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Organisational Behaviour Describe the organisational style and behaviours as implied by the scenario. Use Handy's model in your answer.

Organisational Behaviour Describe the organisational style and behaviours as implied by the scenario. Use Handy's model in your answer.

Understanding Business
Understanding Business
12th Edition
ISBN:9781259929434
Author:William Nickels
Publisher:William Nickels
Chapter1: Taking Risks And Making Profits Within The Dynamic Business Environment
Section: Chapter Questions
Problem 1CE
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Organisational Behaviour Describe the organisational style and behaviours as implied by the scenario. Use Handy's model in your answer.
Details of coordinating remedial actions: A frequent complication (20% of orders) is that the fitters are unable to complete a job due to either incorrect specification of goods and services, or various types of faults with the materials supplied to be fitted. When this happens, the fitters notify the Admin team of the problem who then determine whether it is due to incorrect specification of customer requirements, or problems with the supply of materials such as wrong sizes and/or colours. When there are problems with the specification of customer requirements, the Admin team schedule a re-visit by the surveyor with the customer. When there are errors with goods supplied, the details of the order are compared with the customer specification supplied by the surveyor. Discrepancies between the customer requirements and the order details result in a new order to the suppliers in line with the customer requirements. Where the suppliers have simply supplied the wrong goods, they are instructed to supply the correct goods. The Admin team are then able to reschedule a date with the fitting team and customer to complete the order. A visit by a consultancy firm picked up the following traits clearly exhibited by DVG: The Chief Executive Officer (CEO) gives complete autonomy to the Head of each department, who in turn, set targets for their teams to meet; crucially, these targets are never set in co- ordination with the other departments. Although all the teams try hard to meet targets, and show themselves to be quite innovative, they struggle to meet them as they are often in conflict with other teams targets e.g. fitters cannot reduce incomplete orders from 20% to 10% whilst the surveyors are tasked to complete 10% more jobs per day as this leads to more specification errors! It is clear that the CEO has a recruitment method of appointing very self-confident, determined team based leaders who are good at problem solving. As the CEO himself admits, this is to give himself an easy life so he is not being continually passed up challenges from his direct reports, thus enabling him to spend a lot of time on the golf course. However, he had agreed to the recommendation that the business of selecting suppliers be outsourced to a specialist company that is an expert in this type of business. It is expected that 80-85% of faults will be solved by doing this as currently selection of suppliers is done in a very arbitrary fashion with the Admin team, Surveying team and Fitting team all having an influence in the chosen suppliers. It has also been observed that although 20% of orders have problems no-one seems concerned to attempt to solve the issues, nor does it appear that anyone seems upset about mistakes made by anyone else even if they may be adversely affected by such action! Outsourcing Questions Organisational Behaviour Describe the organisational style and behaviours as implied by the scenario. Use Handy's model in your answer.
Transcribed Image Text:Details of coordinating remedial actions: A frequent complication (20% of orders) is that the fitters are unable to complete a job due to either incorrect specification of goods and services, or various types of faults with the materials supplied to be fitted. When this happens, the fitters notify the Admin team of the problem who then determine whether it is due to incorrect specification of customer requirements, or problems with the supply of materials such as wrong sizes and/or colours. When there are problems with the specification of customer requirements, the Admin team schedule a re-visit by the surveyor with the customer. When there are errors with goods supplied, the details of the order are compared with the customer specification supplied by the surveyor. Discrepancies between the customer requirements and the order details result in a new order to the suppliers in line with the customer requirements. Where the suppliers have simply supplied the wrong goods, they are instructed to supply the correct goods. The Admin team are then able to reschedule a date with the fitting team and customer to complete the order. A visit by a consultancy firm picked up the following traits clearly exhibited by DVG: The Chief Executive Officer (CEO) gives complete autonomy to the Head of each department, who in turn, set targets for their teams to meet; crucially, these targets are never set in co- ordination with the other departments. Although all the teams try hard to meet targets, and show themselves to be quite innovative, they struggle to meet them as they are often in conflict with other teams targets e.g. fitters cannot reduce incomplete orders from 20% to 10% whilst the surveyors are tasked to complete 10% more jobs per day as this leads to more specification errors! It is clear that the CEO has a recruitment method of appointing very self-confident, determined team based leaders who are good at problem solving. As the CEO himself admits, this is to give himself an easy life so he is not being continually passed up challenges from his direct reports, thus enabling him to spend a lot of time on the golf course. However, he had agreed to the recommendation that the business of selecting suppliers be outsourced to a specialist company that is an expert in this type of business. It is expected that 80-85% of faults will be solved by doing this as currently selection of suppliers is done in a very arbitrary fashion with the Admin team, Surveying team and Fitting team all having an influence in the chosen suppliers. It has also been observed that although 20% of orders have problems no-one seems concerned to attempt to solve the issues, nor does it appear that anyone seems upset about mistakes made by anyone else even if they may be adversely affected by such action! Outsourcing Questions Organisational Behaviour Describe the organisational style and behaviours as implied by the scenario. Use Handy's model in your answer.
