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Tucker company case study

Published under category: Custom Writing | 2014-10-12 00:51:13 UTC

Context: Organizational theory and management

The Tucker Company: Executive Summary: The Tucker Company is a manufacturing company dealing with production of jet engines and turbines. It manufactures three types of products. The products are specifically military aircraft engines, commercial aircraft engines and utility turbines. These products are made from similar materials. Metal is one of the major requirements for their manufacture. Since the products have different designs, the company’s chief executive officer devises a way to divide the company into specialised divisions. He proposes the divisions to the management board of the company. Apparently, the board accepts the chief executive officer’s proposal, and the company is reorganised to enhance production. However, the new structure places a shared resource under the management of one of the divisions. This allows the particular division to control the use of the resource, causing a conflict between a junior manager in one department and the laboratory manager (Samson & Daft, 2012). There is no way to check the laboratory manager’s actions since his superior officer has no official communication channel for other departments to report their discontent. The actual problem is the placement of the laboratory department in one of the divisions. Another problem aggravating the conflict is the social orientation of the two managers (Samson & Daft, 2012). Solution to Conflict of Personality Personalities are difficult to change. Since one of the problems affecting The Tucker Company is the personalities of two junior managers, it is important for the company to define the official duties of each manager. The laboratory manager should have his official duties explicitly defined to stop him from offering any kind of advice to a department where he is not accountable for any action. Solution to Flawed Structure It is necessary to restructure the company so that the laboratory manager has a proper reporting channel, such that his actions can be accounted for. Considering the current arrangement, the restructuring of the company will necessitate shifting the authority over the ...................................................................



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