Fontal Ltd transform its systems. Fontal Ltd is an expanding distributor of components for mobile phone and is likely to be become one of the major players in Europe. Like most organization, Fontal experienced difficulties through a period of growth, with a misalignment of systems, processes, equipment and people. Rather than attempt to fit new challenges into the ways of old methods and structures, Fontal actively reorganized the way it functioned. It began with a new mission statement that emphasized the firm's commitment to adding value to customers through innovation and continuous improvement. As management at examined the needs and opportunities for turning around performance, it adopted a system approach. The system model examines all elements of an organization as an interacting whole, sensitive to external pressures. Fontal managers learned that, as they changed one element, such as ways of transacting with suppliers, they would also have to change internal processes and even their relationship with customers. What they realized that they had to shift from focusing only on results, to looking at the processes within the system that were producing those results. They also knew that a redesign of organizational systems needed to provide flexibility so that people could adapt their behavior the changing circumstances in daily activities. As a starting point for systematically learning about management and behavior with organization. Fontal identified two key mental models: one emphasizing the dynamic nature of managerial roles, and the other identifying the macro-options managers have available for changing organizational performance. Questions - Answer the questions in relation with the case. 1. How can Fontal's manager measure outputs to ensure that they achieved their mission? 2. Why a manager must be prepared to engage himself in a constantly changing set of roles throughout the day? 3. How can managers ensure that their intended outputs are achieved?
Fontal Ltd transform its systems. Fontal Ltd is an expanding distributor of components for mobile phone and is likely to be become one of the major players in Europe. Like most organization, Fontal experienced difficulties through a period of growth, with a misalignment of systems, processes, equipment and people. Rather than attempt to fit new challenges into the ways of old methods and structures, Fontal actively reorganized the way it functioned. It began with a new mission statement that emphasized the firm's commitment to adding value to customers through innovation and continuous improvement. As management at examined the needs and opportunities for turning around performance, it adopted a system approach. The system model examines all elements of an organization as an interacting whole, sensitive to external pressures. Fontal managers learned that, as they changed one element, such as ways of transacting with suppliers, they would also have to change internal processes and even their relationship with customers. What they realized that they had to shift from focusing only on results, to looking at the processes within the system that were producing those results. They also knew that a redesign of organizational systems needed to provide flexibility so that people could adapt their behavior the changing circumstances in daily activities. As a starting point for systematically learning about management and behavior with organization. Fontal identified two key mental models: one emphasizing the dynamic nature of managerial roles, and the other identifying the macro-options managers have available for changing organizational performance. Questions - Answer the questions in relation with the case. 1. How can Fontal's manager measure outputs to ensure that they achieved their mission? 2. Why a manager must be prepared to engage himself in a constantly changing set of roles throughout the day? 3. How can managers ensure that their intended outputs are achieved?
Chapter1: Taking Risks And Making Profits Within The Dynamic Business Environment
Section: Chapter Questions
Problem 1CE
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Transcribed Image Text:Fontal Ltd transform its systems.
Fontal Ltd is an expanding distributor of componens for mobile phone and is likely to be become one of the major
players in Europe. Like most organization, Fontal experienced difficulties through a period of growth, with a
misalignment of systems, processes, equipment and people.
Rather than attempt to fit new challenges into the ways of old methods and structures, Fontal actively reorganized the
way it functioned. It began with a new mission statement that emphasized the firm's commitment to adding value to
customers through innovation and continuous improvement. As management at examined the needs and opportunities
for turning around performance, it adopted a system approach. The system model examines all elements of an
organization as an interacting whole, sensitive to external pressures. Fontal managers learned that, as they changed one
element, such as ways of transacting with suppliers, they would also have to change internal processes and even their
relationship with customers.
What they realized that they had to shift from focusing only on results, to looking at the processes within the system
that were producing those results. They also knew that a redesign of organizational systems needed to provide flexibility
so that people could adapt their behavior the changing circumstances in daily activities. As a starting point for
systematically learning about management and behavior with organization. Fontal identified two key mental models:
one emphasizing the dynamic nature of managerial roles, and the other identifying the macro-options managers have
available for changing organizational performance.
Questions - Answer the questions in relation with the case.
1. How can Fontal's manager measure outputs to ensure that they achieved their mission?
2. Why a manager must be prepared to engage himself in a constantly changing set of roles throughout the day?
3. How can managers ensure that their intended outputs are achieved?
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