Scenario Double Value Glazing Double Value Glazing (DVG) double-glazing company sells double glazing countrywide. This is a highly competitive market, and becoming even more so, where critical measures of success are utilisation of company personnel in profit related tasks and the turn-around of orders. The Admin team play a crucial role in the coordination of activities connected with the fulfilment of sales. There are two main processes after a sale is made. Firstly a surveyor visits the customer and specifies the customer requirements for windows and doors. Secondly, fitters arrive with the made-up doors and windows and fit them. Overall description of Double Value Glazing's order cycle: Customers contact DVG's Admin team and request a visit from a sales person. The Admin team schedules a sales visit and a DVG salesperson will conduct the visit and hopefully secure a sale. The salesperson notifies the Admin team of sales made and they then schedule a surveyor visit. The surveyor is responsible for specifying the exact customer requirements in terms of goods (windows and doors dimensions, colours and materials) and services (supply and fit, minor building works to change size of window openings and so on), which are passed to the Admin team. The Admin team then place the orders for the supply of goods with a supplier and arrange a date with one of the fitting teams to pick up the materials from the supplier and fit at the customer's house. Finally, the Admin team confirm the date for fitting with the customer. Any discrepancies between the dates that the surveyor will visit, when the goods will be ready, the date the fitting team will install and customer availability are resolved by the Admin team. If a job is unable to be completed by the fitters on the day scheduled, the Admin team will co-ordinate remedial actions to complete the job as described below.
Transcribed Image Text:Scenario Double Value Glazing Double Value Glazing (DVG) double-glazing company sells double glazing countrywide. This is a highly competitive market, and becoming even more so, where critical measures of success are utilisation of company personnel in profit related tasks and the turn-around of orders. The Admin team play a crucial role in the coordination of activities connected with the fulfilment of sales. There are two main processes after a sale is made. Firstly a surveyor visits the customer and specifies the customer requirements for windows and doors. Secondly, fitters arrive with the made-up doors and windows and fit them. Overall description of Double Value Glazing's order cycle: Customers contact DVG's Admin team and request a visit from a sales person. The Admin team schedules a sales visit and a DVG salesperson will conduct the visit and hopefully secure a sale. The salesperson notifies the Admin team of sales made and they then schedule a surveyor visit. The surveyor is responsible for specifying the exact customer requirements in terms of goods (windows and doors dimensions, colours and materials) and services (supply and fit, minor building works to change size of window openings and so on), which are passed to the Admin team. The Admin team then place the orders for the supply of goods with a supplier and arrange a date with one of the fitting teams to pick up the materials from the supplier and fit at the customer's house. Finally, the Admin team confirm the date for fitting with the customer. Any discrepancies between the dates that the surveyor will visit, when the goods will be ready, the date the fitting team will install and customer availability are resolved by the Admin team. If a job is unable to be completed by the fitters on the day scheduled, the Admin team will co-ordinate remedial actions to complete the job as described below.
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