Case 3 Tucker Company Organizing 
Case Analysis:
Tucker Company
In partial fulfilment of the requirements in MGT101:
Victorio, Judith Merari B.
Rubiano, Ferrando L.
Regondola, Joyce Hanna R.
Malazarte, Virgilio II, B.
Castillo, Aaron T.
Carandang, Loise Ann M.
August 29, 2012
I. POINT OF VIEW
This case analysis takes the point of view of Mr. Harnett, the president of Tucker Company. Being the top manager, he is the one responsible for overseeing the current status and developments of the company. Moreover, he is the one in-charge for taking necessary actions regarding the inevitable occurrences of conflicts within the company and among the company’s employees. He is also capable of reorganizing or restructuring the organization.
The group decided to take neither Ms. Hodge’s nor Mr. Franklin’s points of view because taking either of the two would be considered biased since they are the very persons involved in the issue and would only result to the one blaming the other, leaving the matter unresolved.
II. PROBLEM STATEMENT Taking Mr. Harnett’s point of view, the group deems that the problem would be: What should be the most appropriate action to be done to the structure of the organization to minimize conflicts within the company divisions and among the employees?
III. ANALYSIS OF THE RELEVANT FACTS
Organizational Structure:
Fig. 3.1. Organizational chart of Tucker Company In 1993, the Tucker Company underwent an extensive reorganization that divided the company into three divisions based from the three product lines – commercial jet engines, military jet engines, and utility turbines. Each division has its own vice president that reports directly to Mr. Harnett. For the most part, each division will be able to operate independently, thus, each division will have its own Accounting, Engineering, and Manufacturing departments. Under the Manufacturing Department of the Military Jet Engine Division is the Laboratory that reports directly to the manager of the said department and also serves
Tucker Company
In partial fulfilment of the requirements in MGT101:
Victorio, Judith Merari B.
Rubiano, Ferrando L.
Regondola, Joyce Hanna R.
Malazarte, Virgilio II, B.
Castillo, Aaron T.
Carandang, Loise Ann M.
August 29, 2012
I. POINT OF VIEW
This case analysis takes the point of view of Mr. Harnett, the president of Tucker Company. Being the top manager, he is the one responsible for overseeing the current status and developments of the company. Moreover, he is the one in-charge for taking necessary actions regarding the inevitable occurrences of conflicts within the company and among the company’s employees. He is also capable of reorganizing or restructuring the organization.
The group decided to take neither Ms. Hodge’s nor Mr. Franklin’s points of view because taking either of the two would be considered biased since they are the very persons involved in the issue and would only result to the one blaming the other, leaving the matter unresolved.
II. PROBLEM STATEMENT Taking Mr. Harnett’s point of view, the group deems that the problem would be: What should be the most appropriate action to be done to the structure of the organization to minimize conflicts within the company divisions and among the employees?
III. ANALYSIS OF THE RELEVANT FACTS
Organizational Structure:
Fig. 3.1. Organizational chart of Tucker Company In 1993, the Tucker Company underwent an extensive reorganization that divided the company into three divisions based from the three product lines – commercial jet engines, military jet engines, and utility turbines. Each division has its own vice president that reports directly to Mr. Harnett. For the most part, each division will be able to operate independently, thus, each division will have its own Accounting, Engineering, and Manufacturing departments. Under the Manufacturing Department of the Military Jet Engine Division is the Laboratory that reports directly to the manager of the said department and also serves