The paper "Problems Faced by Airstar Inc" is a great example of a case study on management. The report aims at carefully analyzing Airstar Inc. with emphasis placed on the problems that the company is facing from an organizational design perspective, examining the current structure or strategy employed in the organization and also propose recommendations that are to be implemented in the organization for the organization to get back on its course to the extent of having a competitive advantage over its competitors. The report unveils the way the problems experienced in the company are leading to the organization's ineffectiveness and in thus doing bringing a lot of chaos and uncertainty in the organization. The findings of the report also show that as long as there are problems that are unresolved in the organization, the organization cannot run smoothly and hence the analysis of the problems that Airstar Inc.
is facing. The various problems that have been pinpointed in the report include; poor communication, low backlog, and lack of performance evaluation and appraisal among other problems that have been highlighted in the report.
In addition, the findings have also lead to the realization that the problems being experienced in Airstar Inc. are the ones contributing to the strategy/structure employed in the organization being ineffective. Therefore, from the above analysis, it is apparent that Airstar Inc. requires a change from the management to the junior-most employees for some of the problems which are leading to the organizational ineffectiveness for instance lack of clear communication touches on all employees in the organization. Therefore, the following recommendations have been made in the report; Airstar Inc. to implement clear goals, objectives, vision and mission statements Carefully analyze the industry in light of the entrant of competitors in the industry Clear communication channels to be developed and implemented in the organization Develop Statements of Work (SOW) and Work Breakdown Structures (WBS) to eliminate overlapping of duties
Broadman, A. E., Daniel, M. S. & Aidan, R. V. 2004 A Framework for Comprehensive Strategic Analysis. Journal of Strategic Management Education. Volume1, Issue, 2.
Daft, R 2007, Organization theory and design, 9th edn, Thomson South-Western, New York.
Diefenbach, T & Sillince, J. 2011, Formal and Informal Hierarchy in Different Types of Organization, Organization Studies, November 2011; vol. 32, No 11, pp. 1515-1537.
Hornung, S. & Rousseau, D. M., 2007 Active on the Job—Proactive in Change: How Autonomy at Work Contributes to Employee Support for Organizational Change, The Journal of Applied Behavioral Science, December 2007; vol. 43, 4: pp. 401-426.
James, R. 2010, Organizational social capital, structure and performance. Human Relations Human Relations, Vol. 63.
Namara, G., Vaaler, PM, & C. Devers (2003). Same as it ever was: The search for evidence of increasing competition, Strategic Management Journal, 24, Issue 3, pp.262-278.
Seijts, G., & Latham, G 2006, Learning goals or performance goals: Is it the journey or the destination? Ivey Business Journal, vol.70, no. 5.
Setayesh, S., Leyland, F. P. & Albert, C. 2011 “How Readable are Mission Statements? An Exploratory Study”, Corporate Communications: An International Journal, Vol. 16; Issue, 4, pp. 282 – 292.
Summers, P. P. 2000 The Roots of Leadership. Psychology: A Journal of Human Behavior, 37 (1), 27 – 36.
Truss, C. 2001, Complexities and controversies in linking HRM with organizational outcomes. Journal of Management Studies, Vol 38, No.8, pp. 1121–1149.
Walker, J. 2001, ‘Perspectives’, Human resource planning, Vol. 24, no. 1, pp. 6-10.
Williams, K. 1999, Rewards encourage loyalty increase performance, Journal of strategic finance, Vol. 81, no 6, pp. 75-82.