Airstar Case Study

Abstract Airstars organizational design is outdated. reason president and actual president clear been managing the lodge under the assumptions of a predicable milieu. Airstar is having problems with communication and job-description along the party. Tasks have been narrow downed superficially and job responsibilities are not descriptive enough. The cross-functional communications among managers is not working effectively and employees have been working up their own job description.Because of that, goal accomplishment is strong becoming obsolete and decisions are being made on the priming of practicality. Also, the follow is facing remote nemesiss from major competitor such as General Electric and Pratt & Whitney. The stagnation from top managers is causing chaos nationally, because championship environment is constantly changing and most managers have been in the company for more than twenty years. So, for maximum efficiency, Airstar requirements to guide their employe e with standards and written guidelines in direct to succeed and move forward. Introduction Airstar Inc. manufactures, repairs, and overhauls pistons and jet engines for smaller, often previously owned aircraft (Daft, 2008, p. 84). It has a solid history and its strength comes from the fact that it is salutary k forthwithn in the market and employee loyalty. However, the rapidly changing industry tally with the change in the presidency is causing problematic reckons for Airstar. A company that has been in the market for twenty years producing customer and employee loyalty now has threat with new arriving business competition and the ever-changing business environment.Unfortunately, Roy Morgan, the president, assumes that he could enshroud to run the company as it had been twenty years ago. In the past, decisions had been made on the basis of practicality. However, the current environment is in need of changes in duties and management practices. The want of ample communication concerning duties and how to re social system them for reveal efficiency is causing internal chaos. So, communication protrudes to be the Aquiles problem of Airstar. Problems The head start signifi arset issue for Airstar is the threat of the changing environment.As Walmart founder surface-to-air missile Walton said once that advantage competition is not just continue to develop but to stay ahead of competition and the learning veer of its environment (Walmart, Inc. , 2010). To continue to exist, the organization needs to not merely dress to, but also to influence the changing environment, and in consequence, creating a company worth for its stakeholders. According to the case study, there is a major lack of leadership and coordination. The second significant issue for Airstar is that the current system is incomplete cooperative, nor strategic intent.Strategic intent means that all the organizations energies and resources are directed toward a focused, unifying, and compelli ng overall goal (Daft, 2008, p. 60). It shows that the determine established by the founder were never reviewed for the purpose of internal and external changes. The company vision and mission statement are worthless if there are not stated throughout the various hierarchies of the company. Also, Airstar current system has shown convergency responsibilities between employees. Specific tasks should be assigned to employees that are better suitable for these tasks.Another significant issue for Airstar is the instability of its external environment. This problem could evoke stressed employees and in consequence, a less effective performance (Rolfe, 2005). Managers should not only communicate effectively, but also listen to employees and be antiphonal of the way they experience different factors within the company. Such consideration will bring better management strategies not only in duty assignment the most appropriate duties, but also in managing the stress factor related to re quired structural adjusts.The last significant issue is the threat created by new competitors. Competitors, who are new to the market, will make all(prenominal) effort to follow solid business principles to attract value customers and bump off market share. Airstar is no longer the sole service provider of its industry, and finds itself in an environment that is quickly changing. Here is where the mature organization comes to play. Airstar has been known for its safety, prize quality, and customer service. These are strengths that can be hard to conquest and could mayhap allocate Airstar ahead of its competitors. InterventionsJim Robinson, vice president of manufacturing, pointed it out six principles that appear to focus on internal changes and could provide Airstar with a better location to handle external environmental changes and a stronger internal structure. First, formalization is deficient because of the long lifetime of the company without written rules and regulations . It is recommended that Airstar begins its internal renovation passage by creating a list of recommended rules, regulations, and policies. Second, these initiatives are communicated in writing, so it can provide managers and employees with the opening to comment.Then, after being implemented in literature takes place, meetings could be held to discuss comments. Third, it is recommended that Airstar creates a mission statement, a number of goals for approaching that relate to it, and strategies to arrive at these goals. Then, after implementing the goals and tasks to achieve internal productivity, Mr. Morgan should assign appropriate force members to avoid the overlapping that has been occurred in the past. Furthermore, the external environment requires to be monitored on a frequent basis so that all important(p) responses can be implemented in a timely manner.The monitor procedure can also be allocated to specific personnel members, who should communicate with top managers via meetings. Fifth, the hierarchy of authority should be established and updated according to the transformation of tasks and strategies within the company. As Robinson refers, Airstars internal structure should be unploughed to a minimum. It is a sound standard keeping the internal structure of the company as simple as possible in order to center on goals rather than on endeavoring to manage extensive personnel members and their many duties.Conclusion Airstar has proven to retain a quite considerable, although reasonably lesser, customer base. I believe the company has the potential to recover itself with internal structural changes, as recommended above. Mr. Morgan attitude is very optimistic towards implementing adjustments for the benefit of his company. His willingness to use a consultant and put into operation suggestions shows that he is serious slightly fetching his company up to date with the external environment. However, it is important that Mr.Morgan and his complete management team do not make these decisions on an stray foundation, but that employees should be incorporated in implementing some of the changes. References Daft, R. (2008), Organizational supposition and Design, 10th ed. Mason Ohio, South-Western Cengage Learning. Rolfe, Foreman and Tylee, 2005, Welfare or Farewell? cordial Health and Stress in the Work Place, Issue 268. Retrieved from academician Search Complete Walmart, Inc. (2010). Walmart Corporate. Retrieved November 16, 2011, from Walmart Annual Report http//walmartstores. com/sites/annualreport/2010/