Ramrod Case Questions and Answers Essay

1.What kinds of products and technologies does Benson Metals use?How look at these been changing recently? Benson Metals, a medium-sized maker of specialty steel products, has traditionally used a craftsliketechnology to produce a innovation of metals. In toll of Perrows model of technology, task variety andtask analyzability are low, as in that respect is still guesswork, skill, and even some black magic inmanufacturing products. Benson also produces metals in very small quantitiespounds non tonsso thatin terms of Woodwards model it is small batch, and the skills and knowledge of performance state are more than important than machines in getting the job through with(p)task complexity is low.Recently, the comp either has travel into making sophisticated and technically difficult steels for theaerospace industry. Not only are they difficult to produce, these steels require more research skills,metallurgical analysis, and delicate handling in all stages of merchandise. They a re produced to verystringent specifications. In terms of Perrows model, task variety has plusd and task analyzability hasfallen ware is more nonroutine and research oriented and depends more on the skills, experience,knowledge, and judgment of doing personnel. Companies dissolvenot imitate these skills, so they form acompetitive advantage. The surround surrounding the company has adjustmentd to more uncertainty because a new orbital cavity of products is manufactured. Both technology and milieu have castrated, have-to doe withing the contingencies facing the company, and increasing potential difference risks and returns.2.What fusss is Benson Metals encountering as it changes products and technologies?An increased level of conflict between gross revenue and production poses a problem. Production is responding tothe new pressures facing the organization, yet it is continually bit with gross sales. Sales wants a rapidresponse to unexpected customer requests or tries to disc over productions plans or when the finished product result be ready.Morale is move as the effects of these conflicts spread. Managers in different runs are taking sides,usually siding with sales against Ramrod and production. Communication and decision-making haveslowed as a result of uncooperative attitudes. desegregation between functions is falling. This is dangerousfor nonroutinetechnology that requires a high level of differentiation and integrating to be effective.3.What is causing these problems in Benson Metals?The sources of the conflict can be isolated. sustentation the discussion focused on the people, principallyRamrod, and examine what he is doing wrong this onset makes the later analysis of agent moredramatic.The attitudes and behavior of Ramrod Stockwell cause the problem. Although he is competent, he causesconflict within his own function and new(prenominal) functions. In his own function he fails to delegate authorityand keeps the reins of origin in his o wn hands. He has a centralized management style and does not share teaching, which makes it impossible for subordinates to provide salespeople with the knowledge theyneed. He does not follow the chain of command he goes to people only when he needs them. Violatinglines of authority reduces the authority of his managers and also leaves them uninformed.His attitudes affect human relationships with other functions, especially sales, because he also does not allowsubordinates to share any but routine information. Because of the centralization of authority in production, subordinates do not possess information. Only Rob Bronson, the vice president of sales, canget information from Ramrod, and he is too busy to do so (and too proud since he would have to admit 232dependency on Ramrod). Stockwell says something can be done but fails to provide an accurate timeframe, making planning difficult for sales and other departmentsmaking them dependent on Ramrod.Ramrod is a rough rhomb and has l ittle social contact with other top managers at Benson Metals,which nurture isolates him. Managers have suggested sensitivity training to help him better communicateand delegate.The conclusion is that Ramrod is the problemhis attitudes and values. What is the solution? FireRamrod? After the pros and cons have been considered (the firm would lose his valuable skills andexpertise), the teacher can turn the discussion to the issue of the company indicant expression studentsrarely raise this issue. 4.In the past, which function has had the or so power in Benson Metals? How has the power relationship between production and sales been changing recently? Traditionally, sales has enjoyed most of the powerPresident Tom Hollis worked with Fred Benson and was the sales director.Most of the assistant to managers educate for promotion come from sales.Sales gets the credit for good work trance production is blamed in the bad years.Sales can typeface orders into the production process, alth ough, as in the Continental Can case,this causes significant problems that will increase as the sophistication of the metalsincreases.Production managers play second wreak to salespeople They have inferior facilities andlimited access to resources and to top managers.The traditional power of sales reflects the fact that in the past, the briny contingency facing Benson wasto sell its products in a competitive market against four or five other companies who compete for thesame customers. In this environment, developing customer relationships and servicing customers is veryimportant. Recently the environment has changed and production has become more importantonly production can produce the kinds of steels customers want. In the new competitive environmentProduction prevails the main contingencies.Production has become central and nonsubstitutable.Production reduces the uncertainty facing sales, not vice versa.Even though the power of production is increasing, Bensons inseparable po wer structure does not reflectthis change. Rob Bronson, the sales manager realizes the change but deliberately avoids a change in thestatus of sales, and the result is conflict.The inwardness is that maybe Ramrod is not the problem it is Bensons unchanged internal power structurein a changed environment. Ramrods attitudes and behaviors seem logical once it is understood that hewants to increase his functions power and status in the organizationHe doesnt delegate authority and share information to increase his power over sales.Information is a power resource, and by hoarding information he can increase the uncertaintyof other departments and their dependence on him.He agrees to all requests but feeds no feedback.This increases his power and makes himnonsubstitutable.Ramrod, consciously or unconsciously, is refuse information to increase the dependence of otherson him and to change the balance of power in his favor. A strong CEO would understand this and might 233publicly cognise the importance of production and correct the imbalance. The chairman and his son areweak and the president is from sales, so nothing is being done. The level of conflict is escalating as salesfights back. 5.Suggest some ways to try to solve the problems the company is experiencing. What would be a good dodge for change? There are several ways of increasing the power of production vis--vis sales.Like Continental Can, Benson should create a production control department to buffer salesand production and reduce or eliminate sales ability to slip new customer orders into the production process. All requests should settle through production control, which transmitsthem to production. This reduces sales traditional power over production and helps promotea power balance.The support of top management is vital for a change in attitudes, and top management needsto recognize the increased status of production publicly.To increase the status of production, top management can improve manufactu ring facilitiesand give Ramrod a bigger office and staff, a more central location, and great access to topmanagement.Create a task force to examine how environmental changes affect working relationships andto increase perceptions of the importance and status of production.Send Stockwell to a management training course to improve his skills at delegation.