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Littleton Manufacturing. Littleton Manufacturing facilitates poor upward and downward
communication throughout all levels of the organization. ...
... Reference Buckner, KC (1975). Littleton's contribution to the theory of accountancy.
Atlanta: Pub. ... Association for Manufacturing Excellence. 22, 35-43. ...
... 5,000) are working for this Company when the population in Littleton, according
to ... out of eight (1/8) citizens earns money every day by manufacturing bombs and ...
... receptive to the many ways computers facilitated management, manufacturing, and
trade ... range of subjects than their traditional counterparts (Littleton and Light ...
... 1/3 after six months 1/3 after 18 months The Littleton Sentinel is ... Merritt Manufacturing
needs to accumulate $20 million to retire a bond issue that matures in ...
Submitted by kwan4520 on June 27, 2005
Category: Business
Words: 890 | Pages: 4
Views: 233
Popularity Rank: 48,144
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Littleton Manufacturing facilitates poor upward and downward communication throughout all levels of the organization.
As a result of the ineffective communication system, Littleton faces a number of issues which ultimately has affected the bottom line of the company. Key challenges to note are low employee morale, low level of unity within the organization, poorly designed organizational structure and confusion in interpreting procedures and rules. Improving the accuracy and speed of the flow of communication should be an important first step in the resolution of the presented issues, thus allowing the organization to function more effectively and efficiently.
The importance of organizations and their reasons for existence are outlined in Exhibit 1. Littleton currently is performing poorly across all of these factors, decreasing their importance and contribution towards society. Littleton is categorized as a large-batch, mass production manufacturing system (Daft, 246). Based on this, Littleton should be, but aren¡¯t carrying out properly, a mechanistic organizational structure with standardized jobs and formalized procedures to ensure efficiency (Daft, 248). Top management seems to be aware of this point, but they are not communicating the rationale and need for a mechanistic structure to the rest of the organization.
Littleton¡¯s two units (fabrication and components) serve different domains and therefore ¡°have different performance and accountability needs¡±. Although these two units obviously require different structures, they are viewed and treated as one by management and employees, which causes communication barriers through inconsistencies in management style and rule implementation.
All three symptoms of structural deficiency are present at Littleton. There is delay and lack of quality in decision making. Information linkages in either the vertical or horizontal direction may be inadequate to ensure...
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