Allentown Materials Corporation Case Study Solution

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Align all the department objectives among them and with the division`s vision. It is also important to set dead lines for projects in order to recover accountability and responsibility, not only with themselves but also with their clients.
Risks and alternatives

The risks of this plan are those related to the change resistance, as we know, this is a big enemy allocated in people minds. It is important to reinforce this program with a message of awareness in which survival is at stake in the division if the needed actions are not taken on time.
One of the alternatives to contemplate is the idea of getting rid of the team members that don´t want to collaborate, even if it is about a manager, because it is necessary that meanly, the departments leaders, embrace this plan.

The problem unveils the EPD division of Allentown materials corporation, as an structure in trouble which has decreased its expected performance: the morale among employees is very low and conflicts among groups seem to be endless; the development of new products has diminished and they are involved in a very competitive market.

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The action plan proposed is focused in short and long-term activities. The short-term plan was inspired on the Pinto, M. & Pinto J. work: “Project team communication and crossfunctional cooperation in new program development”, where the most relevant activity is to shape a new cultural behaviors through the implementation of a crossed functional team where they discuss their differences and establish new interactive rules and new process of conflicts solving. All this, under a cooperative atmosphere motivated by the division leader.
In the long-term plan stands out the organizational behavior plan, supported by the
Luthans` theory proposed, in which stands out people`s strengths and psychological capabilities.
These two proposals are outlined because the division leader can take advantage of this, to reinforce his leadership image and strengthen his position as an authentic leader.
The risks are practically submitted to the willingness of the team to accept the cultural change, otherwise, the division could be intervened.


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