The writer uses a case analysis of the company to explore the issue of organizational difficulties at Markham Instruments. The writer argues that the managers believe that all the problems can be attributed to the personality of one man, and that eliminating him will solve the problems. The writer lists the points of dispute and recommends several courses of action. The paper is four pages long and there are three sources listed in the bibliography.
Name of Research Paper File: CC6_KSmgmtMarkham.rtf
Unformatted Sample Text from the Research Paper:
vice presidents are suffering from corporate myopia, believing that intrinsic organizational deficiencies can be attributed to the personality of a single man. They further believe that eliminating that single
man will eliminate their problems. Analysis of Issues 1. Markham Instruments faced serious problems in the 1940s with improprieties at the management level. Its attention to the problem was
interrupted by World War II during which production was largely controlled by the US government, and its response in post-war years was to establish an inefficient structure as a form
of "insurance" against the same problems reoccurring. 2. There is a dearth of communication on the organizational and departmental levels (Deming, 1986). 3. Loyalty to the company is a cherished
value, but only so far as it carries no cost for individuals. Managers and engineers at several levels talk about it, but few practice it. Otherwise, they would
be working for the same goals rather than focusing more on protecting individual "turf" (Drucker, 1985). 4. Amid all the bickering between engineering and production, there is never mention of
quality or of customers. Rather, engineering complains that production ruins its designs while production complains that engineering does not listen to what the production department needs. 5. Markhams problems
remain at the managerial level, for employee morale is high among production workers. It is Markhams senior management - rather than Ed Greenes irascible nature - that creates and
maintains Markhams current dispute level (Harari, 1986). Senior management is not overbearing; instead, it has abdicated its responsibilities to those reporting to it (i.e., Ed Greene and his counterparts).
6. Communication within the company is not only poor, but several individuals seek to make it even worse. When engineering refuses to listen to what Ed Greene tells the