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    Rondell Data Corporation

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    Prerna Bhadani
    Rondell Data Corporation is experiencing disputes between its research, engineering, sales, and production departments that are declining company profitability. There is a lack of cooperation and communication between the departments, as evidenced by departments blaming each other for issues and missed deadlines. The executive committee was created to collectively plan and solve problems, but it has not worked as the departments use meetings only to pass routine information instead of finding solutions.

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    Rondell Data Corporation

    Uploaded by

    Prerna Bhadani
    697 views21 pages
    Rondell Data Corporation is experiencing disputes between its research, engineering, sales, and production departments that are declining company profitability. There is a lack of cooperation and communication between the departments, as evidenced by departments blaming each other for issues and missed deadlines. The executive committee was created to collectively plan and solve problems, but it has not worked as the departments use meetings only to pass routine information instead of finding solutions.

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    Rondell Data corporation (1)

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    Rondell Data Corporation is experiencing disputes between its research, engineering, sales, and production departments that are declining company profitability. There is a lack of cooperation and communication between the departments, as evidenced by departments blaming each other for issues and missed deadlines. The executive committee was created to collectively plan and solve problems, but it has not worked as the departments use meetings only to pass routine information instead of finding solutions.

    Copyright:

    Attribution Non-Commercial (BY-NC)
    Download as PPTX, PDF, TXT or read online from Scribd
    Download as pptx, pdf, or txt
    697 views21 pages

    Rondell Data Corporation

    Uploaded by

    Prerna Bhadani
    Rondell Data Corporation is experiencing disputes between its research, engineering, sales, and production departments that are declining company profitability. There is a lack of cooperation and communication between the departments, as evidenced by departments blaming each other for issues and missed deadlines. The executive committee was created to collectively plan and solve problems, but it has not worked as the departments use meetings only to pass routine information instead of finding solutions.

    Copyright:

    Attribution Non-Commercial (BY-NC)
    Download as PPTX, PDF, TXT or read online from Scribd
    Download as pptx, pdf, or txt
    of 21

    RONDELL DATA CORPORATION

    John A. Seeger

    Presented By:-
    Amit Khandelwal
    Anuja Misra
    Prerna Bhadani
    Ravi Yadav
    Company History
    • Founder-Bob Rondell (1920) as “Rondell
    Equipment Company”
    • They manufacture several electrical testing
    devices,-Radio broadcasting equipment(1947)
    and transmission equipment (1960)
    • It has long-standing reputation as a source of
    high quality, innovative design
    • In 1978,offered a wide range of and were
    dealing in two major lines.(UHFTV and FM)
    • Company grown from 100 employees to 800
    • Rondell’s employee formed backbone of the firm
    operations
    • The personnel management approach extended is
    used
    • All employees were paid on a straight salary plus a
    share of profits
    • They have an extremely loyal group of senior
    employees and low turnover
    • The firms was experiencing number of
    disputes between research,engineering,sales,
    and production
    • Centre of problem was new production
    introduction
    • These disputes decline company’s profitability
    Organizational Chart, 1978
    B ill H u n t
    P r e s id e n t

    R a lp h S im o n F ra n k F o rb u s R o n P o rte r
    E x e c u t iv e V P D ir . E n g in e e r in g V P S a le s

    L en S ym m es D ave S ch w ab
    C o n tr o lle r F a c to r y S u p . D oc R eeves F ra n k F o rb u s
    D ir . o f R e s e a r c h E n g in e e r in g S e r v ic e s

    P e rs o n n e l
    Organizational Culture
    • Age/Experience valued
    • Creativity/Genius revered
    • Seniority important
    • Preserving “family spirit” of the old
    organization
    • Personal management/Informal
    approach/Personal contact communication
    style
    Observable Behavior
    • Conflict and little cooperation

    • Blame placed on other departments

    • Little formal organization


    The Sales Department
    • Ron porter was angry ,as they have failed to deliver
    on schedule
    • As the model 802 is typical, they padded the delivery
    6 weeks
    • This is ruining the reputation in market
    • This is because communication gap between
    engineering, production, sales department
    The Engineering Department :
    Research
    • Frank Forbus was in charge of both research &
    engineering services
    • The future of the organization depend on this department
    • Department was facing problem of-
    – Solving development problem
    – Bringing innovative ideas
    • Department is looking forward for the special contract
    so that they can subsidize the basic development work
    which goes in all there basic product
    • Relationship between the people are based on mutual
    understanding and not on policies and procedures
    • There was enough problem in the production but
    Frank trusted his people
    • Members of the department was proud of their
    personal contract
    • Engineers were delighted with department’s
    encouragement
    • John Oates had a negative views about the
    position of Frank
    – As he has started from the ambiguous position so
    he thinks that he cant succeed in his preproduction
    plans
    • Paul Hodgetts valued bench work but he has a
    negative impression of engineering services
    The Engineering Department: Engineering
    Services
    • This department provided ancillary services to R&D and
    served as liaison between engineering and other Rondell
    departments
    • Main Function:
    – Drafting
    – Management of the central technicians pool
    – Scheduling and expediting engineering products
    – Documenting and publication
    – Preproduction
    – Quality control
    • Top management description of the
    department included the line:
    – ESD is responsible for maintaining cooperation
    with other departments
    – Providing services to the development engineers
    – Freeing more valuable people in R&D
    • Salespeople discuss their problem with designers
    & who directly blame R&D
    • Frank’s technician supervisor trusted the ability of
    his people and Frank, and he has enough support
    from them
    • Fred Rodger an assistant was facing problem as the
    people was not ready to take their responsibilities
    • Don Taylor trusted his people and assign the job
    accordingly
    The Production Department
    • Dave Schwab is very experienced and had been very
    successful in Rondell company
    • His first move was to replace all fallen managers and
    bring new team from outside
    • This new group did not follow old tradition of company
    • They have done reorganization, now production
    department had controlled purchasing, stock control and
    final quality control
    • Because of wartime events, management decided to
    remove these three departments from production
    • In production department-500 employees,
    60% -assembly line
    30%-skilled machinists
    60%- scheduling, supervisory and maintenance duties
    • Production workers were nonunion,hourely-paid and
    participated in both the liberal profit-sharing program
    and stock purchase plan.
    • Moral in production was traditionally high, and
    turnover was extremely low
    Dave Schwab comments
    • All department has to be self contained
    department

    • Department have to control what comes into


    the department and what goes out

    • He always go down the line


    The Executive Commitee
    • The executive committee was a brainchild of
    Rondell’s controller, Len Symmes, who was well
    aware of the deputes that plagued in the company
    • Bill Hunt and Ralph Simon to meet every two
    weeks with departmental heads
    • The idea of doing things collectively and
    informally just doesn’t work as well
    • They had to start thinking in terms of formal
    organization
    • Mr. Hunt had lots of hopes that this committee
    especially would help get the department
    manager into a constructive planning process
    • It hasn’t worked out that way
    • They uses the meetings as a place to pass
    routine information
    Recommendation
    • Teambuilding should be a priority

    • The constant finger pointing needs to be


    stopped by organizational wide efforts at
    breaking down functional barriers

    • Creating an environment of team participation


    and decision making
    THANK YOU

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