Thesis: Case Study Analysis

Case Study Analysis

Executive Summary

            Ethical consideration in factoring management decisions is of significant value as far as the progress and prosperity within the business organization is concerned. The analysis involves a case study in which Deere Company tries to influence its decision concerning the position of their supplies. The Deere Company’s project manager has been in his disturbing mind concerning the best practices that will render quality supplies for their business activities. A factor that revolves around an intense application of ethical compliance among the selected team to factor the decision making process about the critical matter within the Deere Organization (Cengage Learning Instructor Companion Site to accompany Wisner, Tan, & Leong, 2016). In the essence of factoring quality decision making process, and as far as the application of ethical codes within the entire process is concerned, the ability of the entire initiative to succeed fully depends on the professional state of the concerned parties within the entire decision-making process. It is through the adherence to the dignified professionalism that concrete decision-making process with a high level of ethical compliance will be achieved among the selected team.  Moreover, a collaborative initiative with a proper understanding of each view from all the concerned parties must be highly regarded (Barney, 1995). The collaborative initiative will facilitate a combination of ideas upon which the decision-making process will be factored. Therefore, the position of the Deere Company with regard to the establishment of a positive change in its supply chain management must consider such matters as professionalism, ethical compliance and collaborative performance in guiding the entire decision-making process.

Issue Statement

            The issue within the case study involves a situation in which the project manager of the Deere Company has chosen a team that would come up with a concrete decision concerning the position of the organizational supply chain management. Particularly, the team was to focus on the position of the organizational supplier with regard to the organizational plan to improve the quality of its services (Bowersox, Closs, & Cooper, 2002). Initially, the project manager termed the position of the organizational supplier questionable and thought of substituting the organizational supplier with other relevant suppliers. For the purpose of enhancing concrete decision on the matter, the project manager found it a need to come up with a team of relevant skills and professionalism in establishing decisions concerning the situation within the organizational supply chain system (Cascio, 1986). A considerable analysis was made, and the team felt considerate to restructure the original state the relationship between the Deere Company and its supplier.

The team felt it necessary to come up with relevant evaluation techniques that would make the entire relationship between the Organization and its supplier be competitive in nature. The evaluation approach was to be based on the rate at which supplies rejects responded to the total supply. The evaluation system operated in a way that only a single reject was to be expected in every one thousand items supplied to the organization. The trend was believed to be of great significance in promoting the ability of the supplies to factor quality performance as far as developmental strategies of the Deere organization is concerned (Cengage Learning Instructor Companion Site to accompany Wisner, Tan, & Leong, 2016). Therefore, with regard to the described situations within the Deere organization, it is relevant to understand that the issue within the case study is all about creating an enabling environment for establishing a positive change within the Deere organization.

Analysis

Analysis of the Company’s Background

Diversified Production: The existence and the progress of the Deere organization are based on its commitment to diversified operation with a well-interpreted management system. With regard to diversity, the organization has been responding to its existence within the agricultural industry by ensuring different agricultural products to customers. The attempt by the organization to facilitate its expansion strategies by involving the manufacture of construction, commercial and consumer products besides its agricultural and forest productions to its customer is a concrete evidence that its value is based on diversified performance. Most of the business organizations with prospering backgrounds have always found it a need to initiate diversified production as an expansion strategy.

Moreover, such expansion strategies as the adoption of the diversified production have always acted as an excellent program for most organizations with admirable histories (Barney, 1995). Given the position in which the Deere Company feels necessary to restructure its supply chain management for excellent performance, focusing on the supplying company only solve a single problem. Ideologically, it would have been relevant to factor a solution to the excellent strategy by not only considering the position of the suppliers but also considering the organizational response to quality selection of the diversified production. Though it is not clear which type of consumer product the Deere Company manufactures, I think it was not relevant to diversify a product beyond the agricultural line (d'Amboise & Muldowney, 1988). Therefore, with regard to establishing excellence performance by focusing on the organizational supplies, it would also be encouraging to focus on the organizational decision in terms of the diversification strategies.

Management Background: The management system of the organization has been based on a horizontal leadership. From the commitment of the project manager in selecting some of the organizational personnel in making a decision about the establishment of excellent performance in the supply chain system, it is clear that the leadership system of the organization incorporates ideas from the junior employees. Any organization that deploys a horizontal management system is always associated with success (Douglas & Judge, 2001). It is through the horizontal management system that employee views on the progress of the company can be guaranteed. Therefore, the take by the organization to factor a decision-making process by incorporating a collaborative performance is of great value in the success of the organizational excellence plan.

