Using Four Approaches to Effectiveness Values, which emphasis would you say each manager is expressing?

Part 2: Organization purpose and Stratament 80 ch Questions 1. What are the possible purposes of the Addlington Gallery of Art? Which purpose would you choose for the museum? 2. Who are or should be the museum's customers? 1. What are the implications of the selected and customers for the muscle qualifications of its director, and its related university? -- CASE FOR ANALYSIS Millier Machine Parts & Services Larisa Harrison grimaced as she tossed her company's latest prevalent. It remained to be seen how much of a desa quarterly carnings onto the desk. When sales at Virginia would make in the demand for boxes and paper based Millier Machine Parts & Services surged past the even more worrying consolidation in the industry $10 million mark some time back, Larisa was certain the wiped out hundreds of the smaller US plants the Mille company was well positioned for steady growth. Today once served, with many of the survivors either opening Millier, which provides precision machine parts and service overseas facilities or entering into joint ventures to the domestic corrugated box and paperboard industry. On the bright side, the emergence of Internet retail still enjoys a dominant market share, but sales and profits at Amazon and Walmart was increasing demand for cont are showing clear signs of stagnation board boxes among the survivors. The surviving me More than two decades ago, Larisa's grandfather facturers were investing in higher quality machines loaned her the money to start the business and then handed Germany that broke down less frequently, thus reques over the barn on what had been the family's Shenandoah fewer of Miller's parts Valley farm to serve as her first factory. He had been a pro Millier was clearly at a crossroads, and its manam gressive thinker compared to many of his contemporaries were arguing about which direction the company should who scoffed at the idea of a woman running a machine take. If Millier wanted to grow, business and parts plant, and he saw no reason why a smart, ambitious going to work. But no one could seem to agree on the 27-year-old woman couldn't run anything she wanted to best way to achieve growth. The marketing mana His old-fashioned friends no longer scoffed when Larisa pushing for moving into new products and service pe became one of the major employers in the local arca. Today, haps even serving other industries, while the director at Millier operates from a 50,000 square foot factory located finance believed the plant needed to become more ctit near 1-81 just a few miles from that old family barn. The even lay off employees, and offer customers the low business allowed Larisa to realize what had once seemed cost. Larisa cringed as she heard that statement became an almost impossible goal. She was making a good living her focus was always on what was best for her employen without having to leave her close-knit extended family and The finance director added that efficiency and profita rural roots. She also felt a sense of satisfaction at employ ity should be the key criteria by which Miller med ing about 150 people, many of them neighbors. They were its performance, whereas the marketing manager vehe among the most hard-working, loyal workers you'd find mently argued that the company would be effective anywhere. However, many of her original employees were if it focused on new customers and customer satisfactice now nearing retirement. Replacing those skilled workers in the changing industry environment, which would meam was going to be difficult, she realized from experience. The taking some financial risks. We ve already moved beyond area's brightest and best young people were much more corrugating machines to servicing other types of paper likely to move away in search of employment than their board-making equipment. Why not become the all-round parents had been. Those who remained behind just did not provider, serving any manufacturer that makes contains seem to have the work ethic Larisa had come to expect in and packing materials, whether it's paper, plastic, ce what her employees ever! It was truly an ambitious idea, but he was so free Other problems were looming as well. Millier's mar up about it that he had investigated possible acquisition ket share, once at a formidable 70 percent, was slipping and partnership opportunities. The finance director was fast, brought about not only by the emergence of new livid. "If anyone is looking into mergers and acquisitions, direct competitors but also by changes in the industry. The should be me, not the marketing manager," she had shouted box and paperboard industry had never been particularly at the most recent managers meeting. Meanwhile, the vice recession resistant, with demand fluctuating with manu- president of manufacturing presented a plan for expanding facturing output. The rocky economy had hurt the whole market share by exporting parts globally, which set both industry, including Millier's largest customers. Added to the marketing manager and the finance director off. Why that, alternative shipping products, such as flexible plastic haven't we even heard about this before now?" the market- films and reusable plastic containers, were becoming more ing manager asked. I'm not saying I disagree with it, but 87 . . . . Chapter 2: Strategy, Organization Design, and Effectiveness communication in this place is atrocious. I never even got The Millier culture emphasized production efficiency, a copy of the last finance report." The director of finance The Millier culture was not intensely focused on devel- quickly shot back with a charge that the marketing man oping new customers. ager didn't seem to care about profit and loss anyway so Each department did its job well, but collaboration why should he need a copy of the report across departments was rated low to medium. As Larisa considered the chaos into which the most Price competition would probably intensify as the cus- recent meeting had degenerated, she thought back to her tomer base grew smaller. days in graduate school and realized that organization The industry would continue to change toward fewer design was part of the problem. Millier had succeeded paperboard machines and toward higher quality im- for two decades with a loose, even haphazard structure, ported machines. because everyone seemed focused on building the business. Larisa scribbled a few notes on a pad: People simply did what needed to be done. However, the How should we decide what strategy to pursue company had never been under threat before. "Perhaps we Who should have authority and responsibility for just aren't as well organized as we need to be to handle the what challenges Millier is facing," she thought. As she watched How do we improve communications? the last shift workers walk to their cars, Larisa pulled out a What criteria should we use to measure performance report that a consultant friend had developed for her a few and ensure accountability? months ago. The report emphasized: Larisa knew that as soon as she or her team could Millier rated very high on employee morale. determine some answers, she would sleep at least a little better Millier was rated low on innovation and change. Questions 1. The managers seem to agree on the overall goal of 2. Using Exhibir 2.9. Four Approaches to Effectiveness, which growth. Which of their strategies would you recom- emphasis would you say each manager is expressing? mend Millier take as the most likely way to achieve 3. How do you think the managers should go about growth? Explain. resolving their difference with regard to the strategies