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Running head: FUNCTIONAL AREA INTERRELATIONSHIPS
Functional Area Interrelationships
The purpose of this paper is to identify the functional areas of Riordan Manufacturing industry. In this paper, the reasons for the organization¶s existence will be identified through an analysis of the mission, vision, values, and goals of the organization. Additionally, an analysis of the type of organizational structure employed by the business will be addressed as well as key positions that support Riordan¶s operations. The level of vertical and lateral collaboration among Riordan¶s functional areas to achieve their organizational goals will be identified and explained along with examples of the use of lateral and vertical collaboration within the organization. Furthermore, key stakeholders and their roles needed to achieve the organizational goals recommended will be identified and addressed as it relates to Riordan¶s success. Analysis of the Mission, Vision, Values, and Goals
When analyzing Riordan¶s organization it appears the most important reason for the organizations existence is to ensure company grown.
The company has set a goal of leading edge technology. Possessing faith in his employees is an important concept in validating . The current economic conditions will have some effect on the goals of the company as a general rule. in 2000. This would appear from the outside as a form of outsourcing. Michael Riordan. They have also included a forward thinking plan for the research and development trends of the manufacturing industry. maintaining contracts with the department of defense will help to offset the downturn in the automotive industry. was a dramatic step in making the world take notice of Riordan. Dr. it becomes clear that the company has placed itself strategically throughout the country to better target areas for expansion. founder of the manufacturing company believes that his employees contribute directly to the company¶s success. However. The China venture. Riordan retooled the Michigan plant and turned it into a plant for custom plastics parts. Both these areas will provide solutions for the customer base and falls within the mission of the company. It looks as if the Riordan is a relatively small company with immense growth potential. A diverse set of products will help Riordan to continue to move forward. they moved their fan manufacturing operations to that facility from the Michigan plant. However. According to a memo published on the company intranet site. they are continuing their forward thinking by budgeting for technological advances with an eye toward the documentation of current environment and future projects also. south western portion for distribution.They are involved in multiple areas of research and development of plastics products for numerous industries. Georgia and California are set up in a way to cover easily north. When viewing the company information. Riordan has every intention to do what is best for the expansion of the company without sacrificing the worker to do so. When the company expanded into China. Three businesses in Michigan.
fans. Michael Riordan. . a communications file entitled. In the University of Phoenix simulation (2009). 2009). geographic areas.Georgia. At the beginning of the year. Michigan. and California and a joint venture in the People¶s Republic of China. Riordan Manufacturing has three operating entities . is responsible for planning. Riordan Manufacturing has autonomous divisions critical to each operation. students can follow a scenario illustrating the strategic advantages and disadvantages for divisional structures as it relates to managing issues. and coordinating operational activities. Each operating entity has Finance and Accounting Systems. and international and marketing divisions (University of Phoenix. directing. define a divisional organizational structure (Pearce. The president and CEO.the company¶s existence. plastic beverage. 2009). diversity in product lines. Pontiac Product Quality Concerns. Michigan. a director administers each of the Riordan Manufacturing Sales Divisions. 2009). Each division provides products or services different from the other divisions. not the entire business (Pearce. An example of a strategic advantage is retaining centralized control of strategic decisions. Additionally. Organizational Structure Size. contained e-mails originated from the Plant Operations Division in Pontiac. He delegates authority to his vice presidents and managers to oversee and make decisions for the business divisions (University of Phoenix simulation (2009). Robinson. During a span of almost a year. custom plastics. Dr. An example of a strategic disadvantage involves the potential for inter functional conflict²priority placed on functional areas. and unrelated market channels. Robinson.
