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    Global Mobile Corporation: Case Analysis

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    Gayatri Kapoor
    This document summarizes a case analysis for Global Mobile Corporation. It discusses challenges faced by Charlie, the director of the Engineering Services Department, including lack of communication between departments, informal power structures, and undefined processes. It is suggested that these issues would not be easily overcome by Charlie's successor due to entrenched company culture and lack of acknowledgement of systemic problems.

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    Global Mobile Corporation: Case Analysis

    Uploaded by

    Gayatri Kapoor
    143 views7 pages
    This document summarizes a case analysis for Global Mobile Corporation. It discusses challenges faced by Charlie, the director of the Engineering Services Department, including lack of communication between departments, informal power structures, and undefined processes. It is suggested that these issues would not be easily overcome by Charlie's successor due to entrenched company culture and lack of acknowledgement of systemic problems.

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    This document summarizes a case analysis for Global Mobile Corporation. It discusses challenges faced by Charlie, the director of the Engineering Services Department, including lack of communication between departments, informal power structures, and undefined processes. It is suggested that these issues would not be easily overcome by Charlie's successor due to entrenched company culture and lack of acknowledgement of systemic problems.

    Copyright:

    © All Rights Reserved
    Download as PDF, TXT or read online from Scribd
    Download as pdf or txt
    143 views7 pages

    Global Mobile Corporation: Case Analysis

    Uploaded by

    Gayatri Kapoor
    This document summarizes a case analysis for Global Mobile Corporation. It discusses challenges faced by Charlie, the director of the Engineering Services Department, including lack of communication between departments, informal power structures, and undefined processes. It is suggested that these issues would not be easily overcome by Charlie's successor due to entrenched company culture and lack of acknowledgement of systemic problems.

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    © All Rights Reserved
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    Global Mobile Corporation

    Case Analysis

    Akshat Maheshwari | H21065


    Ashita Agarwal | H21073
    Aryan Tomar | H21072
    Gayatri Kapoor | H21079
    Karam Ibadat Singh|H21084
    Rahul Sharma | H21099
    Q1. What are the reasons for the various challenges faced by Charlie and his department (as mentioned in the
    case)? Do you think that the successor of Charlie will be able to overcome these problems? Why?

    Ans. Reasons for the challenges faced by charlie and his department are as follows:
    a. There is no way for departments to communicate with one another, notably product division, manufacturing, and
    engineering services. The factory manager has a wide range of control, and production is directly connected to the
    product division, rendering ESD obsolete. Furthermore, instead of bureaucratizing the process, there is a lack of
    motivation for production to engage in ESD or to work proactively with product engineers to fix difficulties.
    b. Employees expect managerial positions to be filled organically, and it is difficult for an outsider to acquire the trust of
    others in this environment. There are two types of people: 'insiders' and 'outsiders.
    c. Formal and informal power systems, as well as subcultures, exist in diverse ways.
    d. Processes are not well-established or followed, and there is minimal uniformity.
    e. Customers are promised new items, and some are even put into production before they are completely developed.
    In the current situation, the engineering services division is disorganised and ineffectual.
    Charlie's successor will not be able to solve the problem because-
    a. The president wanted to employ someone else to make the dispute "go away," but he was not interested in
    interdepartmental cooperation solutions.
    b. There is no acknowledgement or receptivity to the presence of a systemic and structural problem, and if this trend
    continues, Charlie's replacement will not be very helpful.
    Q2. Go through the structure mentioned in the case. Is it working properly? What are the reasons? Are you familiar
    with any other organization (commercial/noncommercial) wherein structure performs in similar manner?

    Ans. Reasons for the challenges faced by charlie and his


    department are as follows:
    a. There are differences between formal and informal authority
    arrangements.
    b. On paper, Product Development Director "Doc" Brown
    reports to Engineering Director Charlie Newburg, although in
    fact, this is not the case.
    c. Tyson Wang, the factory manager, reports to Ralph Simon
    but has complete autonomy and authority over production
    choices, preventing Ralph from functioning as a liaison.
    Due to their social and financial capital, as well as informal
    networks, subordinates in the hierarchy are sometimes far
    more powerful than those they report to in governance
    structures
    Q3. Will power and hierarchical level go hand in hand? What are the ways in which important characters in the
    case d3velop power in Global Mobile corporation?