            The excellence of the collaborative decision-making process is based on the level of professionalism exhibited by the selected organizational members. Though it is not clear the kind of the individual members of the selected panel to relay their decision on the organizational as far as the restructuring of the supply chain system of the organization is concerned, the organization must put more concern on the level of professionalism exhibited by all the panel members (Cox, 1991). The individual members must possess a different professional understanding of the various activities that are critical within the company. For example, there are several activities, which are related to or influence the establishment of quality performance by the supplier. The members of the selected panel must possess a concrete understanding of the application of the related activities for a prosperous achievement of the organization’s excellent strategy.

Analysis of the Organizational Position in factoring its excellence Strategy

            The establishment of any valuable change within an organization requires professional compliance with the established ethical codes within the organization. Ethical codes assist in regulating human conducts within any given organization or while performing a given activity. Therefore, the proper compliance with ethical codes helps in shaping the behavior of the employees or concerned parties in conducting a given activity within an organization (Chopra & Sodhi, 2004). The position of the organization to restructure the change process in supply chain system must be done in consideration of the application of relevant ethical codes within the Deere Company. It is through the compliance with the established ethical codes that valuable result will be achieved in the entire decision-making process concerning the change situation within the organization.

The entire change process, ideologically, has not been properly factored within the Deere Company. Professionally, the articulation of the decision-making process within the entire change process has lacked a proper adherence to ethical compliance among the concerned parties. Given the nature of horizontal management structure exhibited within the organization, it would have been relevant to come up with numerous ideals with which the concrete decision could be made (Cooper & Ellram, 1993). Moreover, the decision to utilize the quality control that works on the identification of a single item in every one thousand suppliers to the company cannot work perfectly in handling quality matters that are aimed at achieving excellence. The reason being, the single reject is also of great importance in the identification of the organizational ability to prosper in its business activity. The single reject can be subjected to waste of time and perhaps other critical resources as the financial resources involved in the supply chain system within the organization. Therefore, the strategy of success must not allow any error, because, any existence of an error has a negative influence in all the related activities that are crucial for the organizational prosperity and progress.

Alternative identification

            The alternative identification of the case study is a matter that must be given a considerable concentration during the aimed positive change process. Though the alternative identification may look more of the appropriate recommendation to the entire change process, it entirely encompasses such matters that could be incorporated in the decision-making process as far as the nature of the organizational case is concerned. Strategically, any change process must consider professionalism, the current position of the organization, and the expected changes that the decision will render on the organizational prosperity and progress (Cengage Learning Instructor Companion Site to accompany Wisner, Tan, & Leong, 2016). It would have been relevant to factor a change process that focuses on professional compliance among the selected panel. It was quite discouraging seeing the project manager leaving the selected panel to factor the critical decision-making process disregarding his presence. The project manager would have therefore been a presence in the decision-making panel (Cooper & Ellram, 1993). In fact, it would have been even relevant if he was the one to chair or oversee the entire decision-making process on the entire process. A matter that shows how the application of the horizontal leadership within the Deere Company is being overwhelmingly misused.

            The organization would have factored the change process by not only considering the supplier’s position within the entire activity but also giving a prominent consideration to the organizational position in making sure that the quality performance of its employees with regard to the supply chain system is intact. From my own view, the Complex Parts Company has performed extraordinarily to ensure that their commitment to the quality performance of the Deere Company is excellence (Chopra & Sodhi, 2004). Therefore, the establishment of an excellent performance in the supplier's side could not have been achieved through focusing on the performance of the Complex Parts Company. It would be relevant that the Deere Company perform their achievement of excellence performance by incorporating their own decisions separate from the supplier's point of view. Ideologically, the Deere Company would have recommended for a quality check before the good are supplied to their company. With this, the company would have been in a position to relieve itself any additional costs that will be directly associated with the identified reject after the transportation of the suppliers.

Recommendation

            The most appropriate recommendation to the company’s take on structuring its change process that is aimed at achieving excellent performance is based on the organizational management system. The entire mistakes that have been identified in the change process for the excellent achievement of the organizational supply chain strategies are a result of inappropriate management decisions. As already suggested within the case study analysis, the organizational management system has embraced a horizontal management system (Cooper & Ellram, 1993). Though a horizontal management system incorporates a collaborative performance, the establishment and the progress of the management system is based on the level of understanding of the managers involved.

