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Read the attached Tucker Knox Corporation Case You are to act as an OD practitioner who has landed the Tucker Knox Corporation as a client. Create a

Read the attached Tucker Knox Corporation Case
You are to act as an OD practitioner who has landed the Tucker Knox Corporation as a client.
Create a case analysis using the Case Analysis Format that is attached.  You can add additional space to this format if you need room to fully explain or examine different sections of the form.  (300 words)

CASE ANALYSIS FORM
Name:
Problems
A. Macro
1.
2.
B. Micro
1.
2.
Causes
1.
2.
3.
Systems affected
Structural
Psychosocial
Technical
Managerial
Goals
Alternatives
1.
2.
3.
4.
5.
Recommendations
1.
2.
3.


Case 14.1
Tucker Knox Corporation 32
Ed Leonard sat slumped behind his desk at Tucker Knox Corporation. It
was 6 PM and everyone else had left for the day. Ed recalled the
progress he had made over the last 4 years. He had joined TKC to help
the company develop a new Automotive Design Department. In the first 2
years, he had designed and developed the new department and had helped
to automate the production process to the point where new products were
very competitive and profitable. The final year had been filled with
political turmoil due to changes in top management.
A new challenge and a new set of goals were what Ed needed. He sat there
at his desk staring at a phone call message from another company. Ed had
been pursuing his personal goals with Tucker Knox, but felt that the
phone message was the moment he had been waiting for. Ed had been
planning a move away from Tucker Knox and this was his chance. Where did
it all go wrong, he wondered.
COMPANY BACKGROUND
Tucker Knox Corporation is a world leader in keyboard design and
manufacturing, supplying keyboards to computer "system" producers. Since
1981, TKC held the number one position in the market share (sales
volume) of the capacitive switch keyboard design for private
manufacturers. However, Tucker Knox is not just in competition with
private keyboard manufacturers, it is also in competition with the
capacitive keyboard manufacturing divisions of such "system" giants as
IBM, Sherry, and Honeywell. The number one position was not easy to come
by for a company that
Exhibit 14.1
Tucker Knox Corporation organization chart (early)
was founded by a retired corporate executive in a rented garage in 1969.
Larry Henderson, a strong-willed entrepreneur, pledged his personal
assets, mortgaged his home, and called on five of his closest friends
and business associates to build and grow the company into a world
market leader with sales over $110,000,000 (see Exhibit 14.1 for the
company's organization chart). Larry, president and CEO, had always
clearly been the father figure for TKC and for all of those whom he had
personally selected to join him at the senior management level. Like
sons answering to their father, each of the senior vice presidents would
always look to Larry for his "nod of the head" of approval or
disapproval.
TUCKER KNOX GOALS
During an executive board meeting, the major topic of discussion was
once again focused on the continual challenge to retain market share in
an aggressive price-competitive market. "Our current challenge is (1) to
compete in the world market with private and captive manufacturers, (2)
have efficient manufacturing facilities in locations in the United
States and overseas as required to meet price/cost demands, and (3)
retain our corporate headquarters in the United States while the other
manufacturers are moving their entire operations overseas." Larry
started the meeting as he always had, by setting the issues directly on
the table.
"These challenges mean that besides the usual corporate functions of
marketing, sales, finance, and engineering, we will also have to provide
those functions required to
Larry HendersonPresident & CEOIIIIIWayne BrianMark RandallJack
DonaldsonAllen ThomasVice Pres.Vice Pres.Vice Pres.Vice
Pres.OperationsSales & MarketingTechnologyFinanceIIIHoward WatsonMatt
JacksonDirectorDirectorManufacturing Engr.Plastics EngineeringIIIIEd
LeonardVacantVacantManagerManagerManagerMachine DesignTesting
DevelopmentNew Product ProductionChapter 14
High-Performing Systems and the Learning Organization
419

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