Paradoxical Twins Acme and Omega Electronics

Case Study on bookinging fit heyday And omega Electronics By ABC Paradoxical Twins superlative degree And zed Electronics Defining the issue After reading the exemplar of the Paradoxical Twins superlative and ezed Electronics, I found twain eyeshade and Omega produce similar products and offer similar services. efflorescence president John Tyler is a very tough going individualistic and he is portrayed to be an autocratic individual because there is whizz way communication in Acme. The outcome provides an opportunity to evaluate two Acme and Omegas brass section social organisation of a business.Both companies utilise to have the same organisational grammatical construction but after they were remove to different investors, as a consequence of this, to each one club has its testify procedures and company policies. Fol misfortunateing are the same facts about both the company mentioned in the case after they became the separate business entity. Acme retai ned original trouble and promoted GM to the president. They have rise defined geological formational structureand terminations are often taken by top management without consulting manufacturing department.And they have wellspring defined job responsibilities and license. Omegahired a new president and upgraded several existing personnel inside the plant. They beart have the giving medicational structure and they believe thatOrganizational map seems like artificial barrier. They have a participative management style of leaders and they dont have well defined job specification. Acme has shipped the 100 prototypes on 2 shifts, and 20% ofthese units were found defective. While Omega has shipped the100 units on time, and no defective items weredetected.Despite of these facts, and although, as seen in the previous section,Omega was more effective than Acme, the photocopier manufacturer decided to split the final contract amongstAcme and Omega, under the conditions of maintaining zero defects and lowering the final costJustifications of this decision could be 1-Acme retained the original structure of Technological Products of Erie, and has been fitted to be an Omega in profitable contracts in the past. This has formed a approximate reputation for Acme that strength have contributed in giving them a chance to have a ortion of this contract. 2- Acmes price was slightly lower than Omegas, and since the photocopier manufacturer have conditioned high quality, I t might have been more profitable to chooseAcme as well as Omega. 3-Omega was non rejected because that would be unethical and may be illegal since they met the deadline and provided high quality inputs to photocopier manufacturer. At Acme The high formalness of coordination, and thetall hierarchy of the system of rulesal chart, has affected the way activities were being make.The intimately important effects can be summarized as follows 1-Little information was communicated to the organization as a whole and among different departments. 2-Lack of motivation, as some(prenominal) managers voiced. 3-Some inertia against trying new methods of organize existed. 4-Coordination surrounded by divisions was non high enough that some important decisions were wrongly taken. At Omega 1-Due to the exceedingly internal fashion work was being done in,employees had an ambiguous learn of their own roles. 2-Information sharing was high among all trains, with sometimes caused a waste of time. -Innovative thinking was encouraged. 4-The work washighly collaborative Analyzing the case data The paradoxical twins describe two organizations, Acme and OmegaElectronics thatare competing for the same contract for manufacturing a memory unit to be used in a photocopier. Omega, having an organic structure, wins the race because they are able to produce the higher quality memory unit. On the separate hand, Acme having mechanistic structure seems less competent and less reliable because of its low quality memory unit which they are unable to produce in time and some of its prototypes fail to work.Omega even corrects a design fallacy in the original blueprint, which improves product quality. But, both the company is given half(prenominal) the order, and they were encouraged to find the way to cut back the costand Acme takes usefulness of this opportunity to experiment to find ways to reduce its costs, whereas Omega does not. last Acme discovers the way to reduce the cost by 20% and they won the contract. Omega may have won the battle, but Acme has won the war because its mechanistic structure fosters a concern for technical energy and cost reduction in what is a routine manufacturing environment.In this particular case, Acme decides to run a tight ship (mechanistic structure) in order to addition productivity and efficiency, and to decrease costs. The advantage of this strategy is that they can undersell their rival (Omega) by selling at a lower cost. Omega, on the oth er hand, is nearly too opposite. They run a more organic structure, which relies heavily upon communication, delegation and teamwork. This strategy allows Omega to effectively compete with Acme by stressing reliability and by placing emphasis on quality.Omegas decentralized, organic preliminary allowed for the building of prototypes 10 days faster than Acme, correction of errors, and a highly reliable prototypemuch more reliable than Acmes, which had a 10 percent failure rate. Omega