The fact that the project manager decided to rely fully on the ideologies of the selected panel is a clear indication of lack of professionalism within the management system of the organization. The project manager would have established the selected panel to perform a research on the current situation within the supply chain of the organization rather than giving the entire team to do an analysis (Cascio, 1986). It would have been relevant if the project manager only allowed the selected panel to come up with proposals with which the supply chain analysis would have been established. Therefore, the appropriate recommendation focuses on the reestablishment of the supply chain management of the Deere Company. It is recommendable that the organization come up with the appropriate ethical codes that should be followed in such decision-making process. As a result, excellent achievement of the organizational plan of facilitating a competitive environment for the Complex Parts supplier will be achieved.

Action Plan

Restructuring the Supply Management System

            The appropriate action plan must be established with regard to the recommended changes that must be factored into the Deere organization with regard to its excellence strategy in its supply chain system. Given the nature of the management position within the Deere Company, the most appropriate action plan revolves around restructuring the supply management system within the organization. Therefore, for the purpose of responding positively to the supply management decision process, the organization will first focus on restructuring the supply chain management system (Cox, 1991). In this essence, the organization will first focus on the establishment of ethical codes that regulates the process of any given activity within the organization. As a result, the entire process of the establishment of excellent achievement of the organizational plan in facilitating a competitive environment for the Complex Parts supplier will be achieved.

Quality Control

            The response that the organization has put in place in control of the supply chain management does not provoke quality performance. The decision established by the selected panel has opted for the adoption of a quality control mechanism that guarantees a measure, which specialized in handling errors that have already been established. However, the best quality control measure must always be in a position of handling errors before they occur within the organization. Therefore, the organization is planning to adopt such quality control measures that prevent the occurrence of any given error rather than handling an already established error (Barney, 1995). In the handling process, the organization has planned to initiate measures that will ensure perfect quality production will zero record of error within the Complex Parts supplier. The organization has planned to initiate a collaborative performance between the two symbiotic organizations by ensuring educational training for the employees of both the companies (Bowersox, Closs, & Cooper, 2002). With this, a mutual understanding in the supply chain management between the two organizations will be achieved promptly.

Organizational Leadership

            The organizational leadership has been found to focus on horizontal management. However, it is clear that the application of the leadership system has not been properly factored into the organization. Therefore, the strategic action plan that will aid in solving such management discrepancies revolves around establishing a proper response to the acknowledgment of relevant management practices through a professional and dignified education among the organizational staff. The company will incorporate some of its efforts in ensuring that the management system clearly understands how the horizontal leadership should be factored for positive results within the organization (Cengage Learning Instructor Companion Site to accompany Wisner, Tan, & Leong, 2016). As a result, such matters related to the excellence of the entire decision pertaining to the competitive position of the Complex Parts supplier will be greatly achieved within the Deere Company. Moreover, it is through the assurance of the educational activities to the horizontal management system that the project manager will be in a position of understanding how to articulate his mandate within the decision-making process. A factor that will also have a positive impact on the quality of the decision-making process concerning the establishment of a proper competitive environment for the Complex Parts supplier.

Conclusion

            The position of the Deere organization in factoring a comprehensive change within its supply chain management has been met with unprofessional actions among the concerned parties. It is through the professional compliance that the quality of the entire action can be achieved with a great improvement in the organizational prosperity. Moreover, given the nature of the situation within the Deere organization, it is relevant to conclude that the organizational performance in managing its supply chain has not positively responded to the concrete establishment of ethical codes (Chopra & Sodhi, 2004). Therefore, professional application with regard to a proper compliance with valuable codes of conducts is the result of the poor decision-making process within the Deere organization. It is clear from the decision by the selected panel and the position of the project manager to abandon his role to the selected panel that the organization lacks the appropriate formality of initiating its activities. It can be seen that the selected panel has also come up with a decision that has not embrace professional formality due to lack of dignified actions (d'Amboise & Muldowney, 1988). As a result, it is relevant that the change process within the organization is factored based on the professional position of the organizational activities and the establishment of ethical codes that regulate human conducts during the decision making process. With this, the position of the organization in creating a competitive environment for the Complex Parts supplier as a mean of establishing excellence performance will be perfectly established within the Deere Company.