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    Rondell 03

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    jenivarma j
    Rondell Data Corporation is experiencing organizational issues that are hindering its ability to adapt to changes and develop new products efficiently. The company's culture overly values tradition and seniority, creating conflicts between departments. A consulting team is recommended to help redesign the organization into a structure focused on product lines, using cross-functional teams for key tasks like new product development. Project management and teambuilding efforts could also help address issues around coordination and finger-pointing between departments.

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    Rondell 03

    Uploaded by

    jenivarma j
    23 views17 pages
    Rondell Data Corporation is experiencing organizational issues that are hindering its ability to adapt to changes and develop new products efficiently. The company's culture overly values tradition and seniority, creating conflicts between departments. A consulting team is recommended to help redesign the organization into a structure focused on product lines, using cross-functional teams for key tasks like new product development. Project management and teambuilding efforts could also help address issues around coordination and finger-pointing between departments.

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    Rondell Data Corporation is experiencing organizational issues that are hindering its ability to adapt to changes and develop new products efficiently. The company's culture overly values tradition and seniority, creating conflicts between departments. A consulting team is recommended to help redesign the organization into a structure focused on product lines, using cross-functional teams for key tasks like new product development. Project management and teambuilding efforts could also help address issues around coordination and finger-pointing between departments.

    Copyright:

    © All Rights Reserved
    Download as PPT, PDF, TXT or read online from Scribd
    Download as ppt, pdf, or txt
    23 views17 pages

    Rondell 03

    Uploaded by

    jenivarma j
    Rondell Data Corporation is experiencing organizational issues that are hindering its ability to adapt to changes and develop new products efficiently. The company's culture overly values tradition and seniority, creating conflicts between departments. A consulting team is recommended to help redesign the organization into a structure focused on product lines, using cross-functional teams for key tasks like new product development. Project management and teambuilding efforts could also help address issues around coordination and finger-pointing between departments.

    Copyright:

    © All Rights Reserved
    Download as PPT, PDF, TXT or read online from Scribd
    Download as ppt, pdf, or txt
    of 17

    Rondell Data Corporation

    “Organization is the architecture on which


    enterprises are built, but organizations must be
    willing to change frequently in order to grow and
    remain viable” (Cook, Hunsaker, & Coffey)

    November 3, 1999
    Presentation Format
    Introduction/Background
    Impact of the Structure of Engineering Dept.
    Impact of Organizational Culture on Strategy/Success
    Problem Identification/Recommendations

    2
    November 3, 1999
    Company Background
     Established in 1920-Bob Rondell
     Started out as Rondell Equipment Co.
     Mfg.of electrical testing devices
     Radio Broadcasting Equipment-1947
     Data Transmission Equipment-Early 1960’s
     Long standing reputation as source of high
    quality/innovative designs
    3
    Company Background
     Company sales brochure:”Convert Problems to Solutions”
     Two major lines-1978
     Broadcast Equipment (35% of company sales)

     Data Transmission

     Size:
     1947-100 employees

     1978-800 employees
    4
    Organizational Chart, 1978
    B ill H unt
    P resid ent

    R alph S im on Frank Forbus R on P orter


    E xecutive V P D ir. E ngineering V P S ales

    Len S ym m es D ave S chwab


    C ontroller Factory S up. D oc R eeves Frank Forbus
    D ir. of R esearch E ngineering S ervices

    P ersonnel 5
    Organizational Culture
     Age/Experience valued
     Creativity/Genius revered
     Seniority important (good ‘ole boys network)
     Preserving “family spirit” of the old organization
     ”Personal management/Informal approach”/Personal
    contact communication style

    6
    Culture at Rondell
     Length of employment highly valued
     Informal relationships key to functioning
     Each department has its own function or niche
     Each department’s turf should not be invaded
     Each department responsible for its own members
     Little regard for the overall impact on the organization
    Tradition built on cooperation
    7

    Observable Behavior
     Conflict and little cooperation
     Blame placed on other departments
     Little formal organization

    8
    Different Values
     Production Department values timely schedules
     Engineering Department values designs, planning, and
    innovation
     Sales Department values timely service to the
    customer

    9
    Required Changes of Strategic Design
    Blocked by Culture
     Strategies focused by culture
     Subcultures functioning as countercultures
     Hiring of second generation employees into key
    positions

    10
    “The real test of the effectiveness of a corporate
    culture comes when the organization’s
    environment changes …Sometimes a strong
    culture can be like a millstone around the neck of
    a firm that is trying to respond to environmental
    chnages” (Reimann & Wiener)

    11
    November 3, 1999
    Background Factors/Current Issues
     Gradual increase in disputes between research,
    engineering, sales &production people over last 2
    years(assumed this has occurred since retirement of
    previous Dir.of Engineering,a 30 yr employee)
     Disputes centered on the problem of new product
    introduction
     Director of Engineering position “revolving door”

    12
    New communication strategy attempted on “802”product
    Background Factors/Current Issues
     New filtering technique added to existing design at last
    minute
     Product “802”returned from production 4 times due to
    design flaws
     Production assigned to other jobs
     Delay in product delivery to customer-“here we go
    again”(VP-Sales)
    13
    Recommendation
     Retain the services of a qualified consulting team to
    help the management team.
     An Organizational Design process be initiated to
    determine the best organizational structure for the
    company.
     Our assumption is the new design will be product line
    focused.
    14
    Recommendation
     A cross-functional approach be taken to accomplish
    key company task such as new product development.
     Decisions be pushed down into cross-functional teams
    who have the responsibility for delivering a timely,
    quality and manufacturable product.

    15
    Recommendation
     Engineering Services should add a project
    management function to aid the team in coordination,
    planning and monitoring project progress.

    16
    Recommendation
     Teambuilding should be a priority at Roundel. The
    constant finger pointing needs to be stopped by
    organizational wide efforts at breaking down functional
    barriers and creating an environment of team
    participation and decision making.

    17

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