The paper "Problems within Leagile Manufacturing Company and their Root Causes" is a great example of a case study on management. This paper explored the conflicting views on the effectiveness of the Lean production system as applied in the motor vehicle industry. It considered a case of Leagile Manufacturing Company, a company that had succeeded with the MRP system of production but faulted it for increasing inventory and being less efficient. The company’ s C. E.O had directed her deputy to ascertain the feasibility of the Lean production system and employ it if proven workable.
The company eventually adopted the new production system but within 6 months, an array of problems had faced its implementation. This paper analyzed the reported problems, citing their root causes and observed symptoms. The analysis categorized the problems experienced into two broad classes of strategic and operational shortfalls. The strategic issue raised in the essay concerns insufficient strategic planning by the company’ s management under the leadership of the vice – president, Scott Murphy. The paper observes that Scott failed to consider a fine analysis of the business environment. To start with, he appeared to have not considered, in his plan, the external Political Economic Social and Technological short term and long term implications of the proposed production system.
Equally, he appeared not to have effectively consulted the primary stakeholders including company employees, suppliers, customers, and transporters. This is reflected in the high disapproval rate of the system by the mentioned stakeholders as observed in their complaints. The operational issues discussed include the management of employees, the souring customer and supplier relations, and transportation constraints. The paper also observes that there exists ineffective leadership in the top management at Leagile Company characterized by low motivation of employees (low wages) that is seen as directly linked to the diminishing production.
Various theories and models on human management and operational management are used to support the symptomatic manifestation of the problems.
Caulton, J. R. (2012). The Development and Use of the Theory of Emerging leadership Journeys: A Literature Review. Emerging Leadership Journeys, Vol. 5 Iss. 1, pp. 2- 8. December 14, 2012.
Cherry Kendra . (2012). Lewin's Leadership Styles. December 14, 2012. [Online]: http://psychology.about.com/od/leadership/a/leadstyles.htm
Clarkson, M. (1995) ‘A stakeholder framework for analyzing and evaluating corporate social performance’, Academic of Management Review, Vol. 20, Issue 1, Pp 92 – 117.
Croson R et,al. (2012). Behavioural Operations: The State of the Field. Journal of Operations Management.December 13, 2012. [online]: http://www.sciencedirect.com/science/article/pii/S0272696312000873
Graham, S & Weiner, B. (1996) Theories and Principles of Motivation. December 14, 2012. [Online]: http://www.unco.edu/cebs/psychology/kevinpugh/motivation_project/resources/graham_weiner96.pdf
Gupta, M.C & Boyd L.H (2008) Theory of Constraints. [Online]:http://www.pom.ir/wp-content/uploads/PDF/Theory-of-constraints-a-theory-for-operations-management.pdf . December 15, 2012
Ifinedo, P. (2003). Employee motivation and job satisfaction in organizations. A study of employees in Oulu region, Finland. Thesis paper. University of London. December 14, 2012.
Kazmi, A. (2008) Strategic Management and Business policy, 3rd Edition, New Delhi, The McGraw-Hill companies.
Kroth, M (2002). Maslow—Move Aside! A Heuristical Motivation Model for Leaders. December 13, 2012.[Online]:http://scholar.lib.vt.edu/ejournals/JITE/v44n2/pdf/kroth.pdf
Porter , M. (1996) What is strategy?, Boston, Harvard Business School Press. December 13, 2012.
Porter, M. (1998) Competitive strategy technique for analyzing industries and competitors. New York, The free press. December 13, 2012
Prahalad, C. K & Hanmel, G. (1990). The core competence of the corporation. Harvard Business Review, vol. 38, issue 3, pp 89-91. December 12, 2012.
Shah R & Ward, P.T. (2007) Defining and developing measures of lean production. Journal of Operations Management. Volume 25, Issue 4, June 2007, Pages 785-805
Write, P. 91987) ‘A refinement of Porter’s strategies’, Strategic Management Journal, Vol. 8, Issue 1, Pp 93 – 101. December 13, 2012.