Juicy Red Tomato Company Essay

Point of View In Juicy Red Tomato Company case analysis, we will take the company owner’s point of view. Observation Juicy Red Tomato Company (JRT), a tomato grower operating in Florida is paying attention in determining (1) the effectiveness and competence of its organizational structure, and (2) the selection and prolongation of managerial personnel stay in the company. Internal expenditures are getting higher. Also, key workforces are leaving. Lastly, the company is thinking if they are going to spread out its operations. Preliminary Data Gathering (Interview, Literature Survey) Accomplished introductory interviews within the organization and investigated of the produce industry, and company circumstances with related challenges. For 15 years, the business has been operational. During those years, it has full-fledged at a scale of about 5% per year. For its first 10 years of the company’s subsistence, expenses have remained stable. But over the preceding 3 years, costs have increased by 2.5% to 4%. Grounds mentioned by Juicy Red Tomato Company include unanticipated temperature falling off, pests, and augmented labor expenses. Management has had a tendency to come from inside the organization, as long-standing employees â€Å"rise through the ranks†. Over the previous year, many long-term, key personnel have left because they think they have â€Å"no future† waiting for them with JRT. On the other hand, Juicy Red Tomato Company is on the brink for an improved rate of growth. It is by means of potential spreading out of the business. Problem Definition (Research problem demarcated) It seems that there has been a lack of communication between manufacture and operations. Therefore, it can be concluded that at Juicy Red Tomato Company, the organizational structure needs to be more participatory and adaptable. Furthermore, there is a high need for maintenance across all levels of employees, managerial personnel, as well as frontline workers. Theoretical Framework (Variable clearly identified and categorized) In the world of innovation and alteration we are living today, one of the most important supervision challenges is fabricating more flexible organizational structures. According to Participatory Management, Teamwork, and Leadership by Jaime Herrera S., an expert in human-resource development and organizational development, the participatory model of management must be established on ideology and values. It has to go along together with a statement of purpose and can materialize the foundation of a mission statement. An organization calls for an extensive, shared mental picture of the future, a distinctiveness, a standpoint with relation to its goals and how they can be achieved. It also needs a management that knows how to make everyone head to same direction and a leadership that is a propelling strength for change and which derives its power from a philosophy of absolute trust and dedication. Nowadays, organizations are switching their old vertical hierarchical formation with new horizontal or structures that are matrix based. It is connecting traditional utilities through inter functional teams, and establishing tactical agreement with suppliers, consumers and even competitors. In fact, the future company has an organizational structure that is possible to reconfigure so that it can achieve the finest use of teams that are flexible and whose personality varies over time. It is in coordination with an outcome of the satisfaction of market and consumers’ necessities and expectations. Also, it has to consider the performance of competitors and other market aspects. The acquirement of indispensable competencies and the formation of consortiums to make access available to potentials and resources for those who do not possess them are factors that must not be disregarded. The style of management must transform from one that is of control to one that is of training and supervision. The organization should move to the perception of an organization that is without boundaries. The structure of an organization without boundaries is based on a paradigm that lay emphasis on the free movement of individuals, information, ideas, procedures, responsibilities and resources of every type. (S., 2001) Furthermore, there are two classifications of organizational structures that are widely used today: the mechanistic structure and the organic structure. These are developed by Tom Burns and G. M. Stalker who conducted their study of electronics firms in the U.K. in the case of JRT, the most appropriate organizational structure is the organic structure. It is more flexible and more adjustable to a participative type of administration. Also, it is not as much concerned with a clearly classified structure. An organic structure is receptive to the environment so that it can venture on new opportunities. Organic organizations are also called flat organizations. These organizations have decentralized tactic to management. It encourages high employee participation in making decisions. Its chief purpose is to form small enterprises that are independent and can respond easily and immediately to the needs of the customers or to the changes in the business atmosphere. JRT can also apply boundaryless organizations. Like flat organizations, it put highlight on teams. Horizontal hindrances are dispersed by cross-functional teams. It also enables the company to have immediate response to changes in environment. In additional, it allows the organization to lead innovation. Boundaryless organizations are able to form relationships with customers, dealers, and even with its competitors. These relationships can be regarding shared ventures, intellectual assets, monetary resources, or allocation channels. Tactical associations, customer-organization connections and telecommuting can dissolve external boundaries. Production activities are being modernized and become more efficient. In smoothing the progress of interactions with their customers and suppliers, Jack Welch first applied this un-structure. Welch is the former CEO of General Electric. (Supervision, 1998) A boundaryless organization is also a learning organization. This is for the reason that learning organizations necessitates boundaryless surroundings to assist sharing of information and collaboration of teams. When all members play a functional role in identifying issues that are work-related and able to resolve them, the organization is able to cultivate unremitting capacity to adjust and endure in a gradually more competitive environment. Eventually, it will acquire learning culture. A learning organization is able to fit and respond to alterations. It authorizes employees because they gain and share learning and use it in making decisions. To enhance performance, they bring together cooperative intelligence and accelerate creative thought. They are partaking and aligning the company’s visualization of the future. They also nourish the meaning of community and glaring culture. (Supervision, 1998) On the retention issue of the employees, L. John Mason gives some tips in making your employees stay in the company. He got these advices from top executives and Human Resource managers that are very successful. Employers should be given proper care and concern. First thing to keep in mind is to treat them like your valued customers. Hiring and preparing new ones is more expensive than keeping your old workers. Secondly, tell them in a convincing way that they have a major role in the company’s vision. Also, the employee should know his/her workers and their strengths. The employee can put them in the right jobs and positions in the organization. They should still have fun while working. In the case of JRT, the management can come up with a committee of employees that will help utilize retention strategies. This is effective because employees know the need of their co-workers. In additional, the employee should give his/her best to compromise with the employees regarding their needs. Lastly, recognize their efforts. Make employees feel they are appreciated. (Mason, 2005) To make these things possible, appropriate training, improvement, and education should be given to the employees at the right time. Through this, the employer can make them more productive, increase their knowledge, and gain more loyalty. (S., 2001) Creating Of Hypothesis Juicy Red Tomato Company needs to pay much attention in retention of its managerial personnel and also of frontier manufacture employees. Moreover, JRT has to make some development in communication between production and processes. (â€Å"Philosophy Decision Analysis Homework Help†, 2004-2005) Improvement in organizational structures can also make a big difference in the company’s present scenario. Mason, L. J. (2005). Top 10 Retention Strategies: Save Money on Personnel Turnover [Electronic Version]. EzineArticle. Retrieved September 10, 2006 from http://www.ezinearticles.com/?Top-10-Retention-Strategies:-Save-Money-on-Personnel-Turnover&id=94632. Philosophy Decision Analysis Homework Help. (2004-2005). Retrieved September 10, 2006, from http://www.brainmass.com/homeworkhelp/philosophy/decisionanalysis/47971/ S., J. H. (2001). PARTICIPATORY MANAGEMENT, TEAMWORK AND LEADERSHIP: Key requirements for the success of organizations in the twenty-first century. Retrieved September 10, 2006, from http://www.itu.int/itudoc/itu-d/hrdqpub/hrdq/hrdq86/part_ww7.doc Supervision. (1998). Organizing Process Retrieved September 10, 2006, from http://telecollege.dcccd.edu/mgmt1374/book_contents/3organizing/org_process/org_process.htm