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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 - PowerPoint PPT Presentation
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Introduction
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Page 1: Introduction

Introduction

Page 2: Introduction
Page 3: 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

Page 4: Introduction

Comparison of the Leaders

• Authoritarian

• Deep and Powerful Influence

• Entrepreneur

• Technical Expertise

• Capacity to grasp problem

• Dominating in meetings

Page 5: Introduction

• Experimental/Innovator

• Risk taker

• Highly Involved

• Bad listener

• Not a risk taker

• Less involved

Page 6: Introduction

• Political and Manipulative

• 14-steps ahead

• Became more authoritarian

• Remain Political

• Conflicts

• Lack of cooperation

Page 7: Introduction

• More of Bureaucratic Approach

• Few group Meetings

• Centralized Decision making

• Multi-Divisional

• More Group Meetings

• Decentralization within Centralization

Page 8: Introduction

• Zwingli Corporation

• Organizational Development Plan

• Higher Sales ratio

• Sales and Marketing

• Change of Headquarter

• Product development Group

• Sales starts decreasing

Page 9: Introduction

Problems Identified

• Decline in sales and profit

• General economy and competition

• Low Morale

• Conflict and lack of coordination

Page 10: Introduction

• Major Promotions from manufacturing

• Change of direction

• Weakening of demand

• Spichty’s failed projects

Page 11: Introduction

• Political and manipulative staff

• Unrealistic Commitments

• No cohesion in top management

• Discontinuation of a good program

Page 12: Introduction

• Spichty, a bad listener

• Does not push people towards goals

• Not a risk taker

• Gave rise to centralization

Page 13: Introduction

• Replaced all key managers

• Took to many responsibilities

• Modification of budget proposals

• Unattainable goals

Page 14: Introduction

• market intelligence and selling

• Non-commission based selling

Page 15: Introduction

Departmental Conflicts

• Manufacturing Dept Vs Sales Dept

• Manufacturing Dept Vs Marketing Dept

• Manufacturing Dept Vs Product Development Dept

Page 16: Introduction

Solutions

Product Development

Changes in the Marketing Department: The marketing manager Other employees

Human Resource Department

Page 17: Introduction

Goals and processes

Improving the Service of Grenzach

Replacing Spichty

Page 18: Introduction

Why Replace Spichty?

Lack of experience

Lack of leadership qualities

Lack of involvement in problems

Did not take suggestions or criticism

Page 19: Introduction

No importance of technical innovation

Appointment of the Marketing Manager

Movement towards Centralization

Page 20: Introduction
Page 21: Introduction

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

Page 22: Introduction
Page 23: Introduction

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


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