Sigitek Case Essay -- Business Management Sigitek Essays

Sigitek Case Barriers and Drivers to channel facing SmithersSmithers has in his favor follow through in reengineering business processes from when he was an engineering assist coach. His style of personal management aided him in instituting incorporate socialisation changes in a manor that was well received by Sigtek employees. This experience was needed given the long-standing organizational differences that Smithers faced amongst Sigteks engineering and manufacturing divisions. some other challenge faced by Smithers was the different management style of his counterpart, Richard Patricof, who was ill-doing president of operations. Patricofs focus was not on results or productive feedback from employees. He felt that style and a tolatarian approach to personnel management was scoop suited for this total quality (TQ) training program.Other barriers Smithers faced was the possible action that employee expectations on the victor of this revolutionary program may be also hi gh given previous attempts to change Sigtek?s differing engineering and manufacturing corporate culture. It would be difficult to unite these two internal organizations. The major drivers to the success of the TQ program was that Sigtek was in desperate need of a change in its processes or face the risk of going out of business. This rift between operations and engineering would drive the company into the ground given the asthenic leadership of the President, Charles Bradley. How efficiently was change introduced?The team at Sigtek established a set of goals for the implementation of the TQ program. An outline of the training process was created and presented to higher-ranking management. The result was non-plus, which instilled a great amount of concern to Smithers. The cold response from old management clearly indicated that their support in the implementation o this new program was questionable. Sigtek?s approach to change involved choosing one manager from the engineering an d operations sector respectively to be trained as site instructors for TQM. They in turn would train other employees to implement TQM. thither was already a history of discontinuity between Smithers and Murphy. There was no co-ordinated team effort between these to key players.Signs of failure also came when Patricof handpicked a cross-functional group of managers to form a site Quality Improvement Team, which was to coordi... .... Todays change initiatives are primarily based on a problem-solving view of organizations and change. contempt the potential positive outcomes, changes are often resisted at organizational level. opposition to change appears to be a common phenomenon, it can take legion(predicate) forms and it may be difficult to identify the exact reason for the opposition. Although organizations retain to adapt to their environment, they may set up defenses against changes and they prefer to concentrate on the routine things they perform well.Involving senior corpor ate management in the information of functional tactics improves their understanding of what must be done to master long- term objectives of the organization. It also helps ensure that functional tactics reflect the creation of the day-to-day operating situation. Most importantly it can increase the lading of corporate management to the strategies developed.Crucial to the implementation of cultural change is senior management?s ability to use leadership and provide a shared vision of the future. In a chaotic, dynamic world of change we must be able to come up with new ideas and inventions in order to compete in the global market.