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The presented case study explains how Simplex Mills is finding it hard to achieve its business objectives. The current challenges have emerged after the establishment of a procurement department. The existing rivalry has attracted the attention of the company’s president. This discussion examines the nature of the issues facing the company and how they can be addressed to promote performance.
Is Taylor’s view of the situation realistic?
As described in the case study, Taylor (the production manager) believes that the establishment of the new purchasing department is a move that has affected his goals negatively. This has been the case because of the established formal procedures for procurement and purchasing. The fact that the need for specific items or resources is being questioned constantly is an issue that appears to irritate Taylor. His expectation was that the establishment of the new department would have made it easier for his needs to be addressed in a timely (Coleman and Ferguson 39). Looking at the nature of the situation, it is quite clear that Taylor’s view of the current situation is unrealistic. Several reasons can be presented to support this kind of argument. To begin with, the purchasing manager (Rehman) is expected to coordinate various functions in the department, monitor costs, and ensure that materials are delivered in time. This objective cannot be realized without a detailed report or information regarding the nature of every required resource.
It is also agreeable that every activity or acquired material must be documented. This is the reason why the purchasing department has to question everything that must be purchased or acquired. The department is also critical since its roles and actions should result in savings. From this analysis, it is evident that Taylor is unhappy with the fact that he is answerable to a manager who is subordinate to him. This understanding should, therefore, be taken into consideration by the company’s president if a positive solution is to be identified and implemented.
How do you evaluate Christopher’s position?
The second concern revolves around Christopher’s expectations and views. His position is that the purchasing department should be synced with the company’s marketing function. He goes further to indicate that the marketing strategy of a given firm should be merged with the purchasing function in order to deliver positive results. On the contrary, Rehman mainly focuses on the purchasing needs of the company without taking Christopher’s expectations into consideration. Consequently, it has been impossible for Simplex Mills to have a unified marketing model. This issue presents an interesting scenario that must be examined from a critical perspective. Although the effectiveness of the purchasing process dictates the success of a given organization, it is always appropriate for the marketing function to be pursued in a different manner. This is the case because the department focuses on numerous attributes such as the needs of different consumers and economic performance (Lopez 102). These are issues that might not be influenced directly by the purchasing procedures embraced in a given company.
This analysis shows that Christopher’s position is questionable due to the nature or model existing in this company. He should be keen to focus on the best approaches to liaise with the production department because it has a direct influence on the efficiency of the marketing process. At the same time, the purchasing and production department should work collaboratively in order to ensure that the required materials and items are delivered in a timely manner. The firm can go further to streamline the current model in such a way that it combines all these three functions. The ultimate goal will be to improve the level of performance (Liddle 65). The strategy will ensure that the three managers liaise to deliver positive results.
How might this conflict be associated with factors in the formal organization?
It is agreeable that Simplex Mills is facing a unique predicament that is capable of affecting its overall performance. The presented information indicates that Rehman has managed to transform the company’s model since materials are now being acquired in an economical manner. It is quite evident that this kind of conflict arises from the major factors experienced in this formal organization (Kass 28). The case indicates that Christopher and Taylor are the ones who interviewed Rehman before getting his present job. These two departmental heads have also been keen to distract this new manager since he is subordinate to them. With Rehman recording positive results, it becomes quite clear that Taylor and Christopher are unhappy with the current arrangement.
These two individuals would expect a situation whereby Rehman does not question them about anything. They also expect him to manage his department in such a way that every activity is informed by the objectives of the firm’s marketing and production functions. At the same time, the purchasing manager appears to be professional and aware of his responsibilities. He has managed to earn the jealousy of Christopher and Taylor because of his capabilities. This is a clear indication that the two are unhappy with the current centralized system. This kind of misbehavior is capable of affecting the firm’s profitability and competitiveness in its market segment (Algahtani 75). The current hierarchy creates a scenario whereby the three managers have autonomy and are empowered to pursue their roles and goals diligently. Unfortunately, Christopher and Taylor have been in this company for long and they believe that Rehman should be ready to respect their orders.
What should the president of Simplex Mills do now?
The current conflict experienced in the company should not be taken lightly. This is the case because Taylor and Christopher might decide to frustrate Rehman’s activities and eventually disorient business performance. It would be appropriate for Simplex Mills’ president to offer a new solution immediately. As the leader of the company, the president must develop a powerful code of conduct that should be followed or taken seriously by every employee, including these three managers. This strategy will ensure that every individual is aware of his or her obligations (Hao and Yazdanifard 3). It will also compel Christopher and Taylor to focus on their respective departments and ensure that positive results are recorded. The code should also address the issue of insubordination. The fact that Rehman is a new employee at the company should never be the reason for him to be mistreated.
The president can go further to implement a powerful leadership strategy. This approach will ensure that every manager is monitored and questioned. The leaders will also be required to interact with others positively. They must also acknowledge that the most important objective is to make the company profitable. Every emerging issue from the three managers should also be resolved amicably. With a powerful or efficient leadership in place, the current conflict will be addressed and encourage every individual to focus on the best outcomes (Algahtani 78). This strategy will eventually empower different managers in every department and eventually drive organizational performance.
Works Cited
Algahtani, Ali. Are Leadership and Management Different? A Review. Journal of Management Policies and Practices, vol. 2, no. 3, 2014, pp. 71-82.
Coleman, Peter T., and Robert Ferguson. Making Conflict Work: Harnessing the Power of Disagreement. Houghton Mifflin Harcourt, 2014.
Hao, Moo J., and Rashad Yazdanifard. “How Effective Leadership can Facilitate Change in Organizations through Improvement and Innovation.” Global Journal of Management and Business Research: A Administration and Management, vol. 15, no. 9, 2015, pp. 1-5.
Kass, Malcolm J. Three Essays on Conflict and Conflict Resolution Between Organizations. University of Texas at Dallas, 2016.
Liddle, David. Managing Conflict: A Practical Guide to Resolution in the Workplace. Kogan Page, 2017.
Lopez, Raquel. “The Relationship Between Leadership and Management: Instructional Approaches and its Connections to Organizational Growth.” Journal of Business Studies Quarterly, vol. 6, no. 1, 2014, pp. 98-112.
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