Case Study assignment Fontal Limited System Transformation. Fontal Ltd is an expanding distributor of components for mobile phone and is likely to be become one of the major players in Europe. Like most organization, Fontal experienced difficulties through a period of growth, with a misalignment of systems, processes, equipment, and people. Rather than attempt to fit new challenges into the ways of old methods and structures, Fontal actively reorganized the way it is functioning. It began with a new mission statement that emphasized the firm's commitment of adding value to customers through innovation and continuous improvement. Management examined the needs and opportunities for turning around performance. it adopted a system approach. The system model examines all elements of an organization as an interacting whole, sensitive to external pressures. Fontal managers learned that, as they changed one element, such as ways of transacting with suppliers, they would also have to change internal processes and even their relationship with customers. What they realized that they had to shift from focusing only on results, to looking at the processes within the system that were producing those results. They also knew that a redesign of organizational systems needed to provide flexibility so that people could adapt their behavior the changing circumstances in daily activities. As a starting point for systematically learning about management and organizational behavior withing organization. Fontal identified two key mental models: one emphasizing the dynamic nature of managerial roles, and the other identifying the macro-options for changing organizational performance. Discussion questions - Answer any three questions in full (5*3 = 15 marks) 1. How can Fontal's manager measure outputs to ensure that they achieved their mission? 2. Why is it helpful for managers to understand that they must be prepared to engage in a constantly changing set of roles throughout the day? 3. Explain how transformation process can influence outputs? 4. How can managers ensure that their intended outputs are achieved