Orange Bellows Company















— —  —  —  —  —  —  —  —  —  —  —  —  —  —  —  —  —  —  —  —  —  —  —  —  —  —  —  —  —  —  —  —  —  —  —  —  —  —  —  —  —  —  —  —  — —
Sup­port this Page: http://amzn.to/2kgnzrf
 — —  —  —  —  —  —  —  —  —  —  —  —  —  —  —  —  —  —  —  —  —  —  —  —  —  —  —  —  —  —  —  —  —  —  —  —  —  —  —  —  —  —  —  —  — —
Orange Bel­lows Com­pany

Ques­tion 1

Major prob­lems:

– Com­mu­nic­a­tion (para­graph 7).

– Late deliv­ery (para­graph 4).

– Dif­fer­ent goals between pro­duc­tion and sales. (para­graph 2 and 3)

– Not meet­ing qual­ity expect­a­tions.

– Mis­lead­ing cus­tom­ers by mak­ing false prom­ises.

Mr Agius’s numer­ous pro­duc­tion prob­lems stem from his company’s dire prob­lems in com­mu­nic­a­tion. This occurs both intern­ally, between depart­ments and their man­agers, and extern­ally, via unsus­tain­able prom­ises to pro­spect­ive cus­tom­ers.

These symp­toms are tell-tale signs of immen­ent dis­aster for the Orange Bel­lows Com­pany. Frus­trated cus­tom­ers will soon opt to sue due to late, shoddy or absent goods. This will quickly lead to leg­al battles that will drain the com­pany of even more resources, which will lead to the fil­ing of bank­rup­cy and the demise of the com­pany. Even if mat­ters can be salvaged, it is quite likely that Mr. Agi­us will be seek­ing employ­ment else­where.

Mr Agi­us is unaware of the state of sev­er­al of the orders he has received. He is not con­cerned with the day-to-day run­ning of his depart­ment, nor of man­aging the level of out­put and ensur­ing that they are adequate. He does not plan for the future, which is a piv­it­ol role of a man­ager, espe­cially one whose job is based on logist­ics!

Fur­ther­more, Mr Agi­us has no say when the sales man­ager com­mits the com­pany to pro­du­cing an order that it is incap­able of fin­ish­ing. The sales depart­ment has little idea of the levels of out­put the pro­duc­tion depart­ment is cap­able of pro­du­cing.

How­ever, even if Mr Agi­us can­not influ­ence the deals made by the sales depart­ment, it is his duty to ful­fil them by whatever means are at his dis­pos­al and his dapartment’s dis­pos­al. He must budget and inform his super­i­ors if the resources his depart­ment are gran­ted are insuf­fi­cient. If neces­sary, mach­in­ary can be pur­chased or upgraded, and men can be trained or hired. Mr. Agius’s sur­prise that the orders failed to mater­i­al­ise proves that he did not con­sider this.

Ques­tion 2

When called before JJ Zarb, Mr Agi­us should base his dis­cus­sion upon the truth, even if he focusses on the aspects of the truth that hold him in the most pos­it­ive light.

He should emphas­ise that the sales depart­ment is partly to blame due to the fact that in an effort to increase com­pany growth they flooded the pro­duc­tion depart­ment with more orders that it could real­ist­ic­ally ful­fil, without increas­ing the funds to that area that were needed to enlarge that aspect of the com­pany. Had the sales depart­ment not fool­ishly made prom­ises that it could not keep, the prob­lem would not exist. Mr Agi­us would be jus­ti­fied in insist­ing that in the future the sales depart­ment should obtain his approval that fur­ther orders could be met with­in the stip­u­lated dead­line.

Mr Agi­us should argue fur­ther that the best way to solve the prob­lem in the long term is to imme­di­ately grant his depart­ment more funds. With increased cur­rency, they could expand, hire more work­ers, improve the facil­it­ies and thus meet cur­rent and future orders. The invest­ment would make sense since the sales depart­ment could then glean more profits from its cus­tom­ers. The cus­tom­ers whose orders have been delayed should be pla­cated via dis­counts in exchange for exten­ded dead­lines.

