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Sigitek case. Barriers and Drivers to change facing Smithers: Smithers has
in his favor experience in reengineering business processes ...
Submitted by rnsgodfrey on February 28, 2005
Category: Business
Words: 1332 | Pages: 6
Views: 216
Popularity Rank: 44,804
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Barriers and Drivers to change facing Smithers:
Smithers has in his favor experience in reengineering business processes from when he was and engineering service manager. His style of personal management aided him in instituting corporate culture changes in a manor that was well received by Sigtek employees. This experience was needed given the long-standing organizational differences that Smithers faced between Sigtek’s engineering and manufacturing divisions.
Another challenge faced by Smithers was the different management style of his counterpart, Richard Patricof, who was vice president of operations. Patricof’s focus was not on results or productive feedback from employees. He felt that style and a tolatarian approach to personnel management was best suited for this total quality (TQ) training program.
Other barriers Smithers faced was the possibility that employee expectations on the success of this new program may be too high given previous attempts to change Sigtek’s differing engineering and manufacturing corporate culture. It would be difficult to unite these two internal organizations.
The major drivers to the success of the TQ program was that Sigtek was in desperate need of a change in its processes or face the risk of going out of business. This rift between operations and engineering would drive the company into the ground given the weak leadership of the President, Charles Bradley.
How efficiently was change introduced?
The team at Sigtek established a set of goals for the implementation of the TQ program. An outline of the training process was created and presented to senior management. The response was non-plus, which instilled a great amount of concern to Smithers. The cold response from senior management clearly indicated that their support in the implementation o this new program was questionable. Sigtek’s approach to change involved choosing one manager from the engineering and...
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