IntroductionThe tragedy within Airstar Inc. is not that it can’t realize much profit; but the organization flaws that are in the organization. Indeed there is a big problem that continues to affect the company from realizing optimal results. The problem seems to stem from a lack of a succinct and well modeled organizational structure that will direct the company. A key problem lies from the many management issues that are not addressed in the executive level. A solution is imperative especially because the flaws are continuously affecting the growth and performance of the organization (Wheatley 2001). An overlap of the issues that exist within Airstar Inc.
includes the following; the company has a flawed corporate governance structure. The level of respect at the very least seems to be highly none upheld. There are executives who are not co-operative. The conflict is especially evident in cases of management involving the President and the Vice President of Marketing. One of the realities of an organization is that, it is essentially a tall order for an organization to have no conflicts, however the extent to which an organization deals with the existing conflicting is usually the difference of performing and non-performing organization.
Key problemsThere are several issues that the President needs to address very urgently. An optimal organization design involves a system or a structure that carefully analyses the pattern of relationships that exists in the organization involving the roles and the parts that are entrenched by the management. Through such an avenue the works, roles and responsibilities are clearly allocated and activities well directed, so as to achieve the organizational goals and objectives. Organizational structure is in most instances widely overlooked by organization.
The importance however of embracing the same far outweighs the overlooking. Organizational structure assists any firm or company to achieve optimum performance. Some scholars have gone a mile to describe the importance of organization structure as that invisible hand that essentially brings life ton organization and also organizations to life (Mumford and Hendricks 2006). They underlie in every successful structure of the company. The visible and invisible structures within the organizations are often the thread that interwove the activities of the organization. Some of the organizational problems that come to the fore in the case of Airstar Inc.
would essentially seem to stem from the transition of the management. The problems seem to stem from the death of the founder. It appears like after Roy Morgan took over as the President the organizational cracks started to become evident. This problem needs to be addressed urgently. Often the top executives determine the fate and success of an organization. Roy needs to instill confidence, upon the employees, executives and stakeholders that Airways Inc will continue to experience exponential growth even upon the demise of the founder.
This issue is core to the organization achievement of goals and objectives. Another problem results from competition. The management is lagging behind in coming up with the best organizational practices that will propel the organizational sales and customer base. This is so evident from the level that the organization is receiving competition from such organization such as General Electric and Pratt and Whitney. Adaptation has led to so many organizations winding up. Airstar needs to embrace many key changes in order to stifle down from such competition.
One of the major plus that the company needs to embrace is technology. Technology is synonymous with the current business success trend of any current organization. It is not clear whether Airstar Inc has embraced technology as an avenue of weathering the competition. A good recommendation would incorporate corporate brand visibility through the technology (Allen 2001).