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Acorn Industries Case Study

Essay by   •  October 9, 2017  •  Case Study  •  7,887 Words (32 Pages)  •  2,393 Views

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INDIVIDUAL ASSIGNMENT;MODULE 2

ACORN INDUSTRIES CASE STUDY

E.C.N.MDALA-MANELI

        

6301230777084

   


DECLARATION

“I, the undersigned, hereby declare this assignment as my own work.  It has not been previously submitted for any other examination”.

_____________________

E.C. N. Mdala – Maneli


TABLE OF CONTENTS

  1. Executive summary

  1. The discussion of the problems and their underlying causes
  1. Recommendations on what should be done to solve the problems, prioritizing the steps to be taken.

3.1        Short  term solutions

3.2        Medium to long term solutions

4.        Conclusion

5.        Bibliography

                                                                                                                                       


1.. EXECUTIVE SUMMARY

The organization was bedevilled by problems that were structural,behavioral and operational in nature.

The behaviour related problems were;poor leadership behaviour,poor teamwork/cohesion,lack of trust,,poor customer service,poor value system,poor strategic thinking,lack of communication,poor organizational climate,.The structural related problems were;lack of autonomy  and  inappropriate structure,poor reporting lines.

The operational related problems were;poor appraisal system,lack of critical HR policies,lack of policies and procedures,lack of programme and project management,poor project planning,monitoring and control.

The organization also had characteristics of unsuccessful organizations and was using old ways of managing,the management lacked strategic purpose and customer service orientation .The organization also seemed to be oblivious of the demands brought about by globalization  and the competition and the opportunities availed by relying more on the emergent approaches to the strategy development and implementation

The BSPM approach should be used to translate  the strategy into the plan,with quantifiable measures,communicating the themes,development of team and personal objectives,as well as for alignment,integrating and coordinating with the mission and vision.

In order to attend to the immediate issues,an experienced programme manager and experienced project managers should be appointed.The team should be supported by the top management in developing a plan,which will address the issues in a short to medium term.Similarly,the top management support is crucial in eansuring that the transformation programme becomes a success.

A programme plan should be developed and will also serve as a communicative tool throughout the duration of the programme.The proper infrastructure,resources and the right talent  should be in place.

In order to lead within the emergent culture of risk and uncertainty,the organizational processes,structures and culture should be subjected to strategic transformation process,in order to bring about effectiveness to the organization.

The programme management approach will be used to facilitate the intergrated and coordinated management of cross functional portfolios of projects to bring about the strategic transformation,in Acorn..The main aim being to achieve the benefits of strategic importance.

The ff elements are vital to the success of a transformation programme;Top management support,Clarification of team role definitions,Measurements of strategic benefits through the BSPM SYSTEM,Conducive culture,integrated,systemic manner for developing new behaviors,relationships and processes,Empowerment of project managers and team leaders to exercise the autonomy,through the appropriate structures.

During the strategic transformation programme,flexibility should be allowed,so as to accommodate the unexpected change within the environment.

The appraisal of the outcomes and the attainment of the results as against the original plans should be appraised and more particularly ,the level of contribution towards the strategic benefits of the organization.At all times,the stakeholders should be kept informed of the programme status.

The outcomes of the   programme  should be changed behaviours, and structures,and the operational issues will be resolved.

 

 

 



2.DISCUSSION OF THE PROBLEMS AND THEIR UNDERLYING CAUSES.

The problems identified have been divided into three categories, namely, structural, operational and behavioural issues.

The strategy,people and the operating plan are the core processes that have to keep pace with the ever changing environment ,as such,the processes have to be effectively managed through the balanced scorecard project and the programme management approach.(Steyn,P and Schmiki,E ,2006;36)

According to Steyn,P and ano 2006;30,,successful organizations have got seven common characteristics,which are as ff;Effective leadership,Emphasis on customer requirements,by putting customers first,Commitment to continuos improvement,Learning and growth strategy,Human resource development,Quality assurance systems as well as effective information systems

-CUSTOMER FOCUS

In order to focus on customer requirements,organizations should understand,respect and respond to clients’needs.Organisations should get involved in frank communication with its clients, be willing to obtain feedback and criticism and utilize the measures of client satisfaction to modify the services(.Steyn,P and ano 2006;30)

Poor Customer service

Although the firm was servicing external clientelle, it focused more externally and did not emphasize on servicing and planning  for the internal resource , in order to ensure that the clientele was adequately serviced.  As such the firm was left with young talent that was not experienced.  

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