Ancol Corporation Case Study

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1.0 Key Management Issue for Ancol Corp.

According to the case study, Paul Sims, the manager at Ancol Corp’s ordered the removal of all time clocks from the factory in order to build his trust between management and employees (McShane & Glinow 2000). As a consequence, the main issue arise was that Paul made a poor knowledge management decision (McShane & Glinow 2000). Due to the lack of knowledge sharing and communication in the organization, Paul did not find out that there was a manager previously who made the same decision and faced many consequences as well (McShane & Glinow 2000). This causes the issue to arise in Ancol Corp.
The process of managing knowledge to meet existing and future needs is known as the knowledge management
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According to McShane & Glinow (2000), Paul had recently attended a seminar on ‘building trust in the workplace’ and he actually was being exposed to a popular account. Without a proper analysis of the situation, Paul decided to remove all the time clocks from the factory and he assumed that he can improve the relationship between the employees and management, but actually his assumption went wrong (McShane & Glinow 2000). In the beginning, Paul did not think about the outcomes and consequences of this quick decision he made without a proper knowledge management and planning, which has actually brought many negative consequences and effects to the organization (McShane & Glinow 2000). McShane & Glinow (2000) illustrated that after few months later only Paul founds out that there was a manager previously who confronted with the same situation and Paul was not aware about this earlier due to the lack of communication and interpersonal skills in the organization. He did not take the initiative to interact with the employees and to ask about the company’s past performance (McShane & Glinow …show more content…
Paul should organize Ancol Corp according to the right structure. He has to systematize the work orderly and appoint the right supervisors for the right work (Robbins, DeCenzo & Coulter 2011). Samson & Daft (2010) concept illustrated that Paul should give all the tasks equally to the right supervisors which can decrease their workloads. Anderson & Pulich (2002) theory stated that there should be an effective and open communication between Paul and his employees in order to execute the plan. Paul should be able to send and receive information in order to work effectively and thus, he can have good interpersonal skills with the employees (Anderson & Pulich 2002). When there is a better communication in the organization, employees can be open and easily express their views and opinions to Paul (Anderson & Pulich

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