Define the problems and propose a solution to the problems.

Case Study: Wynn Computer Equipment (WCE) In 1965, Joseph Wynn began building computer equipment in a small garage behind his house. By 1982, WCE was a $1 billion a year manufacturing organization employing 900 people. The major success found by WCE has been attributed to the nondegreed workers who have stayed with WCE over the past fifteen years. The nondegreed personnel account for 80 percent of the organization. Both the salary structure and fringe benefit packages are well above the industry average. In April 1982, a team of consultants interviewed a cross-section of Wynn personnel to determine the pulse" of the organization. The following information was provided: 1. "We have a lack of team spirit in the organization. I'm not sure if it is simply the result of poor communications. I think it goes further than that. Our priorities get shifted on a weekly basis, and this produces a demoralizing effect. As a result, we cannot get our people to live up to either their old or new commitments. 2. Our functional groups are very poor planners. We, in the project office, must do planning for them. They appear to have more confidence in and pay more attention to our project office schedules than to their own." 3. "We have recently purchased a $65,000 computerized package for planning and controlling. It is going to take us quite a while to educate our people. In order to interface with the computer package, we must use a work breakdown structure. This is an entirely new concept for our people." 4. "We have a very strong mix of degreed and nondegreed personnel. All new, degreed personnel must prove themselves before being officially accepted by the nondegreed personnel. We seem to be splitting the organization down the middle. Technology has become more important than loyalty and tradition and, as a result, the nondegreed personnel, who believe themselves to be the backbone of the organization, now feel cheated. What is a proper balance between experience and new blood?" 5. "My department does not have a database to use for estimating. Therefore, we have to rely heavily on the project office for good cost estimating" 6. "As line manager, I am caught between the rock and the hard spot. Quite often, I have to act as the project manager and line manager at the same time. When I act as the project manager I have trouble spending enough time with my people. In addition, my duties also include supervising outside vendors at the same time." 7. "My departmental personnel have a continuous problem because they are never full- time on any one project, and all of our projects never have 100 percent of the resources they need. How can our people ever claim ownership