Did Chan Kee Tong Make Any Mistakes In This Case Summary

There is no deadline or penalties when Plant Managers did not submit contract for approval. That must have raised few doubts and questions regarding the perfection of this submission. $HK 800,000 may not be a legitimate figure to benchmark. The figure could be too high, plant managers are not in favour of such high end procurement figure and legitimacy of the request has been compromised at large.
Plant Managers did not treat Mr Chan’s email seriously due to designation or the way of communication. It is very important to build a reputation with clear academic backgrounds to support his designation in regard to building an organisational character.
Lack of upward communication would stop the transmission of information from lower levels of
Yes, Mr Chan had done several mistakes in this case, In the case study itself is highlighted "suggested that since Chan Kee Tong had met only a few of the managers responsible for purchasing that he might like to visit them and take up the matter personally. Chan Kee Tong dismissed the idea because, as he said, it was critical that the new computer system to support the effort be brought on line as soon as possible." He should have had more information from the bottom layer of the organisation before gaining approval from hierarchy.
Mr Chan although explains the reason to change the procedure of purchasing in the massage he sent raised few doubtful clouds because of the commination errors and supporting facts. Lack of proper instructions and relevant information to support the cause may have discouraged managers from replying at large. He should have submitted a sample format of how he intend to categorise procurement which has excess of $HK 800 000. Few guidelines would have made this message more productive for the
It would have been more successful if the message was sent with a clear time schedule or deadline for managers to submit the contracts. The message should have been conveyed in a more authoritative manner without disclosing any excessive figures.
Personal visits can be made to relevant managers as Clara NG requested. As an example in a banking environment when an issue arises you first address it to your immediate line manager and then accordingly it will reach the higher management level.
An approval should have been drafted accordingly to share relevant information with managers and other concerned parties. More information should be gathered from the bottom layer of the organisation to study the ground reality. Communication errors would have been minimised if he had contacted top layers of the management before sending the message. Line managers’ idea on such message should have taken a bit earlier than sending just a message.
As the timing of the conveyed message contradicted with busy season more productive steps should have been take to get more attention from the managers. A sample format of the structural division of the excessive amount would have cleared any doubts