‐based  producer of bicycles. In short order, Korenblat had to contend with the following organizational  problems.  

• Two welders, unable to get a decision from their supervisor, requested time off. One  welder had a dentist appointment and the other needed to leave early to pick up an  anniversary present.  

• A review of the previous day's shipping log revealed that nothing had been shipped. The  reason? A customer had called about a problem bottom bracket ‐‐ the place where the  bicycle pedals attach ‐‐ which made the customer's $4000.00 bike useless. The customer  service department had the authority to stop everything to solve a customer's problem.  In this case it meant turning off the final threading machine for a day which brought the  shipments to a halt.  

• After little discussion, Korenblat made a decision to redesign the brakes on road bikes,  believing it would be less expensive. Shortly after the first production run began, the  person in charge of purchasing insisted on rehashing the decision. It turned out that the  new design would lead to a series of new expenses ‐‐ adding up to more than the  expected savings.  

• In an effort to have the employees make decisions and be more independent, the  machine department was organized into teams. The teams were responsible for  developing the production schedule, determining the size of the production runs, and  coordinating the 35 operations in any given production run ‐‐ some of which were  linear, others which proceeded simultaneously. All went well until the company  approached a six‐month backlog in a seasonal business.  

To respond, Korenblat kept increasing the size of the runs ‐ "I'll know you made 200 57‐ centimeter bikes." The result: the machine shop came to a standstill, waiting for the next  command.