Performance Analysis of Littleton Manufacturing Essay -- Business Anal

Performance Analysis of Littleton Manufacturing Littleton Manufacturing facilitates poor upward and downward communication through and throughout all levels of the brass. As a result of the ineffective communication strategy, Littleton faces a number of issues which ultimately has affected the bottom line of the company. Key challenges to job atomic number 18 low employee morale, low level of unity within the organization, mischievously designed organizational structure and confusion in interpreting procedures and rules. up(a) the accuracy and speed of the flow of communication should be an important set-back step in the resolution of the presented issues, thus allowing the organization to ply more than effectively and expeditiously. The wideness of organizations and their reasons for existence argon outlined in depict 1. Littleton currently is performing poorly across all of these factors, decreasing their importance and contribution towards society. Littleton is categoriz ed as a large-batch, mass production manufacturing system (Daft, 246). Based on this, Littleton should be, but arent carrying out properly, a mechanical organizational structure with standardized jobs and formalized procedures to find efficiency (Daft, 248). devolve management seems to be aware of this point, but they are not communication the rationale and need for a mechanistic structure to the rest of the organization.Littletons two units (fabrication and components) serve different domains and therefore have different surgical process and accountability needs. Although these two units obviously require different structures, they are viewed and treated as one by management and employees, which causes communication barriers through inconsistencies in management style and rule implementation. All three symptoms of morphological deficiency are present at Littleton. There is delay and omit of quality in decision making. Information linkages in either the tumid or horizontal d irection may be inadequate to ensure decision quality (Daft, 120). The organization does not respond innovatively to a ever-changing environment, this is caused by the fact that departments are not coordinated horizontally (Daft, 120). Also, similarly much conflict is evident. Organization structure has to specify a iodine set of goals for the entire organization (Daft, 120).Littleton seems to have a lack of st... ...a are further clarified in appendix 2.?61 deepen both upward and downward communication across all levels of the organization?61Improve management effectiveness?61Help improve employee morale?61Feasible in regards to cost?61Be timely and enable Littleton to adjust to changes quickly.The quest alternatives were generated for Winslow to consider implementing1.Sell off either the Fabrications of Components part of Littleton.2. design the organizational structure emphasizing an effective and efficient communication process.3. pop out job rotation/cross training between departments.4.Continue to function as it currently is.Exhibit 1 (Daft, 13)Organizations exist to do the following1.Bring together resources to achieve desired goals and outcomes2.Produce goods and services efficiently3.Facilitate innovation4.Use modern manufacturing and information technologies5.Adapt to and make for a changing environment6.Create value for owners, customers, and employees7.Accommodate ongoing challenges of diversity, ethics, and the motivation and coordination of employees