Summary: Riordan Manufacturing

Riordan Manufacturing

Riordan manufacturing needs a strategic management. Riordan Manufacturing knows the meaning of strategic planning. Riordan Manufacturing will implement the competitive advantages, sustainability, innovation and ethical and social responsibilities, cultural and structural leadership and assessment and the feedback controls. Riordan Manufacturing is determined to implement a formal customer management system, which will be used extensive through the company. The consultant’s job will be to assist Riordan to develop and apply the changes for the results can go as easily to be achievable. Riordan manufacturing function through a technical structure and a system based on formal power. According to the organizational
charts, the organization is made up of several departments which function in different areas based on the capacity of work. Riordan manufacturing also breaks down jobs and department based on specialization. Every department and division has a Vice President that oversees the department and reports and informs to the chief executive administrator. All vice presidents have a manager who manages a number of employees. These individuals are selected based on the knowledge and understanding of the organization structure, job characteristics, skill variety, and task identity, personal attributes. Employee behavior and effectiveness are influenced by capability, enthusiasm and opportunity.
When and if Riordan manufacturing puts into operation a development career program for employees, the employees will become motivated to make an extra effort toward their goals. Employees are prone to stay with the organization that will provide what is valuable to them. A career development program will allow assisting manager to keep employees to stay. Senior managers do not want the big turnover, they believe that retaining employees is a good quality for the organization therefore they will come up with a strategy to keep employees happy and keep then. Riordan could implement day-care-centers, institute free lunch programs with a daily spending cap per employee and bi-annual, and a team building exercises and retreats. If Riordan Manufacturing does not begin training the workers to the requirements of the company, the employees might start to look for employments elsewhere. Riordan will need to raise wages or redefine rewards to keep the workers. Riordan has determined that long-range-success is based on employee retention and
motivation. The culture of Riordan manufacturing ought to be such that all employees feel motivated to give all their effort towards the growth and new initiatives of the organization and for every employee to remain devoted and dedicated to the company.
From a cultural standpoint Riordan’s leadership or management will foster a culture that empowers Riordan’s employees to work in a supportive and a flexible work atmosphere with adequate decision making authority. To develop the quality culture and to put in each aspect of the company decision making it is extremely important that all employees remain. The assessment is designed to evaluate the organization capability, ability and over all skill level. There are different areas inside Riordan manufacturing that will need to be assessing the employee performance and quality. Riordan manufacturing is a global plastic production holding five hundred and fifty employees. The production is divided among three plants, plastic beverage containers in Albany, Georgia, custom plastic parts in Pontiac, Michigan and plastic fan parts in Hangzhou, China. Formal and informal power structure in the organization is a beneficial or damaging to a company depending on how well the organization is understood and
used. Resistance to change is one of the most common negative things that can be found in most organizations. There are a few things that cause resistance to change. The most common reason is habit. Habit is when people are used to doing things a certain way and they want to keep doing it that way. Even though the only certain thing is change people choose to keep their own ways. Fear of the unknown is also a much known cause of resistance to change. Fear of the unknown is change substitutes ambiguity and uncertainty for the unknown. This simply means that people are scared to see and live new experiences. I personally know a few people that rather have a horrible job than to look for a new good one. As we see, resistance to change can be a big problem for organizations and also for individual’s pocket. The strongest strategy to overcome this resistance would be by education and communication. Educating and communication with the employees about the new changes can be much easier, especially if they understand how they are going to benefit from this transition. Another positive way to overcome resistance to change would be by implementing changes fairly to all employees. In order to implement change I would definitely use Lewin’s three step model. I would use this model because I think it is so simple and fast. The three steps would be to unfreeze, move and refreeze. What all this basically states is that we need to find a way to stop the habits and start transitioning into the new procedures. Once everyone is ready for change we need to start implementing the transition. Once the transition is made we need to freeze everything again by making the new standards and procedures effective. Once all the changes have been implemented we need to set a standard to verify the improvement in the organization. The first step in the process to verify the change is to find the standards that need to be met. Once the standards are met we need to keep the teams and groups on the check to verify if they are meeting the required metrics. This is a very simple process, because all you have to do is keep your teams in the watch making sure the metrics are being met. Most of the times their will be some changes that will need to be implemented after everything has been changed, but that is totally normal.