Weingart Aircraft Paper Summary

Question: Discuss about the Weingart Aircraftfor Paper Summary. Answer: Introduction The Weingart Aircrafts President, Ralph Larsen discovered that the organization was experiencing serious problems regarding its quality, yet the aircraft focused on its profitability instead of investing in the sustainability of the organization. In fact, if the company fails to act on the quality issues immediately, its valued profits will surely drop (Zafar Naveed, 2017). The President has thus sought the services of the organizational development practitioners who seemed to have recommended the implementation of the Total Quality Management strategy, an argument that is supported by Cummings and Worley (2015). The president thought that the TQM implementation is simple. He delegated the duties to the subordinates in hope that they can act on this simple techniques. According to Sethuraman and Suresh (2014), the president viewed the strategy as common sense aspects thus thought he could not waste time in it. Outline of Change Problem Macro Problem Weingart Aircraft is almost losing its valued and loyal customers who have appeared affected by their poor quality products. The poor quality is putting the companys image into disrepute thus hurting the brand thus affirming Codreanus (2010) findings. Micro Problem The management valued the profit maximization strategy The profits rarely matches the companys rank thus exposing serious prospects of falling Causes of the Problem The quality problem is the issue at hand and the top managers have already identified it as the companys major issue. From the top management, the president seems to have exposed the source of the problem as explained by Todnem (2007). He confirmed that the organization never prioritized the adoption of TQM into the aircrafts culture. This indicated that the support of the top management is lacking (Lunenburg, 2010). The TQM program as recommended was never clearly identified. This indicates that that the managers lacked proper training on the way forward. Diagnostic model Tichys TPC framework is critical in identifying the problems Weingarts problems based on the technical, political, and cultural (TPC) as explained by Jobber and Lucas (2000). The framework is effective as it integrates the general management and marketing management between strategic groups. Source: Jobber, Lucas, 2000 Cultural: - Weingart Aircraft requires a flat management authority and hierarchy to facilitate the communication aspects. This strategy would ease the control of various companies. The lack of MIS and cross-functional teams continue to affect organizations performance. Political: - The organization has failed to convey the firms objectives and vision. The managers of Weingart just follow instructions without questioning them. This has made it difficult for it to empower the workforce thus disrupting the bond of trust between managers and employees (Sethuraman Suresh, 2014). Similarly, the external and internal clients have experienced the lack of support from the managements. Therefore, the aircraft lacks proper leadership, support, training, and reward and feedback system. Technical: - This aircraft lacks the management information systems thus making it difficult for the company to allow the employees network efficiently as a team (Senior Swailes, 2016). With the bad quality, it is evident that poor training is an issue alongside the improper quality inspections, out-dated technology, and measurement instruments. Brief Overview of Next Steps Kotter model of leadership provides eight steps on how an organization can adopt change (Lewis, 2011; Sethuraman Suresh, 2014) Establishing the urgency sense Creating a guiding coalition Developing clear vision Communicating the vision Empowering people to allow them act Creating short-term wins Consolidating the gains Institutionalizing the change Conclusion Weingart Aircraft suffers the worst situation that threatens its reputation and image because of poor quality. With the Tichys TPC framework, it proves possible to diagnose the organizational change. References Codreanu, A. (2010). Organizational Change: A Matter of Individual and Group Behavior Transformation. Journal of Defense Resources Management, 1(1), 49-56. Cummings, T. G., Worley, C. G. (2015). Organization Development and Change 10th Ed. Stamford, CT: Cengage Learning. Jobber, D. Lucas, G.J. (2000). The Modified Tichy TPC Framework for Pattern Matching and Hypothesis Development in Historical Case Study Research. Strategic Management Journal, 21(8), 865-874. Lewis, L. K. (2011). Organizational Change: Creating Change through Strategic Communication. Chichester, West Sussex, U.K: Wiley-Blackwell. Lunenburg, F. C. (2010). Approaches to managing Organizational Change. International Journal of Scholarly Academic Intellectual Diversity, 12(1), 1-10. Senior, B. Swailes, S. (2016). Organizational Change, 5edn. New York: Pearson Higher Education. Sethuraman, K. Suresh, J. (2014). Effective Leadership Styles. International Business Research, 7(9), 165. Todnem, R. (2007). Organizational Change Management: A Critical Review. Journal of change Management, 5(4), 369-380. Zafar, F. Naveed, K. (2017). Organizational Change and Dealing with Employees Resistance. International Journal of Management Excellence, 2(3).