Claiborne, a new procurement manager at DRW Technologies, implemented a cost-reduction policy without meeting with plant managers or considering their opinions. The plant managers are not complying with the policy. Claiborne bears responsibility because he did not understand the company culture and took a dominant "boss role" rather than being a leader. Both the CEO and CFO should have ensured Claiborne understood the company before implementing changes. To improve the situation, Claiborne needs to learn about plant operations, listen to manager opinions, and work with managers as a team rather than individually dictating changes.
Claiborne, a new procurement manager at DRW Technologies, implemented a cost-reduction policy without meeting with plant managers or considering their opinions. The plant managers are not complying with the policy. Claiborne bears responsibility because he did not understand the company culture and took a dominant "boss role" rather than being a leader. Both the CEO and CFO should have ensured Claiborne understood the company before implementing changes. To improve the situation, Claiborne needs to learn about plant operations, listen to manager opinions, and work with managers as a team rather than individually dictating changes.
Claiborne, a new procurement manager at DRW Technologies, implemented a cost-reduction policy without meeting with plant managers or considering their opinions. The plant managers are not complying with the policy. Claiborne bears responsibility because he did not understand the company culture and took a dominant "boss role" rather than being a leader. Both the CEO and CFO should have ensured Claiborne understood the company before implementing changes. To improve the situation, Claiborne needs to learn about plant operations, listen to manager opinions, and work with managers as a team rather than individually dictating changes.
Claiborne, a new procurement manager at DRW Technologies, implemented a cost-reduction policy without meeting with plant managers or considering their opinions. The plant managers are not complying with the policy. Claiborne bears responsibility because he did not understand the company culture and took a dominant "boss role" rather than being a leader. Both the CEO and CFO should have ensured Claiborne understood the company before implementing changes. To improve the situation, Claiborne needs to learn about plant operations, listen to manager opinions, and work with managers as a team rather than individually dictating changes.
Download as DOCX, PDF, TXT or read online from Scribd
Download as docx, pdf, or txt
You are on page 1/ 3
MARIO RAHI
ID : 201900006
CASE STUDY 1 : DRW TECHNOLOGIES
1) How do u explain the fact that no contracts have been submitted to Claiborne No contracts have been submitted to Claiborne because he wasn’t introduced to them , didn’t meet them, when he got his job . The managers were informed about Claiborne by email where he took directly his first ever decision about the cost reducing policy without meeting the workers and taking their opinion . \
2) Lets assume the procurement managers are deliberately not following the policy . Why do you think they ae not complying Plant managers are aware that these are temporary circumstances , , they have their own budgets which were previously set . They are aware about the increasing of the cost which may cause some pressure and problems . And they started a new cost efficiency plan by sharing informations on vendor which led to successful deals with vendors to supply materials common to the plants .
3) Does Claiborne bear any responsibility for the policy failure ?
Claiborne has enough experience and background to this job but he have a big responsibility for the failure due to some reasons : Procurement managers used to take decisions and act how they see is good for the operations of the plants , so now its hard to them to take orders from a certain person without taking any of their opinion and without knowing what they were thinking to solve the issue . Second he didn’t visit the plants to see how they doing and see the scope of work and he was strict by the email sent to managers which was very unprofessional and not taking the leadership role but taking a boss role on them . The fact that he forces them do his decision without their opinion is the biggest issue . He played the CEO card , he stated in his email that the CEO knows about the above mentioned policy , approves it therefore there are obliged to abide . He mentioned that if they needed inquires about the policy to contact his assistant rather than contacting him directly
4) Is there anyone else at DRW technologies who might bear some responsibility for the problem ? Yes , the CEO and CFO take responsibilities because Claiborne didn’t know about the culture of DRW technologies , so he needs time and practice to suit this culture and the CEO should give him the enough practice that he should take to get all the informations needed . The CFO should have been updated to all the steps and decisions taken by Claiborne .
5) If you were a plant procurement manager in this case , would you comply ? why ? If I was a plant manager in this case , I would have discussed with my partners and Claiborne the policy and work together step by step all existed informations and take the right decisions and comply to this issue . I will never work on my own I such case or any case because working as group can bring more opinions and solutions to the problem .
6 ) Is it urgent that Claiborne do something now ?
Its definitely urgent , he should save the situation , he started his job with wrong decisions so he has to rebuild the trust between him and the managers .
7 ) if you think he should do something now , what should he do that will improve the situations in short term ? medium tterm ? long term ?
Short term :
Work on how to act and behave with managers
Get to know how the managers and the way the plants work and listen to their opinions List all the problems to identify all of them
Medium term : To get used to the culture and be familiar with everything in the company Knowing the needs of employees more to improve the situation
Longterm : Meet with the managers and work on all the plans listed for cost reducing Unifying the vendors and suppliers of all plants which will make it a lot more cost efficient for when the quantities are big the cost of item will be reduced
8) wrap up what are your major takeaways from this case :
All the people applying for the job shoud have enough culture and feedback about all the stuff in the company and about its organizational behavior to adapt in this job All employees shoud be respected and treated equally where any employee in the company can have big decisions for the succss of the company When working as a manager , the manager shoud be a leader and an Idol to others not take advantage of the post to be dominant The CEO should know every step taken in the company and know about all the decisions taken to keep himself up to date about it and know what to do if a problem occurred
