High Tech Engineering (HTE) is a 50-year-old family-owned manufacturing company

Question

High Tech Engineering (HTE) is a 50-year-old family-owned manufacturing company with 250 employees that produces small parts for the air- craft industry. The president of HTE is Harold Barelli, who came to the company from a smaller business with strong credentials as a leader in

advanced aircraft technology. Before Harold, the only other president of HTE was the founder and owner of the company. The organizational structure at HTE was very traditional, and it was supported by a very rich organizational culture.

As the new president, Harold sincerely wanted to transform HTE. He wanted to prove that new technologies and advanced management techniques could make HTE one of the best manufacturing companies in the country. To that end, Harold created a vision statement that was displayed throughout the company. The two-page statement, which had a strong democratic tone, described the overall purposes, directions, and values of the company.

During the first 3 years of Harold’s tenure as president, several major reorganizations took place at the company. These were designed by Harold and a select few of his senior managers. The intention of each reorganization was to implement advanced organizational structures to bolster the declared HTE vision.

Yet the major outcome of each of the changes was to dilute the leader- ship and create a feeling of instability among the employees. Most of the changes were made from the top down, with little input from lower or middle management. Some of the changes gave employees more control in circumstances where they needed less, whereas other changes limited employee input in contexts where employees should have been given more input. There were some situations in which individual workers reported to three different bosses, and other situations in which one manager had far too many workers to oversee. Rather than feeling comfortable in their various roles at HTE, employees began to feel uncertain about their responsibilities and how they contributed to stated goals of the company. The overall effect of the reorganizations was a precipitous drop in worker morale and production.

In the midst of all the changes, the vision that Harold had for the company was lost. The instability that employees felt made it difficult for them to support the company’s vision. People at HTE complained that although mission statements were displayed throughout the company, no one understood in which direction they were going.

To the employees at HTE, Harold was an enigma. HTE was an American company that produced U.S. products, but Harold drove a foreign car. Harold claimed to be democratic in his style of leadership, but he was arbitrary in how he treated people. He acted in a nondirective style toward some people, and he showed arbitrary control toward others. He wanted to be seen as a hands-on manager, but he delegated operational control of the company to others while he focused on external customer relations and matters of the board of directors.

At times Harold appeared to be insensitive to employees’ concerns. He wanted HTE to be an environment in which everyone could feel empowered, but he often failed to listen closely to what employees were saying.

He seldom engaged in open, two-way communication. HTE had a long, rich history with many unique stories, but the employees felt that Harold either misunderstood or did not care about that history.

Four years after arriving at HTE, Harold stepped down as president after his operations officer ran the company into a large debt and cash-flow crisis. His dream of building HTE into a world-class manufacturing company was never realized.

Questions

1. If you were consulting with the HTE board of directors soon after Harold started making changes, what would you advise them regarding Harold’s leadership from a transformational perspective?

2. Did Harold have a clear vision for HTE? Was he able to implement it?

3. How effective was Harold as a change agent and social architect for HTE?

4. What would you advise Harold to do differently if he had the chance to return as president of HTE?

Explanation / Answer

1. Harold's decision to transfrom the HTE is a sincere and wise decision like every new president of the company would experiment with his thoughts and experience. However, when Harold is reorganising HTE, whether he has taken into consideration the views of Heads of all the Departments of the company, their problems regarding issues related to manpower, inputs, etc. He should first discuss with all Section Heads alongwith some employees from each section and giving due importance to each and every view of all the employees. Further, he should re-structure the sections of his company where capable person will handle the competent portfolio and section heads should handle manageable employees. Also, the employees must be given incentives, bonus for their hardwork and active participation in their fields. If needs arise, the employee must be able to directly contact his higher boss to build confidence in him.

2. Though Harold wanted to transform his company but he didn't possess clear vision. He delegated his powers to others but in improper way. As the President of the company, he should look after all the aspects and control all of his immediate subordinates. However, instead of doing this he delegated operational control of the company which is of a very higher importance and looked after customer relations and matters of the Directors. Also, he was insensitive to the employees concern which was also going against his vision. Due importance should have been given by Harold to the employees as they are the backbone of the company. He was not able to implement what he thought earlier as he was only acting against his own vision by way of arbitrary management.

3. Harold's was totally ineffective as change agent as he was not able to implement his ideas and vision for transforming his company. His employees were working in fear and confusion. They were not able to understand the new guidelines and whom to report. Employees could not report their concern to their bosses.

4. If Harold had the chance to return as president of HTE, I would advise him to think thoroughly before implementing any decision. He should take each and everybody of the company into confidence. He should deal with the problems of his employees and handle them sensitively. He should also think about the long lasting implication of his decisions.

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