A Case Study of Crosby Manufacturing Corporation: Antiquated MCCS Reporting Procedures
1. Livingston calls meeting to discuss major problems with management cost and control system (MCCS)
a. Antiquated MCCS reporting procedures made Crosby Manufacturing Corporation a nonstarter of sorts for three large government contracts because they were not capable of adhering to the customer’s financial reporting requirements
2. Crosby Manufacturing was $250-million-a-year electronics component manufacturing firm in 2005, when Wilfred Livingston became president
a. First goals towards obtaining large government contracts
i. Reorganize employees into a modified matrix structure
1. Strictly speaking matrix management is the practise of managing individuals with more than one reporting line (in a matrix organization structure), but it is also commonly used to describe managing cross functional, cross business group and other forms of working that cross the traditional vertical business units – often silos - of function and geography.
2. It is a type of organizational management in which people with similar skills are pooled for work assignments, resulting in more than one manager (sometimes referred to as solid line and dotted line reports, in reference to traditional EDP business organization charts).
a. Provided customer focal point policy that government agencies prefer ii. Replace present computer system with a more advanced model to update MCCS reporting procedures
1. Develop capabilities for keeping two or even three different sets of books for customers
b. Discussion of costs, feasibility study
i. Input-output demands, processing, storage capacity, rental, purchase or lease of a system, nonrecurring expenditures, recurring expenditures, cost of supplies, facility requirements, and training requirements
1. EDP manager warns that they will have two computer systems in operation simultaneously for a short time, establishes time frame for switching over and factors of costs
c. Livingston appoints Tim Emary for his planning ability, violating their
a. Antiquated MCCS reporting procedures made Crosby Manufacturing Corporation a nonstarter of sorts for three large government contracts because they were not capable of adhering to the customer’s financial reporting requirements
2. Crosby Manufacturing was $250-million-a-year electronics component manufacturing firm in 2005, when Wilfred Livingston became president
a. First goals towards obtaining large government contracts
i. Reorganize employees into a modified matrix structure
1. Strictly speaking matrix management is the practise of managing individuals with more than one reporting line (in a matrix organization structure), but it is also commonly used to describe managing cross functional, cross business group and other forms of working that cross the traditional vertical business units – often silos - of function and geography.
2. It is a type of organizational management in which people with similar skills are pooled for work assignments, resulting in more than one manager (sometimes referred to as solid line and dotted line reports, in reference to traditional EDP business organization charts).
a. Provided customer focal point policy that government agencies prefer ii. Replace present computer system with a more advanced model to update MCCS reporting procedures
1. Develop capabilities for keeping two or even three different sets of books for customers
b. Discussion of costs, feasibility study
i. Input-output demands, processing, storage capacity, rental, purchase or lease of a system, nonrecurring expenditures, recurring expenditures, cost of supplies, facility requirements, and training requirements
1. EDP manager warns that they will have two computer systems in operation simultaneously for a short time, establishes time frame for switching over and factors of costs
c. Livingston appoints Tim Emary for his planning ability, violating their