• tell the summary of case • problems in the case • organizational barriers • soultions to improve the communication and to remove the barriers • conclusion (how would you want the case to close) nouo)CASE FOR ANALYSISno hNed Wicker*|ed Wicker is the manager of the Systems Proposal Department (SPD) inNthe Graubart Electronics Company. The department was organized a yearearlier to improve efforts by the company to gain new electronics systems busi-ness. Its functions were:1. to carefully review and evaluate all incoming bid specifications for new elec-tronic systems required by aerospace and other users of such equipment;2. then decide which of these (if any) would be potentially profitable, andwithin both the technical and fabrication capabilities of Graubart Electron-ics; and, finally,miloleM nov 3. prepare the necessary business proposals to win contracts from potentialcustomers.Iaio piilA graduate electronic engineer, Ned had been a senior proposal analyst withInr A another company when he was hired by Wanda Alinsky, the president ofGraubart, to set up the new department. This job coincided with his completionof an MBA degree and it was his first managerial position. He personally re-cruited and hired a diverse group of seven highly qualified engineers as sys-tems proposal analysts, most of whom had prior experience with customerrequirements in the industry. Although the additional overhead cost would beaỘ Substantial, the president, Wicker's boss, knew that mounting a bold strategy toDMhot w acquire new business was necessary and she was enthusiastic about the newgroup, especially Ned's aggressive approach in getting things organized andba oit iunderway.Since the work of generating and submitting technical proposals to potentialcustomers can be both costly and time-consuming, Wicker knew the key to hisdepartment's success would be the careful preliminary screening and selectionof bid possibilities on which proposals were to be prepared by the group. It waslargely for this reason that he built an elite group of professionals to work withhim, and he developed a procedure for full participation by the entire group inthe RFP (Request for Proposal) selection process.The procedure called for all RFPS to be distributed and given preliminaryevaluation by individual analysts, who then made informal written "bid/no bid"*This case was written by John W. Lewis I."In high technology industries such as electronic systems, skillful bidding is critical. If a com-pany bids too high, it rarely gets the business; if it bids too low ("buying" the contract), it mayget bled by the job. Also, the kinds of work a company bids on and gets determines the shapeof the company's future.bWhen an organization has a need for a device, a system, or a service from outside, it makesthis need known to potential suppliers, along with specifications, through a "Request for Pro-posal," an invitation to bid for the contract work.58 recommendations to Wicker on Friday each week. Each Monday morning areview meeting involving the entire group was held, at which time each analystpresented the highlights of those proposals he or she had reviewed the pre-ceding week and then led the group in discussing them. After all RFPS had beenreviewed in this way, which frequently involved vigorous debate within thegroup, final selections for making proposals were reached by group consensus.The RFP review and selection procedure seemed to work effectively for thefirst three or four months, and three proposals submitted by the departmentresulted in major new contracts for the company. Discussions in the Mondaymorning review meetings about various RFPS were lively and involved tgroup. Frequently the sessions ran over into the early afternoon. The variety ofindividual backgrounds Ned had consciously selected provided the group witha broad technical perspective for approaching its task. On only two occasions,based on information he had gained from top management staff meetings, didNed find it necessary to overrule the group's decision. This was not done high-handedly, however, and although a few of the analysts expressed some mildresentment, Ned was able to lead the members to see the wisdom in his finaldecision.At the Monday meeting following the announcement of the second contractwon by the SPD group, the president paid a surprise visit just before lunch witha bottle of champagne for Ned and the group to show her appreciation of theirefforts to date. Wicker made no secret of his pride in their having received thisrecognition.While Ned was very pleased with the quality of decisions the group madeduring the first several weeks, two things began to bother him. Although thenumber of proposals being reviewed remained about the same, each succes-sive week the Monday morning meetings seemed to last longer and in his viewwould soon consume the entire day, a luxury he felt the department could notafford. He also had a nagging feeling that, as the department's manager, heneeded to be better prepared at the Monday meeting to discuss the merits of theRFPS in order to assist the group in reaching the soundest decisions possible.Since he received the written recommendations from each analyst on Fridays.he decided to familiarize himself with them over the weekend and to arrive at hisown tentative conclusions and priorities for making bid/no bid decisions for eachRFP. His purpose was to have answers ready which might speed up groupdecisions on Mondays, but to do so in a manner which would not allow hisopinions to directly influence members of the group.Except for the fact he had less time for golf and weekend household chores,this additional effort on Ned's part appeared to bear results. And although thegroup's batting average with successful proposals declined in the second quar-ter, Wicker felt better prepared on Monday morning, and, as he had hoped, themeetings began to shorten with discussions of individual proposals crisp andmore to the point. This had the dual advantage of enabling the group to handlemore proposals in each meeting and also freed up valuable time for the analyststo perform the ongoing work of the department. One unintended consequenceof his preparation, and this troubled him slightly, was that Ned became morecentral to meeting discussions than he had been before.Ned gradually became aware of a more disquieting symptom which began todevelop on Mondays. Week by week, discussions in the group became morewhole60PART 1/ UNDERSTANDING AND IMPROVING ORGANIZATIONAL COMMUNICATIONnc formal, recently becoming, at times, a dialogue between Ned and the analystmwho had done the preliminary evaluation. For reasons Wicker didn't understand,several analysts began taking a less active part in discussions. The final blowcame this morning, when the meeting lasted barely forty-five minutes, with Neddoing most of the talking. Since he considered this review meeting to be theheart of the RFP selection process, Ned became alarmed. While he still hadcomplete confidence in the men and women he had selected, he felt more andmore that in the review meetings they were holding back their ideas and tech-nical judgement, both of which he knew were crucial to arriving at the soundestbid/no bid decisions.Waiting for Wicker on his desk after today's meeting was a hastily written notein a familiar hand:"Grapevine has it we lost out on the Windsor contract. (Signed) Wanda"As Ned mulled over this dismal news and the situation in SPD on his way tolunch, the group analyst who had received the second highest performancerating stopped him to say he was leaving to take a position elsewhere.escInarghsgeCase Questionscou cou1. What organizational barriers to communication flow have reduced the ana-lysts' participation in the Monday morning meetings? Consider both barriersto hierarchical and lateral flow and barriers related to communication load.2. Describe Ned Wicker's group as a subculture within Graubart Electronics.How does the subculture of the group constrain communication?3. What implicit assumptions are being made by Ned and by the analysts thatmay be impeding communication?3. If you were in Ned Wicker's position, what would you do?

Answered: procedure for full participation by the…

Business

Management

procedure for full participation by the entire group

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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