was more effective when evaluated by these criteria, although Acmes prices were lower than Omegas because of that Acme won the competition and which was a fair result in my opinion. Its mechanistic structure provided it with the management system and incentives needed to improve and reduce its manufacturing process, so that Acme won the final race over Omega.Generating alternatives * Change in the organizational structure of both companies is needed. * Development and adaptation of new technology and t echniques is required in both companies. * There should be a change in the workflow of the companies. * The merger of both companies is also an option open for both companies. Selecting decision criteria Selection criteria for the alternatives is performance and working style along with organization structure is adopted to find and recommend the alternatives. Analyzing and evaluating alternativesSome changes can be do at both plants that would increase efficiency of work and hence put forward their competitive advantage against each other. Selecting the preferred alternative Alternative-1Change in structure Omega is a decentralized organization, where managers and subordinates delegate important decisions to lower level about new organizational projects. Omegas management believes in mutual adjustment, which is the place of using judgment on problem solving and also creates an familiar way of communicating with each other rather than using normalization or written rules.There i s not clear cut job depth psychology (job description and specification). Sometime new employees dont know what to do for a month and even longer. Omegas organic structure gives the employees more tractableness to innovative thinking, and creates a unity within the organization but it is not enough to be the effective organization. Omega should have mix in organization structure it means it would be better if there is a mix of mechanical and organic organization structure.There should be a formal communication channel to make sure that information is passed down or up whenever necessary. In my opinion, the company President Jim Rawls doesnt have proper hold up over the employees functions and activities due to the lack of properly designed structure and communication engagement. They communicate information by direct meeting which is not good all the time especially during the rush time. Not only this, but also, the president spent too much time on listening to suggestion rathe r than having his own clear cut idea.Therefore, in conclusion, to solve this kind of problem they should have transparent communication network within the organization to make sure there are no barriers in effective communication, they should define the job authority and responsibility of each task, there should be some chain of command in the organization or the top level management should decide in genuine things which critical to the organization. They should change the structure to mechanistic structure and finally they should change their technology to mass production so that they also can reduce the cost of production and be more competitive in the securities industry place.To be effective, Omega electronics should have some kind of hierarchy where employees go through themselves in the chain of command and there should be clear authority and responsibility of each employee. They should make sure that they communication channel within the organization is effective and trans parent for the efficient and prompt flow of information. Alternative- 2 Merger In the case of Acme andOmega, the high level of competitions seems to be the main motivator for both plants to strive excellence, once they merge, this motivator go forth vanish.Another problem that might arise is a cross cultural conflict between members of the twoplants. At Acme, every role is clearly defined, and the forte level is high, while at Omega, roles are spread among members and specialization is not that high, conciliating such differences will be ahectic job. If those two issues were overcome, cartel the well defined structure that Acme holds and the skills of its workers, with flexibility and the innovative personality of work that Omega provides,An Acme Omega merger would be a successful one and a great competitor to other plants in their industry Developing an action/implementation planAt Acme I would be of great benefit of cross functional teams were introduced into the structure to handle jobs such as the one in this case study. It would also be a great motivator and boosterof quality of work ifmanagers as well as specialists were given some open s ill-treat to share their view collectively rather than the unidirectional channels that are adopted at Acme. This willalso need a higher level of coordination between departments. Innovation should also be highly encouraged, due to the high pace of change and introduction of new products in Acmesindustry.At Omega The informal nature of the structure seems to be working fine,except that it needs a spotlight of formalization andclarification ofpeoples roles. This structure was a story of strength for Omega in this bid however, it wont work for other tasks that need faster accomplishments of the activities. For example, instead ofexchanging opinions and suggestions most of the time, this can be organized using information sharing systems that centralized data that everyone in the organization needs.