2). The vice president further informed the director at the Operations Division at Pontiac that even if the concerns were not valid. 1). ³Ignoring employees is never a good policy´ (University of Phoenix. Several months went by without any response. The superintendent followed proper protocol to report the issue to the affected department managers. The communication files in the simulation did not indicate whether the superintendent received any acknowledgement or praise on reporting the quality control issues. 2). The vice president over Operations at the Pontiac plant issued a press release to dispel the rumors that the FDA was planning to launch an investigation into the quality of some of its medical products. an investigation was appropriate. para. Finally. 2009. para. The superintendent was reporting issues in quality control she believed was serious and required the attention from top management at the Pontiac Division. informing him that ³Cost cutting measures resulted in changes in both training and quality control´ (University of Phoenix. 2009. the superintendent sent an email to Riordan Manufacturing¶s vice president of Human Resources.a first line superintendent submitted an e-mail to the assistant plant manager at the Pontiac Division. . The superintendent then submitted an e-mail to the vice president of operations at the Pontiac Division. The vice president sent an e-mail to the directors of the Pontiac division stating that. The vice president stated. These issues ultimately led to rumors of an investigation by the Food and Drug Administration (FDA). ³Our production processes meet all FDA requirements and our products are of the highest quality´ (University of Phoenix. and praised for reporting a suspected problem. Another e-mail sent to the vice president of human resources stated that the superintendent was preparing to move to the company¶s joint venture in China. The superintendent has a right to know the status of the investigation. para. 2009.
After producing the raw materials. which has extended internationally.Collaboration Process The surrounding construction originates from inside the study and design function of Riordan Manufacturing. The company must also market these products to ensure the customer is aware of the company¶s modern ability. This system allows the consumer to view. Each team has a specific responsibility focused on being inventive and creating new company products. Riordan started by extensive planning before producing products. The study and improvement structure includes a mediator. The strategic plan started the groundwork for the potential success of the business. Consumers can access the Internet to view Riordan¶s computer system. The second step in the collaboration process is to develop an elaborate inventory procedure. and reliance on receiving raw materials. and track the package. several locations. development leader. print out the receipt. Building a group matrix in which each division has a function based on obtaining alike goals makes advancing possible. teamwork is essential to sustaining organization. The company obtained numerous copyrights for commercial applications and its products. Companies . Riordan produces high-tech products and delivers the products to the customer. Getting the needed raw materials to produce the finishing merchandise quickly is important to delivering the ending product to the customer. and a development group. Riordan Manufacturing produces many multinational products. the ending product goes to various locations. Researching improvement plays an important part in the ongoing achievement of Riordan Manufacturing and reinventing new ideas. willing participants. This particular structure is successful in Riordan studies because of selfmotivated individuals.
and bilateral because of how communication is transferred to each department and its employees.want knowledgeable consumers. and face-to-face interactions between department heads. possible. the products would have no value. Without such knowledge. This method of collaboration allows µunilateral¶ communication between key associates and the exchange of important information documented for record keeping. strategic planning should be implemented in every facet of the organization. giving the organization more options to expand its research and development. Riordan has been able to launch new facilities and incorporate strategic plans in areas. major departments such as shipping and receiving. Lateral and Vertical Collaboration Riordan Manufacturing is seeking to expand facilities in Hong Kong and Shanghai. 2006). & Strickland. which current operations will likely relocate. 1. pg. electronic mail notification. . Gamble. 2007). In addition. Building a solid relationship with customers is a significant part of the collaboration process. In order for this feat to be. 2010). who are aware of the world¶s new products and services. ³Collaboration is the process by which partners adopt a high level of purposeful cooperation to maintain a trading relationship over time´ (Bnet. In addition. To create and deliver the ending product. Riordan primarily uses forms of vertical collaboration in memorandums. and risk management work together drafting procedures to ensure consistency of operations and quality control (Riordan. especially when creating next-generation products development (Thompson. Riordan¶s level of collaboration is vertical. Through effective collaboration. conferencing. research/development. lateral. every phase of the collaboration process must be collaborated.
