rondell data corporation (1)
TRANSCRIPT
RONDELL DATA CORPORATION John A. Seeger
Presented By:-Amit KhandelwalAnuja MisraPrerna BhadaniRavi Yadav
Company History
• Founder-Bob Rondell (1920) as “Rondell Equipment Company”
• They manufacture several electrical testing devices,-Radio broadcasting equipment(1947) and transmission equipment (1960)
• It has long-standing reputation as a source of high quality, innovative design
• In 1978,offered a wide range of and were dealing in two major lines.(UHFTV and FM)
• Company grown from 100 employees to 800
• Rondell’s employee formed backbone of the firm operations
• The personnel management approach extended is used
• All employees were paid on a straight salary plus a share of profits
• They have an extremely loyal group of senior employees and low turnover
• The firms was experiencing number of disputes between research,engineering,sales, and production
• Centre of problem was new production introduction
• These disputes decline company’s profitability
Organizational Chart, 1978
L en S ym m esC on tro lle r
D ave S ch w abF ac to ry S u p .
P erson n e l
R a lp h S im onE xecu tive V P
D oc R eevesD ir. o f R esearch
F ran k F orb u sE n g in eerin g S ervices
F ran k F orb u sD ir. E n g in eerin g
R on P orte rV P S a les
B ill H u n tP res id en t
Organizational Culture
• Age/Experience valued• Creativity/Genius revered• Seniority important• Preserving “family spirit” of the old
organization• Personal management/Informal
approach/Personal contact communication style
Observable Behavior
• Conflict and little cooperation
• Blame placed on other departments
• Little formal organization
The Sales Department
• Ron porter was angry ,as they have failed to deliver on schedule
• As the model 802 is typical, they padded the delivery 6 weeks
• This is ruining the reputation in market• This is because communication gap
between engineering, production, sales department
• Frank Forbus was in charge of both research & engineering services
• The future of the organization depend on this department
• Department was facing problem of-– Solving development problem– Bringing innovative ideas
• Department is looking forward for the special contract so that they can subsidize the basic development work which goes in all there basic product
The Engineering Department : Research
• Relationship between the people are based on mutual understanding and not on policies and procedures
• There was enough problem in the production but Frank trusted his people
• Members of the department was proud of their personal contract
• Engineers were delighted with department’s encouragement
• John Oates had a negative views about the position of Frank– As he has started from the ambiguous
position so he thinks that he cant succeed in his preproduction plans
• Paul Hodgetts valued bench work but he has a negative impression of engineering services
The Engineering Department: Engineering Services
• This department provided ancillary services to R&D and served as liaison between engineering and other Rondell departments
• Main Function:– Drafting– Management of the central technicians pool– Scheduling and expediting engineering products– Documenting and publication – Preproduction – Quality control
• Top management description of the department included the line:– ESD is responsible for maintaining
cooperation with other departments– Providing services to the development
engineers– Freeing more valuable people in R&D
• Salespeople discuss their problem with designers & who directly blame R&D
• Frank’s technician supervisor trusted the ability of his people and Frank, and he has enough support from them
• Fred Rodger an assistant was facing problem as the people was not ready to take their responsibilities
• Don Taylor trusted his people and assign the job accordingly
The Production Department
• Dave Schwab is very experienced and had been very successful in Rondell company
• His first move was to replace all fallen managers and bring new team from outside
• This new group did not follow old tradition of company
• They have done reorganization, now production department had controlled purchasing, stock control and final quality control
• Because of wartime events, management decided to remove these three departments from production
• In production department-500 employees, 60% -assembly line 30%-skilled machinists 60%- scheduling, supervisory and maintenance
duties• Production workers were nonunion,hourely-
paid and participated in both the liberal profit-sharing program and stock purchase plan.
• Moral in production was traditionally high, and turnover was extremely low
Dave Schwab comments
• All department has to be self contained department
• Department have to control what comes into the department and what goes out
• He always go down the line
The Executive Commitee
• The executive committee was a brainchild of Rondell’s controller, Len Symmes, who was well aware of the deputes that plagued in the company
• Bill Hunt and Ralph Simon to meet every two weeks with departmental heads
• The idea of doing things collectively and informally just doesn’t work as well
• They had to start thinking in terms of formal organization
• Mr. Hunt had lots of hopes that this committee especially would help get the department manager into a constructive planning process
• It hasn’t worked out that way• They uses the meetings as a place to
pass routine information
Recommendation
• Teambuilding should be a priority
• The constant finger pointing needs to be stopped by organizational wide efforts at breaking down functional barriers
• Creating an environment of team participation and decision making
THANK YOU