Analysis of PJR Designs - Case Study Example

PJR designs limited analysis Introduction The PJR Design (Sydney) Ltd study case exhibits a corporate management system with a clearly defined hierarchy: the founding partners, the general managers, export managers, production managers and the internal designer. Each of the members should have specific objectives to achieve. No conflicts should arise in matters pertaining to boundaries on the workers to use. The structural organization of PRJ designs LTD Partners These are the first people who team up to register a company, corporation or a business set up. A majority of entrepreneurial skills enhances survival and copes with the stiff competition in the market. Most of these skills range from unique business strategies, development of consumer products through technology to guidelines for the achievements of the above (Daft, 2010: P 91). They provide guidance to companies, clear objectives and priorities for successful ventures. Other tasks may entail supervising the acquisition of property, expansion, organization and all powers in disposing assets. General Manager They are in charge of some department in the company, and assume everyday administration of the company. In rank, they are bellow the executives but above the common employees. They possess a high understanding on the working of the company, very skilled in leading the other employees and managing them. They are to supervise, in person or through others, the workforce and make amicable decisions on behalf of the company (Daft, 2010: P 218). He has powers to appoint and fire employees deemed unproductive to ensure positive productivity. Production Manager The productivity of a company is possible through determination of the number of units produced in a given period. The production responsibility squarely rests upon the production manager. The responsibility of ensuring that all systems are running, and meeting deadlines lies to him. Acquisition of orders for production and assigning of personnel to do the job also forms part of his/her work. He gives directions on the work done, and when the need arises, gives recommendations on the staff or the types and kinds of machines required to enhance productivity (Daft, 2010: P 216). Export manager The export manager represents the company in the international business phase. The responsibility of attaining targets from international clients lay at his shoulders, and the meeting of deadlines (Tripathi & Reddy 2006: P. 95). The functions of shipping products for export and other modes of ensuring that the products reaches the global market in time lies under him. The export manager also may attend international trade fairs and other business based gatherings to both promote the products of the company and get new ideas that can propel the company to greater achievements (Daft, 2010: P 96). Internal designer In the production industry, the internal designer produces new production designs. Alternatively, he/she can enhance and upgrade the existing ones. This may be in response to the market requirements or client-specific demands and requirements. The harnessing of design ideas from both within and from outside the company is under him/her. The approval of designs done by those under him/her, as well as their implementation is also his/her work (Daft, 2010). The production manager depends on the designer’s models or large-scale production for marketing. Organization failures of the case study company. Planning Planning entails deciding the chores and other activities needed at a future time. It, therefore, serves as a preparatory stage for future activities. It considers both the human resources (personnel) required to do the activities as well as the physical facilities and resources of the company that will be a requirement. All these should have a balance to come up with a detailed plan to achieve optimum balance between the needs and demands with the available resources (Tripathi & Reddy 2006: P. 95). The personnel require bringing aboard to implement the objectives. From the case, there are no personnel set aside to do this, rather, every manager consider it personal responsibility to implement them. Organizing This involves the assembling all the resources required to carry out an activity. In management, the organizing of all the other resources will yield no fruits if the human resource parameter is not in consideration. The execution of the plan requires tremendous human resource input to ensure achievement of the set goals. Griffin (2007) shows that organizing requires that work and the activities are in division among the different people who are to carry them out. This promotes professionalism and puts them in position of work familiarity. Coordination between those carrying out the activities and those they report to is paramount in carrying out the activities. This fails in the case study since everybody seems to be involved. Staffing Staffing in a company entails getting the right people to do give tasks and jobs (Griffin, 2007). Getting enough staff enhances meeting of deadlines in given tasks, thereby promoting production. The tendency to use staff in a wide range of duties not only disorients them, but also put those in a frame of mind of not knowing what task will come up next. It affects production and the meeting of deadlines, leads to confusion of the worker and leads to no job specification. Conclusion This case, however, shows a clear indication of the failure to observe the exact basic principles and management guidelines (Ingebretsen, 2003). The policy makers may have failed to spell out the functions of employees brought aboard. As such, the managers think, or seem to have a preformed mindset, that the employees have a responsibility for, and therefore, are answerable to each of them. The requirements of each manager and the other ‘side jobs’ that are to be done overwhelms the employee, who resigns. Reference Tripathi, P. C., & Reddy, P. N. (2006). Principles of management. New Delhi, Tata McGraw-Hill. 94-120 Griffin, R. W. (2007). Principles of management. Boston, MA, Houghton Mifflin Co. Ingebretsen, M. (2003). Why companies fail: the 10 big reasons businesses crumble, and how to keep yours strong and solid. New York, Crown Business Daft, R. L. (2010). Organization theory and design. Mason, Ohio, South-Western Cengage Learning. Read More