Rondell Bvtertertertert

8/13/2019 Rondell Bvtertertertert

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I.Rondell Data Corporation-Case Presentation

A. A Team1.Russ Joseph (Hannibal!.Ri"#$ %ethi (&r.T ('A.&i"helle )oodle$ (Ho*lin+&ad &urdo"h,.'onnie an ampen (/a"e

II.Rondell Data CorporationA.0stablished in 1!2-'ob Rondell

1.%tarted out as Rondell 03uipment Co.!.&45.o4 ele"tri"al testin5 de6i"es

.Radio 'road"astin5 03uipment-1,7,.Data Transmission 03uipment-0arl$ 182+s9.:on5 standin5 reputation o4 bein5 sour"e o4 hi5h 3ualit$;inno6ati6e desi5ns8.Compan$ sales bro"hure

a.'road"ast 03uipment(9? o4 "ompan$ salesb.Data Transmission

>.%i@e->22 emplo$ees'.r5ani@ational Chart

1.e$ Pla$ersa.'ill Hunt-President

b.Da6e %"h*ab-Produ"tion &ana5er".Do"Ree6es-Dire"tor o4 Resear"hd.Ron Porter-.P. o4 %alese./ran# /orbus-Dire"tor o4 0n5ineerin5


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III.r5ani@ational CultureA.A5e;0Bperien"e 6alued'.Creati6it$;enius re6eredC.%eniorit$ important (5ood ole bo$s net*or#D.Preser6in5 4amil$ spirit o4 the old [email protected] mana5ement approa"h;Personal "onta"t "ommuni"ation st$le

I.'a"#5round /a"tors;Current IssuesA.radual in"rease in disputes bet*een resear"hE

en5ineerin5EsalesEFprodu"tion people o6er last ! $ears(assumd this haso""urred sin"e retirement o4 pre6ious Dir.o4 0n5ineerin5Ea 2 $r emplo$ee

'.Disputes "entered on the problem o4 ne* produ"t introdu"tionC.Dire"tor o4 0n5ineerin5 position re6ol6in5 doorD.Ge* "ommuni"ation strate5$ attempted on >2!produ"t0.Ge* 4ilterin5 te"hni3ue added to eBistin5 desi5n at last minute/.Produ"t >2!returned 4rom produ"tion , times due to desi5n 4la*s.Produ"tion assi5ned to other =obsH.Dela$ in produ"t deli6er$ to "ustomer-here *e 5o a5ain(P-%ales

)el"ome to the Rondell Data Corporation Case Prsentation.

Presentin5 this "ase toni5ht is the A Team. &embers o4 the A

Team in"lude Russ JosephE better #no*n as HannibalE Ri"#$ %ethiE


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#no*n to all as &r.TE &i"helle )oodle$E *ho also 5oes b$ the

name o4 Ho*lin+&ad &urdo"hE and 4inall$E 'onnie an ampenE

*ho "an also be "alled /a"e. )e *ill be di6idin5 the presentation

into 4our basi" parts "onsistin5 o4 the introdu"tion and ba"#5round o4

the problem in4ormation re5ardin5 or5ani@ational 4un"tionin5 the

impa"t o4 or5ani@ational "ulture on the strate5$ and su""ess o4

the "ompan$ and 4inall$E problem identi4i"ation alon5 *ith the

re"ommendations *e ha6e "ompiled to sol6e the "urrent dilemma

and impro6e the o6erall per4orman"e o4 the "ompan$.

The Rondell Data Corporation *as started b$ 'ob Rondell in

1!2. The basis 4or its in"eption *as Rondell+s in6ention o4 se6eral

ele"tri"al testin5 de6i"es *hile on sta44 as an en5ineerin5 4a"ult$

member o4 a lar5e uni6ersit$. In 1,7E the "ompan$ entered into

radio broad"astin5 e3uipmentE and b$ the earl$ 182+sE had in"reased

its business to in"lude data transmission e3uipment. The "ompan$

had a reputation o4 bein5 a sour"e o4 hi5h 3ualit$;inn6oati6e desi5ns

and des"ribed itsel4 as bein5 able to "on6ert problems to solutions

in their sales bro"hures. '$ 17>E t*o ma=or lines *ere re"o5ni@edE emplo$ee "ount

had risen to >22.

The or5ani@ational stru"ture o4 the Rondell Corporation is

4airl$ 4lat *ith minimal la$ers 4or "ommuni"ation 4lo*. It "an be

des"ribed as or5ani@ational desi5n b$ 4un"tionE *hi"h is stru"turin5

the or5ani@ation a""ordin5 to the #e$ 4un"tions to be per4ormed.

