OB case study group paper2 - The Agem Electronics...

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The Agem Electronics Corporation instrument assembly team has clearly proved to be a productive group of workers. Led by Larry Fisher, the profit position for instrument manufacturing operations is now one of the best in the company. Fisher’s close relationship with his employees creates a working environment where people are excited to work and are motivated to meet their quotas according to their work schedule. Fisher’s amiable and approachable personality combined with the large amount of freedom granted to his workers help make each employee work hard towards the greater good of the company. There is no question that this group is efficient as the statistics clearly show. However, there is still room for improvement. In order to maximize company profits, this instrument assembly team will need to be even more productive and efficient. To do this, a few problems within instrument manufacturing operations must be addressed. One main issue that must be dealt with is organizational communication. Job tasks are incorrectly formally divided, grouped and coordinated throughout the instrument assembly team. Too many people are doing jobs that they should simply not be doing in the first place. In addition, the bases of power within instrument manufacturing operations show no true authority structure whatsoever. Other than Larry Fisher there isn’t a real authority figure in each instrument team. Lastly, big corporations need to change with the technology growing around them and this company is no exception. In order to produce more in the most efficient manner, old machinery and equipment will not get the job done. In the long run the solutions to these main problems will essentially maximize the instrument team’s performance resulting in an increased profit position for the Agem Electronics Corporation. Among chief problems, the foundations of its organization structure contribute to a flawed design with Agem Electronics. It’s employees’ job functions in the factory atmosphere were not clearly defined, designated, nor restricted. Exemplifications of this point is gathered by a series of observations of the way in which employees respond and operates to certain stimuli and circumstances. For example, Alice, an employee, has to attempt to figure out the trouble by herself to get the production rate back up, even though she knows its not her job to test our the bad ones because they are not supposed to know the technical parts of this kind of work. However, no one is there to know more about this kind of work so they feel like they are in charge of this. Our strong recommendation is to have increased modes of specialization and compartmentalized into separate departments, yet not sacrificing integration in that counter parts and other departments can often tap into the talents and expertize of each. Our suggested alternative course of action to this is to reestablish new forms of
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  • Fall '07
  • Cummings
  • The Authority, Larry Fisher, Agem Electronics

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