Case Study on Co-ordination: Case 6

Write a report analysing coordination case presented below.

The current spring firm produces springs in accordance with manufacturer requirements. They manufacture bumper springs, tension springs, and leaf springs. The majority of the springs are sent to auto, truck, and bus makers.

Misunderstandings in the company’s line and personnel interactions have been happening lately. The company’s Chairman-Cum-Managing Director is looking for an appropriate strategy for line-staff coordination and understanding.

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The line officers at contemporary concerns tend to be covert targets of informal staff authority, in contrast to many concerns where the line makes little use of staff support and advice and the staff finds it convenient to take line authority.

The line officials often only accept suggestions and advice from staff members who possess the requisite technical expertise. For instance, the director of R & D finished his doctoral work last year, and line employees are more accepting of his views.

The managing director is personally responsible for many of the staff personnel. The line officers often saw these staff members’ advice and guidance as command via status. As an example, the people manager had little trouble persuading the plant manager last year that all workers’ training need to be a part of the personnel function.

The majority of the staff members are friendly, college-educated, and skilled salespeople. Top management is becoming more and more aware that line and staff are controlled by human attributes.

For instance, the manager of publicity and public relations has on occasion been given permission to act on behalf of line management. However, it seems that unauthorized power tends to gather in this division and is used by the management for partisan gain.

Modern employees do not believe it is vital to provide the finest ideas to top management. The managing director is a staunch supporter of the employee role. This has sometimes been construed by line managers as command via punishment.

For instance, the sales manager has dealt more and more with the managing director’s staff assistant in recent years of the company’s rapid expansion when it comes to special projects, creating plans, and establishing rules than with the managing director himself.

QUESTIONS

How would you characterise the organisational staff’s style of thinking?
Examine the company’s use of informal worker authority. Why does this implied power function well in so many circumstances? Does it make sense?
Offer the managing director a viable strategy for line-staff coordination and comprehension.

Write a report analysing coordination case presented below.

QUESTIONS

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