Figure 1-2 Key Stakeholders BusinessDictionary. group. .com (2009) defines stakeholders as Person. Below in figure one is an illustration of the executive level of operations between management in a hierarchy structure. By removing collaboration barriers between manager of research and program managers the access of collaboration between all key development departments can be developed. the illustration shows a snap shot of the hierarchal structure between SVP Kenneth Collins and middle line managers. The Executive Assistant Sandra Smith should have lateral collaboration channels with the manager of materials and the research program managers. and ensure the best methods are being used to reduce costs. The areas in which lateral collaboration can be used are in the Research/Development and the materials department.Vertical and Lateral Action Plan Riordan Manufacturing makes good use of a comprehensive communication systemthat incorporates both unilateral and vertical collaboration methods. Riordan uses approaches of collaboration to improve inventory product development. Figure 1-1 Riordan could use an effective system of communication between suppliers and vendors by adopting vertical collaboration with shipping and receiving personnel. In figure 1-2. and to increase sales through effective cross marketing.
and the community from which the business draws its resources. As Chief Executive Officer. it is essential that ongoing collaboration exists among these groups. which could contribute to a delay in achieving the goals of the organization. customers. objectives. and policies. directors. Michael Riordan. government (and its agencies). product/service lines of business and employees benefits packages. To achieve the organization¶s goals. unions. employees. ³Board of Directors is responsible for setting company policies on labor-management relations. responsive business attitude. Michael Riordan has the responsibility to ensure all stakeholders are satisfied with the direction of the company. and that the organization meets all professional and legal standards to avoid interruptions in manufacturing products. The communities will hold Riordan socially responsible for developing products/services that will not affect a person¶s quality of life. This will ensure that the company meets all government regulations. suppliers.´ The buy-in of employees is imperative.or organization that has direct or indirect stake in an organization because it can affect or is affected by the organization's actions. Consultants of Riordan should work to maintain a longterm relationship through producing innovative solutions. Key stakeholders of Riordan manufacturing are the corporate leaders. will trust decisions made by the management team. owners (shareholders). the community as well as Chief Executive Officer (CEO). Dr. Job satisfaction is #1 among employees. The successes of Riordan mean success for them. Key stakeholders in a business organization include creditors. Riordan¶s customers must hold them accountable to provide solutions to existing problems. customers. This will push Riordan to manufacture quality products avoid legal ramifications. If an organization meets the needs and wants of employees than employees without a doubt. and reasonable pricing. Riordan is the driving force behind . Dr. to ensure that all stakeholders are on board. consultants. employees. Dr.
Strategic management: Formulation. 2010 from . 2010 from http://dictionary. Virtual Organization. B. & Robinson. Riordan manufacturing.the 2-year plan to reach the $50 million revenue mark. vertical. (2009). and goals of the organization. J. Riordan to increase sales to existing customers and expand sales to new customers. (2010). implementation.html Pearce. A. References Bnet. R. the functional areas of Riordan Manufacturing were identified through the mission. Riordan¶s primary reason for success can be associated to the organization¶s commitment to excellence and serving their customers.com/definition/vertical+thinking. New York: McGraw-Hill. Strategic planning incorporates all aspects of collaboration ranging from key stakeholders to the customer involvement. and control (11th ed. II. there should be an alignment between stakeholders and the organization¶s management team. To achieve success with the goals of the organization. values. and lateral within an organization.bnet. Establishing a Strategic Partnership Relationship. vision. Collaboration helps improve communication channels by creating dialogue networks in the form of cross-functional.). In this paper. unilateral. (2007). Retrieved On March 28. Retrieved on March 28. Riordan¶s ability to operate in several countries expresses the organization¶s type of business structure and how collaborative the industry has become internally. It is the goal of the executive team in collaboration with Dr.
Analytical Tools.businessdictionary. (2009). Retrieved March 23. Strategy: Winning in the Marketplace: Core Concepts.edu/secure/aapd/cist/vop/Business/Riordan/O ps/Riordan%20 Inventory%20Management.).com (2009) Contact UsHelp . Cases (2nd Ed.phoenix.https://ecampus.E. http://www. 2010.J (2006). A. from University of Phoenix Simulation BUS/475. Boston: McGraw Hill University of Phoenix. & Strickland. Gamble. Riordan Manufacturing.pdf Thompson. J.
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