Quality and Performance Excellence James R. Evans 7th edition Assigned questions
ID: 355752 • Letter: Q
Question
Quality and Performance Excellence James R. Evans 7th edition
Assigned questions for Case: “You Want Us to Work with Marketing???” (page 320-321):
What are some symptoms of typical cultural barriers that create obstacles to improvements??
How can a process focus help to break down silos in an organization?
revise and imple- ional structure and What steps should be taken to revise ment an improved organizational stru quality management system? manag ence call to Z Is to Work With Marketing?243 purpose of the ca a marketing sys. errors for both n You Want Us to Work With anagement system place. able was chaotic. unsure of their rity, clung to the focused on lower rs without a good They were caught other. Interfaces Eduals, although t and statements re not truly func- ecause new rela- encountered old financial manager, he had known for ctional problem that the employee in marketing. The ted: “Our depart- out these kinds of Because mar! the data flow c they also under reached beyond the potential to problem. This ergistic efforts process review and cooperati to grow. ts and corrective ident periodically uthority, fearing mised. However, undled well. Gaps roposed solutions - it was assumed 1d be automatic. alized that every- because solution rt. However, like ading steps were poorly managed. letely integrated on her second day as division level financial one of Kay's employees (someone she had knager, several years) told her about a transactional. with sales data. Kay suggested that the end resolve the issue with someone in marketi, response was the last thing she expected: «Our ment hasn't talked to marketing about these ki problems for seven years.” Shocked, Kay decided to do some investigatin She called one of the marketing managers she had known for many years and asked what he knew about this problem. He confirmed there was an issue between the two departments but said he didn't under- stand the details. What made this situation even more puzzling was that this barrier had survived a move of the entire division (85 people) from Denver to Phoenix six years earlier. Significant synergy could be gained by having the two groups work closely. How could managers in either department have permitted these silos? Did they lack the courage to address the prob- lem, or were they so disengaged from the day-to-day activities that they didn't even see it? To address this issue, Kay wanted to have both groups share their process flows with each other in a series of joint departmental meetings. Each session would develop process thinking and help the groups cee realized that hat would make The Committee un at supervisory and dissatisfac- anges workable. E managers, wri- ntain a sense of ng back on cus- topgap" actions gaproducts pro- lized that they develop a com- understand how to support each other by seeing them selves as customers and suppliers of each other. She e marketing manager again and shared her plan. Without hesitation, he agreed to help. The mar keting department already had process maps its with customers. They agreed not to tell their group what situation had initiated these sessions. Within a week, the first session was schedu was interesting to watch everyone find a seat. O group gathered on the right side of the room and was scheduled. It e room and theExplanation / Answer
What are some symptoms of typical cultural barriers that create obstacles to improvements
How can a process focus help to break down silos in an organization
What types of tools and techniques can be used to help support a process focus and improve the process of change