(Interestin5l$E this desi5n is most e44i"ient *hen departmental tas#s

are relati6el$ independent o4 ea"h other. Ideall$ this desi5n is suited

to en"oura5e spe"iali@ationE but problems de6elop *hen people

de6elop tunnel 6ision and tend to per"ei6e multi4un"tional problems

4rom the 6anta5e point o4 their narro* area o4 eBpertise. This leads to

"on4li"t and tur4 prote"tin5E *hi"h "an strain the pro"ess o4

"ommuni"ation and "oordination in the absen"e o4 a de"isi6e leader.

ne o4 the #e$ pla$ers in the Rondell Corporation is 'ill HuntE

President o4 Rondell. &r.Hunt has been *ith the 4irm sin"e 1,8. He

*as a student o4 'ob Rondell+sE and =oined the "ompan$ as an

en5ineer. He be"ame assistant to the president in 198E and president


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in 182. )e #no* that &r.HuntE alon5 *ith Ralph %imonE 0Be"uti6e

.P.E hold enou5h sto"# to "ommand e44e"ti6e "ontrol o4 the

"ompan$.

Da6e %"h*ab hold the title o4 Produ"tion &ana5er.

&r.%"h*ab =oined the "ompan$ in 199. Ri5ht a4ter =oinin5 the

"ompan$E he *as instrumental in eBposin5 *idespread irre5ularities

in the produ"tion and "ontrol departments. /ollo*in5 thisE he *as

promoted to produ"tion mana5erE and brou5ht in a ne* 5roup o4

produ"tion spe"ialists to the "ompan$. It is un"lear *hat his

edu"ation le6el is other than the 4a"t that he does not ha6e a de5ree.

0d do" Ree6es is emplo$ed as Dire"tor o4 Resear"h. He

=oined Rondell in 182E and *or#ed dire"tl$ *ith 'ill Hunt to

de6elop ma=or inno6ations in data transmission e3uipment. He

be"ame dire"tor o4 resear"h in 187. He is *idel$ respe"ted in the

"ompan$ and is re4erred to as a "reati6e 5enius. He had been o44ered

the Dire"tor o4 0n5ineerin5 positionE but turned it do*n.

Ron PorterE i"e President o4 %alesE has been *ith the "ompan$

sin"e 197. He has a '.%. in en5ineerin5 and has al*a$s *or#ed in

sales. He *as made sales mana5er in 187E and appointed .P. o4

sales in 17,.

/ran# /orbus is the most re"ent hire. He =oined the "ompan$ in


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177 as Dire"tor o4 0n5ineerin5E repla"in5 an emplo$ee *ho had

been dismissed. His edu"ational ba"#5round in"ludes a &aster+s

de5ree in en5ineerin5. His duties in"lude administrati6e

responsibilit$ 4or resear"hE as *ell as "omplete responsibilit$ 4or

en5ineerin5 ser6i"es. Prior to "omin5 to RondellE &r./orbus *or#ed

as the di6ision dire"tor o4 en5ineerin5 in a lar5e industrial 4irm.

The or5ani@ational "ulture o4 Rondell Corporation is one that

6alues a5eE eBperien"eE and seniorit$. All #e$ mana5ement personnel

ha6e been *ith the "ompan$ o6er 19 $ears. There has been minimal

turno6erE eB"ludin5 the 0n5ineerin5 Department. AlsoE there is

re4eren"e to past 4ailures o4 personnelE se"ondar$ to bein5 too

$oun5. Creati6e 5enius is re6ered as e6iden"ed b$ the role Do"

Ree6es pla$s *ithin the "ompan$E and his relationship *ith his

superiors. Preser6in5 4amil$ spirit is important to the "ompan$ in

the sense that a more hi5h te"h manner o4 "ommuni"ation *as

ne6er implementedE e6en *ith the 5ro*th o4 the "ompan$ o6er time.

&ana5ement seems to hi5hl$ 6alue the personal tou"h and sees this

as the most e44e"ti6e method 4or "ommuni"ation and to 4a"ilitate

business pra"ti"es.

Currentl$ the $ear is 17> at the Rondell Data Corporation.


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There has been a 5radual in"rease in disputes bet*een resear"hE

en5ineerin5E salesE and produ"tion people o6er the last !- $ears. The

disputes seem to "enter on the problem o4 ne* produ"t introdu"tionE

and are 4o"used on the en5ineerin5 department as bein5 the etiolo5$

o4 the problems. The Dire"tor o4 0n5ineerin5 position has been a

re6ol6in5 door sin"e the retirement o4 the lon5time Dire"tor

approBimatel$ $ears pre6iousl$. This person had held the position

4or 2 $ears. The "urrent Dire"tor o4 0n5ineerin5E &r./orbusE has

been in his position > months. He has identi4ied some

"ommuni"ation issues bet*een departments and upper mana5ement

and has attempted to re"ti4$ this b$ institutin5 a ne* "ommuni"ation

strate5$ *ith the produ"tion mana5er and the president "on"ernin5

the latest produ"tE the >2!. Durin5 one 4o these meetin5sE the

president inter=e"ts that a ne* 4ilterin5 desi5n *ill be added to the

produ"t *ith the eBpe"tation that en5ineerin5 and produ"tion *ill

sol6e an$ potential dela$s this ma$ "ause. %ubse3uentl$E the >2!

desi5n is shuttled ba"# and 4orth bet*een en5ineerin5 and produ"tion

at least , times *ith the result o4 produ"tion sta44 bein5 assi5ned to

another rush =ob. Currentl$E the "ompan$ is 4a"ed *ith both

internal dissatis4a"tion o4 emplo$eesE and eBternal dissatis4a"tion

4rom their "ustomer.


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