Arnott
Report Summary:
Problems exist through the current limited business scope to make ends meet. It also appears that the move to expand (diversify the business is meeting with “opposition” from ‘long –time employed’ staff, major ‘obstacles’ to the company’s growth through diversifying the activities by introducing a new project have been identified and must be dealt with as far as possible and as quickly as possible by employing the strategies mentioned in my recommendations. A satisfactory resolution can only bring about a much more stable working environment and hopefully, greater profitability and business expansion.
Background details:
The main parts of the problems, from the company’s historical background and the current situation, have come about as a result of the economic recession and the anti-change attitudes of the present staff-in particular of the uncooperativeness of the Project Manager. The business suffered significantly as a result of the drought years; the need for new grain silos diminished and resulted with a negative impact on the Company. The Managing Director correctly saw the need for expansion and diversification – especially when the company’s infrastructure and staff expertise could be utilised for the purpose. An opportunity presented itself when Christine met an old friend, Philip Thomson, who had successfully done an engineering project overseas. Another opportunity for expansion also came when it was found that a new Freeway infrastructure was to be built using steelwork beams which the Arnott engineering firm could produce using skills like those possessed by Philip Thomson. The bid for the production of the beams was successfully made, with a time frame of six-months for completion. However, problems arose immediately: there were staff resentments, “unnecessary” delays occurred, and it appeared staff were “sabotaging” the project. The “old-timers” within the staff resisted change, and were resentful of the fact that they
Problems exist through the current limited business scope to make ends meet. It also appears that the move to expand (diversify the business is meeting with “opposition” from ‘long –time employed’ staff, major ‘obstacles’ to the company’s growth through diversifying the activities by introducing a new project have been identified and must be dealt with as far as possible and as quickly as possible by employing the strategies mentioned in my recommendations. A satisfactory resolution can only bring about a much more stable working environment and hopefully, greater profitability and business expansion.
Background details:
The main parts of the problems, from the company’s historical background and the current situation, have come about as a result of the economic recession and the anti-change attitudes of the present staff-in particular of the uncooperativeness of the Project Manager. The business suffered significantly as a result of the drought years; the need for new grain silos diminished and resulted with a negative impact on the Company. The Managing Director correctly saw the need for expansion and diversification – especially when the company’s infrastructure and staff expertise could be utilised for the purpose. An opportunity presented itself when Christine met an old friend, Philip Thomson, who had successfully done an engineering project overseas. Another opportunity for expansion also came when it was found that a new Freeway infrastructure was to be built using steelwork beams which the Arnott engineering firm could produce using skills like those possessed by Philip Thomson. The bid for the production of the beams was successfully made, with a time frame of six-months for completion. However, problems arose immediately: there were staff resentments, “unnecessary” delays occurred, and it appeared staff were “sabotaging” the project. The “old-timers” within the staff resisted change, and were resentful of the fact that they