03. Case Study Please read the following case and answer the questions followed
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Question
03. Case Study Please read the following case and answer the questions followed by it. The president of Simplex Mills sat at his desk in the hushed atmosphere, so typical of business offices, after the close of working hours. He was thinking about Tom, the manager in-charge of purchasing, and his ability to work with George, the production manager, and Daniel, the marketing and sales manager in the firm. When the purchasing department was established two years ago, both George and Daniel agreed with the need to centralize this function and place a specialist in charge. George was of the view that this would free his supervisors from detailed ordering activities. Daniel opined that the flow of materials into the firm was important enough to warrant a specialized management assignment. Yet since the purchasing department began operating it has been precisely these two managers who have had a number of confrontations with the new purchase manager, and occasionally with one another, in regard to the way the purchasing function in being carried out. From George’s point of view, instead of simplifying his job as production manager by taking care of purchasing for him, the purchasing department has developed a formal set of procedures that has resulted in as much time commitment on his part as he had previously spent in placing his orders directly with vendors. Further, he is specially irritated by the fact that his need for particular items or particular specification is constantly being questioned by the purchasing department. When the department was established, George assumed that the purchasing manager was there to fill his needs, not to question them. As Daniel sees it, the purchasing function is an integral part of marketing function, and the two therefore need to be jointly managed as a unified process. Purchasing function cannot be separated from a firm’s overall marketing strategy. However, Tom has attempted to carry out the purchasing function without regard for this obvious relationship between his responsibilities and those of Daniel, thus making a unified marketing strategy impossible. In his previous position, Tom had worked in the purchasing department of a firm considerably larger than Simplex. Before being hired, he was interviewed by all the top managers, including George and Daniel, but it was the president himself who negotiated the details of the job offer. As Tom sees it, he was hired as a professional to do a professional job. Both George and Daniel have been distracting him from this goal by presuming that he is somehow subordinate to them, which he believes is not the case. The people in the production department, who use the purchasing function most, have complained about the detail that he requires on their requisitions. But he has documented proof that materials are now being purchased much more economically than they were under the former decentralized system. He finds Daniel’s interests more difficult to understand, since he sees no particular relationship between his responsibilities for efficient procurement, and Daniel’s responsibilities to market the firm’s products. The president has been aware of the continuing conflict among three managers for some time, but on the theory that a little rivalry is healthy and stimulating, he has felt that it was nothing to be unduly concerned about. But now that much of his time is being taken up by much of what he considers to be petty bickering, the time has come to take some positive action.
Questions:
1. Is George’s view of the situation realistic? Justify your answer.
2. How might this conflict be associated with factors in the formal organizations? Explain.
Explanation / Answer
1. George is still thinking that the new purchase manager works under his guideliness and control. which is not realistic in nature, where Top has his own responsibilities in the organization. first he must understand the role of Tom and how he integrated with him, i.e. what is the integrated part of George and Tom in organizational context. then he should concern about the issue and prepare relation in organizational context. but George do not think and treat Tom as his subordinate. and integrating the purchase department with marketing department is not possible always. they must function individually but integrated in objectives.
2. when people works together, it is common they fight each other in some organizational context. they are not fighting each other with their personal objectives or priorities, they are fighting for organizational good only. positive and constructive criticism is good and acceptable in any organizaiton. it helps the people and firm to identify limitations and overcome those. it is the same in this organization too, these people are working to find better way and better services from their departments, and contributing something to the organization.
in formal organizations, the decision making is in the hands of higher management, there are clear definition of roles and responsibilities to each position, if there any conflicts raises among the people, they should inform the same to their officials. the subordinates do not have any right to take decisons in any context and they strictly followed their rules and regulations.
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