— —  —  —  —  —  —  —  —  —  —  —  —  —  —  — – — —  —  —  —  —  —  —  —  —  —  —  —  —  —  — – — —  —  —  —  —  —  —  —  —  —  —  — –
Tap­poġġ­ja dan Paġna: http://amzn.to/2kgnzrf
 — —  —  —  —  —  —  —  —  —  —  —  —  —  —  — – — —  —  —  —  —  —  —  —  —  —  —  —  —  —  — – — —  —  —  —  —  —  —  —  —  —  —  — –
Orange min­faħ Kumpan­i­ja

 

mis­toqsi­ja 1

 

Prob­lemi ewlen­in:

 

â € ““il-Komunikazz­joni (para­grafu 7).

â € ““Kon­sen­ja tard (punt 4).

â € ““għan­iji­et dif­fer­enti bejn il-produzz­jonil-bejgħ. (Para­grafu 2 u 3)

â € ““aspettat­tivi tal-kwal­ità Mhux jilħqu.

â € ““klijenti jqar­rqu bil­li tagħmel wegħdi­et foloz.

 

 

prob­lemi tas-Sur Agi­us ta produzz­joni numer­użi joħorġux minn prob­lemi dire-kumpan­i­ja tiegħu fil-komunikazz­joni. Dan jiġri kemm inter­na­ment, bejn id-dipar­ti­mentil-maniġers tagħhom, u ester­na­ment, per­mezz wegħdi­et mhux sos­ten­ib­bli lill-klijenti pros­pet­tivi.

 

Dawn is-sin­tomi huma tell-tale sin­jali ta diżastru immen­ent għall-min­faħ Kumpan­i­ja Orange. klijenti frus­trati dal­waqt se jagħżlu li jfit­tex minħab­ba oġġet­ti tard, shoddy jew assenti. Dan se malajr twas­sal għal bat­talji leg­ali li se drain l-kumpan­i­ja ta anki aktar riżor­si, li se jwasslu għall-preżentata ta’ Fal­li­ment u l-mewt tal-kumpan­i­ja. Anki jekk kwist­jon­iji­et jist­għu jiġu sal­vat, huwa pjut­tost probab­bli li s-Sur Agi­us se jkun qed ifit­txu impjieg xi mki­en ieħor.

 

Is-Sur Agi­us huwa konxju ta l-istat ta’ bosta mill-ord­niji­et li hu rċieva. Huwa ma tikkonċernax l-jum għal jum tmexxi­ja tad-dipar­ti­ment tiegħu, u lan­qas tal-ġest­joni tal-liv­ell tal-produzz­jonil-iżgur­ar li dawn huma ade­g­wati. Hu ma pjan għall-futur, li huwa rwol piv­it­ol ta man­iġer, speċ­jalment wieħed li xogħol­hom huwa bbażat fuq il-loġistika!

 

Bar­ra minn hekk, is-Sur Agi­us ma jin­ter­vjenix meta l-maniġer tal-bejgħ tim­pen­ja lill-kumpan­i­ja li tip­produċi ord­ni li huwa inkapaċi li irfinar. Id-dipar­ti­ment tal-bejgħ għan­du idea ftit tal-liv­el­li tal-produzz­joni tal-dipar­ti­ment tal-produzz­joni huwa kapaċi li jip­produċi.

 

Madankollu, anki jekk is-Sur Agi­us ma jist­għux jin­fluwen­zaw l-jit­trat­ta li saru mill-dipar­ti­ment tal-bejgħ, huwa dmir tiegħu li jissod­is­faw lil­hom bi kwalunk­we mezz għad-dispożizz­joni tiegħu u d-disponi­ment dapart­ment tiegħu. Huwa għan­du baġit u jin­forma lis-super­juri tiegħu jekk ir-riżor­si dipar­ti­ment tiegħu jingħataw mhu­miex biżże­jjed. Jekk ikun meħtieġ, mach­in­ary jist­għux jiġu mix­tri­ja jew aġġor­nati, u l-irġiel jist­għu jiġu mħar­rġa jew mikri­ja. sor­priża Mr Agi­us li l-ord­niji­et naqsu li jim­ma­ter­jalizzaw jip­prova li huwa ma kkun­sidrax din il.

