Rondell Data Corporation

The Rondell Data Corporation was founded in 1920 to manufacture the galvanic testing devices invented by Bob Rondell. Over the years, Rondell built its reputation as a source of high-quality, innovative designs. Delays in releasing the new ideal 802 wide-band modulator has begun to put that reputation at stake and caused increased pressure among mathematical product and plan staff. (Daft, pg 531-538) Rondell operates with the functional structure (Daft, pg 107), that doesnt appear to function effeciently. The managing director of Engineering has seen high turnover having had a new leader distributively of the historical three years.It appears that this position is been designated as the company scapegoat (McGinnis, 2009) and wherefore being blamed for all the problems that Rondell is facing with releasing the 802 modulator. Rondell has failed in adapting to the ever-changing environments (Daft, pg 149) that can keep the company moving in a preceding direction. There is an ap pearance that the companys departments still operate in their specific silos (BusinessDictionary). According to the Production Supervisor, Dave Schwab, to be efficient, production has to be self-contained and new(prenominal) departments should be self-contained as well. Daft, pg 537) As such, they do not sh ar needed information across departments or assist in problem solving by offering solutions base on their department observations.A prime example lies in the opening set apart of the case study in which Frank, the Director of Engineering services, received a message back that the model released for production cant be produced either . (Daft, pg 531). While the reader is not given the full substance of the message, I was left with the assumption that it did not go much past what is shown. Ideally, the note would wee-wee contained information that said this cant be produced because. however, if we try to. . Not only would the message relay the problem as to why the design coul dnt be produced, it might provide a direction for engineering to pursue. People at the grassroots level are often able to see and interpret miscellaneas or problems sooner than managers. (Daft, pg 151) Rondell continues to be mired in its past successes. The culture leaves it difficult for them to change based on the established view points of their leaders the old timers. (Daft, pg 188). mercantilism wants to move at his own pace and to do his own subject (Daft, pg 532).He doesnt feel the same pressure as his boss and doesnt have a sense of accountability to the company. Frank Forbus was just the current in the line of scapegoats to go through Rondell. Jim Kilman most likely would have been successful but the sense is Rondell is extremely reluctant to change. Rondell should research other organizational structures such as a horizontal structure (Daft, pg 125) which would put forward team work and collaboration throughout the organization to stop the engineering revolving door and restore the companys reputation.References BusinessDictionary. (n. d. ). Retrieved November 10, 2012, from BusinessDictionary. com http//www. businessdictionary. com/definition/silo-mentality. html Daft, R. L. (2008). disposal Theory and Design (Vol. 10). South-Western Cengage Learning. McGinnis, A. (2009, November 24). The Scapegoat Theory Are You or person You Know a Scapegoat. Retrieved November 10, 2012, from Yahoo Voices http//voices. yahoo. com/the-scapegoat-theory-someone-know-a-4951510. html? cat=5