The Twin Paradoxical: Acme and Omega Electronics Study Case
The Paradoxical Twins: Acme and Omega Electronics
E-mail
: rinomichael@yahoo.co.id
Introduction:
In this case, two similar electronic companies named Acme and Omega, Which situated closely one to another. Both of them are originally formed from the same company, but they grew into completely different companies. Below listed their company details and unique points, right after company’s establishment: Acme:
Company size: 550 employees, with annual sales $10 million
The president: John Tyler
Retaining the original management and upgrading general manager to president
Has a relatively more effective management and bigger net profits
Management culture: bureaucracy/ hierarchy culture, it is stated by John Tyler “he retained the basic structure” and company has a well structured organization chart.
Management get used to routine and predicted activity, stated in “Tyler was confident that has the demand had not been so great….”, and “we have been able to beat Omega regularly..”
Omega:
Company size: 480 employees, with annual sales $8 million
The president: Jim Rawls
Hired a new president who is a former director of a large electronics research laboratory, and upgrading several of the existing personnel within the plant.
Relaying on face to face communication which leads to ineffective time management.
Management culture: adhocracy/ entrepreneurial culture, stated in “Jim Rawls did not believe in organization charts…”, “..people from mechanical, electrical, production and industrial engineering got together..”, and “Jim Rawls called a meeting on Friday, July 8, that included all departments head..”
Team oriented and project based organization are used, based on Jim Rawls’ background as a researcher and his capacity as the president.
Case Summary:
In July 1996, on of major photocopy manufacturer was looking for a subcontractor to assemble the memory unit, whereas this project worth $5-7
: rinomichael@yahoo.co.id
Introduction:
In this case, two similar electronic companies named Acme and Omega, Which situated closely one to another. Both of them are originally formed from the same company, but they grew into completely different companies. Below listed their company details and unique points, right after company’s establishment: Acme:
Company size: 550 employees, with annual sales $10 million
The president: John Tyler
Retaining the original management and upgrading general manager to president
Has a relatively more effective management and bigger net profits
Management culture: bureaucracy/ hierarchy culture, it is stated by John Tyler “he retained the basic structure” and company has a well structured organization chart.
Management get used to routine and predicted activity, stated in “Tyler was confident that has the demand had not been so great….”, and “we have been able to beat Omega regularly..”
Omega:
Company size: 480 employees, with annual sales $8 million
The president: Jim Rawls
Hired a new president who is a former director of a large electronics research laboratory, and upgrading several of the existing personnel within the plant.
Relaying on face to face communication which leads to ineffective time management.
Management culture: adhocracy/ entrepreneurial culture, stated in “Jim Rawls did not believe in organization charts…”, “..people from mechanical, electrical, production and industrial engineering got together..”, and “Jim Rawls called a meeting on Friday, July 8, that included all departments head..”
Team oriented and project based organization are used, based on Jim Rawls’ background as a researcher and his capacity as the president.
Case Summary:
In July 1996, on of major photocopy manufacturer was looking for a subcontractor to assemble the memory unit, whereas this project worth $5-7
References: Books: Colquitt, Jason A et all. (2011). Organizational Behavior “Improving Performance and Commitment in The Workplace”. McGraw-Hill Internet Corkindale, Gill. Harvard Business Review.org washington.edu