 

mis­toqsi­ja 2

 

Meta jis­se­jħu aktar qabel JJ Zarb, is-Sur Agi­us għand­ha tib­baża d-diskuss­joni tiegħu fuq il-ver­ità, anki jekk huwa ċċen­trata fuq l-aspet­ti tal-ver­ità li jżom­mu lilu fid-dawl aktar pożit­tiv.

 

Hu għan­du jen­fasizza li d-dipar­ti­ment tal-bejgħ huwa par­z­jalment għal tort minħab­ba l-fatt li fi sforz biex jiżdied it-tkab­bir kumpan­i­ja huma mgħarrqa-dipar­ti­ment tal-produzz­joni ma ord­niji­et aktar li jista’ real­istika­ment jissod­is­faw, mingħajr ma jiżdiedu l-fondi għal dak il-qasam li kienu meħtieġa biex tkab­bar dan aspett tal-kumpan­i­ja. Kieku l-dipar­ti­ment tal-bejgħ ma fool­ishly għamel wegħdi­et li ma set­għetx iżom­mu, il-prob­lema ma jkunx jeżisti. Is-Sur Agi­us tkun iġġus­ti­fikata tin­sisti li fil-futur il-dipar­ti­ment tal-bejgħ għan­du jikseb approvazz­joni tiegħu li aktar ord­niji­et jist­għu jint­laħqu sa l-iskaden­za stip­u­lata.

 

Is-Sur Agi­us għan­du isost­nu wkoll li l-aħjar mod biex isolvu l-prob­lema fit-tul huwa li tagħti immed­jata­ment dipar­ti­ment tiegħu aktar fondi. Mal-valuta żdiedu, dawn jist­għu jespan­du, jim­pjegaw ħad­diema aktar, ite­jbu l-faċil­it­aji­et u b’hekk jissod­is­faw l-ord­niji­et attwali u futuri. L-inves­t­i­ment jagħmel sens peress li l-dipar­ti­ment tal-bejgħ jista mbagħad glean aktar profit­ti mill-klijenti tagħha. Il-klijenti li l-ord­niji­et ġew imdew­ma għand­hom jiġu pla­cated per­mezz skontiji­et bi skam­b­ju għal skaden­zi estiżi.

 

— —  —  —  —  —  —  —  —  —  —  —  —  —  —  — – — —  —  —  —  —  —  —  —  —  —  —  —  —  —  — – — —  —  —  —  —  —  —  —  —  —  —  — –
http://amzn.to/2kgnzrf: hierdie onder­steun­ing
 — —  —  —  —  —  —  —  —  —  —  —  —  —  —  — – — —  —  —  —  —  —  —  —  —  —  —  —  —  —  — – — —  —  —  —  —  —  —  —  —  —  —  — –
Oran­je Bel­lows Com­pany

 

Vraag 1

 

Groot prob­le­me:

 

â € ““Kom­munikasie (para­graaf 7).

â € ““Laat lew­er­ing (para­graaf 4).

â € ““Ver­skil­lende doel­wit­te tussen produk­sie en verko­pe. (Para­graaf 2 en 3)

â € ““Nie ont­mo­et gehal­te ver­wagtinge.

â € ““Misleidende kliën­te deur die maak van valse beloft­es.

 

 

Mnr Agi­us se talle produk­sie prob­le­me spruit uit ern­sti­ge prob­le­me van sy maat­skappy in kom­munikasie. Dit gebeur sow­el intern, tussen departe­men­te en hul bestuurders, sow­el as ekstern, deur onvol­houbare beloft­es aan voorne­mende kliën­te.