    Ans.
    a. Don Brown is the visionary in product design and the most powerful person in the organization. He helped the
    organization build its USP and expand. But to maintain his post of "Director of production development", Doc Brown
    rejected the promotion to the post of "Director of Engineering".
    b. Therefore, even though he is reporting to someone, he has more power than hs reporting manager. Due to his
    importannce in the organization, his decisions are hardly opposed and he is in fact his own person.
    c. On the other hand, Hoover, due to her technical expertise and customer relation skills, exercises both political and
    hierarchical powers.
    d. Tyson Wang uncovered some wringdoings in the production department when he entered the firm. This helped him
    gain power and influence within the firm. In his position, Tyson Wang is more powerful than the new hire Charlie.
    e. As the culture is build on informality, power is mostly developed the experience gained and time spent in the
    organization.
    Q4.Whom will you rate as most political in this organization? Reasons.

    Ans. Tyson Wang, the factory manager, is the most political person in the organization because of the following
    reasons:
    a. Wang's actions cause conflicts and disagreements between departments, caused due to his perceptions. For
    example, he believes that most of the manufacturing problems are caused by engineers and his department delegates
    all the problem solvings to the engineering team.
    b. Wang's production workforce does not cooperate and is bureaucratic. According to an ESD technician supervisor in
    the case, “They pick on every little detail instead of using their heads and making the minor changes that have to be
    made”. Even senior and experiecned ESD employees have to defend themselves from Wang and his workforce. This
    leads to iefficientcy and conflict.
    c. Wang's team culture is very different from the organizational culture. Wang
    d. Tyson Wang uncovered some wringdoings in the production department when he entered the firm. This helped him
    gain power and influence within the firm. In his position, Tyson Wang is more powerful than the new hire Charlie.
    e. As the culture is build on informality, power is mostly developed the experience gained and time spent in the
    organization.
    Q5. Based on the article, ‘how to design a high performing job’ suggest modifications in the design of Engineering
    Service Department.

    Ans.

    The X test was conducted on the department, which


    showed that the job was imbalanced.
    The following suggestions can be utilized to overcome
    the imbalance of the department.
    a. An increase in the span of control increases the
    number of employees since there aren’t enough
    employees to discharge all functions, leading to
    inefficiency.
    b. There is a need to increase the decision rights to
    the director of ESD to increase the span of control,
    allowing him to resolve issues.
    c. There is a lack of help provided to the department
    while influencing multiple people to discharge its
    function; there must be an increase in the span of
    support through shared purpose and building trust.
    Q6. If you are in Charlie’s position, what will you do to ensure a different ending for this case (wherein Engineering
    Service will be able to make significant and expected contribution to the firm)

    Ans. Charlie faced a dual issue; he could not be as aggressive as Brady, who eventually was fired, whereas his soft
    stance wasn't taken seriously, and his decision wasn't practical.
    Main challenges: getting support, getting practical influence to discharge functions, being accepted by other people
    Take help from Hoover: the rationalization of job description and systems should be effectively formulated for ESD's
    discharge of functions. ESD must be well informed of matters he is responsible for, and formalized strategy should be
    implied.
    • Charlie should concentrate on streamlining the ESD and making its processes more effective: ensure timely
    information flow, define job requirements for everyone, make bold decisions, and provide assistance to his
    subordinates.
    • Charlie should work closely with the manufacturing department on quality control, purchasing, and inventory to keep
    them informed and avoid alienation. When assistance is required, it should be requested.
    • Charlie should use his background and technical skills to obtain respect and influence among his coworkers; he
    should stand firm and express his views without being domineering.

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