Managing Strategic Transformation[mst]
well. 9. The Management was using pressure tactics
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GP1, MST Jaguar Group 3
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- Retrenchment
- The PMS should be in alignment with new goals and objectives. KPI’s can be created giving
| well. 9. The Management was using pressure tactics to mould the employees instead of addressing the core issue which was that of lack of communication and motivation for the employees. It wasn’t until when the Management faced stiff resistance from employees did it realize the importance of communication, the need to display early wins and to showcase their continued commitment towards the change. We see a reactive approach in bringing credibility rather than a proactive one. 10. Retrenchment was away to terminate the weaker links which was good considering the quality of the factory had gone down and there was a widespread belief that there is no requirement for change or improvement because they produced the no 1 UK selling cars for years. The morale and trust of the retained employees could have been affected due to this downsizing. They were also losing out on experienced people and the knowledge was lost forever. 11. There can be apprehensions regarding Hudson’s plan of employee’s interdepartmental movement. Without any specialisation and experience on a particular field, how much quality work could be implemented specially when the work would require high expertise. On the other hand, it might have a positive effect of broadening of knowledge 12. Heavy upgradations were made like use of computer simulation techniques to ensure strain-free conditions for operators but were the employees upgraded enough technically to handle all the new and special equipment’s delivered and deliver premium quality products within the stipulated time. 13. Was David Hudson, having operationally transformed two Jaguar plants, the right person to transform a non-luxury car manufacturing plant Could the Halewood plant transformation have been completed at a earlier date with a person more experienced in the relevant field. Without any data presenting David’s performance, one cannot speculate if he was the apt person for the role 14. Given the fear of project loss and job loss, was the cultural transformation genuine or just on a temporary basis With an aim to please upper management did Hudson only concentrate and MANAGING STRATEGIC TRANSFORMATION[MST] CASE 4: JAGUAR SUBMITTED BY GROUP 1 3 present cases that showed a positive turnaround. Without reports on the production volume and after sales customer feedback, one cannot be sure of the validity of Hudson’s success story. The improvements highlighted could only be attributed to escort production, but does it translate the same to Jaguar. 15. With majority of the activities outsourced can the success story solely be attributed to Halewood plant transformation How committed and invested are the external vendors Have they been properly vetted to prevent any quality or malpractice issues A detailed analysis is needed about the dependency on external vendors and how the firm is able to maintain and minimize its risk exposure. Hypothesis 1. There must have been a sizeable political coalition (might include Govt) that fuelled extreme autonomy of the Union. The firm’s Management didn’t wish to confront them and let the Plant die an organic death. 2. Halewood employees got isolated from the top management – lack of farsighted insight or will from top management to fix longstanding issues. 3. The Management forced Govt’s hand in providing them investment, the only way perhaps for Ford Management to fight the longstanding political coalition and Union’s autonomy. The investment from Govt. would ensure their commitment to the Plant, help tackle the troublemakers within the company. Such a strategic plan on part of Ford Management might have been a smart move to tackle the longstanding powerful opposition. Recommendation 1. The employees demanded a higher salary for building a Jaguar car. Even if the Management didn’t want to agree to their exact requests, it could certainly have provided motivation to them through PMS. The PMS should be in alignment with new goals and objectives. KPI’s can be created giving Download 226.14 Kb. Share with your friends:
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