Case Objectives: Silicon

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Case Objectives Silicon

• Provide context for handling organizational and
  managerial challenges
• Identify managerial competencies
• Illustrate various managerial roles
• Illustrate organizational behavior at multiple
  levels

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Managerial Roles

• INTERPERSONAL
• - Figurehead, Leader, Liaison
• INFORMATIONAL
• - Monitor, Disseminator, Spokesperson
• DECISIONAL
• - Entrepreneur, Disturbance Handler,
  Resource Allocator, Negotiator

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Silicon CreationsFirst Steps for West

• Establish continuity and direction during trip to
  Venezuela
• - Announce new position
• - Identify key person in charge during
  absence
• Prioritize issues
• Delegate tasks

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Item 1 The SAM Presentation

• Low importance but a clear obligation
• Action Have Karen call Johnson of the SAM and
  explain situation. Identify
• possible solutions (e.g., postponement). - If
  no solutions, delegate presentation to dept.
  head (probably Salazar, not Cushwell). Notify
  Johnson.
• Roles Spokesperson, Figurehead, and Liaison

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Item 2 Toda may have offer

• Low short-term importance issue of strategic
  human resource policies is critical in long-term
• Action Ask Cushwell to get Everts involved,
  confirm information. Talk to Toda, confirm pay
  as issue. Encourage Toda to stay, but dont
  promise raise. Set date to review salary plans.
• Roles Leader, Monitor, Disturbance Handler,
  Resource Allocator

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Item 3 Testing Clerical Personnel

• Issue is significant. Validated tests must be
  used. Main concern Cushwell should know
  information about appropriate test measures.
• Potential for age discrimination is a critical
  concern.
• Roles Monitor, Leader, and Disseminator

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Item 4 Roberts Termination

• Low importance in short term but could have long
  term significance if wrong HR practices are in
  place.
• Larger issues involving Strategic HRM
• - Why is Cushwell not involved?
• - Are there regular performance appraisals and
  feedback?
• - Were problems documented? Was Roberts
  informed?
• Action Initiate investigation of HRM practices
• Roles Leader, Monitor, Disturbance Handler

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Item 5 Sales Promotion Trip

• Issue has no immediate importance, but highlights
  other concerns
• - Too much centralization - why is decision
  being bounced up?
• - Notice connection to memo 11 can production
  handle this?
• - Other questions is expense budgeted?
  Anticipated cost? Precedents? Implications for
  other products? Why doesnt Lee have this info?
• Action Delegate - have Salazar meet with Lee to
  discuss and decide keep you posted
• Roles Leader, Monitor, Resource Allocator

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Item 6 Bernard Jones Employment

• High importance. Potential liability of racial
  discrimination.
• Other concern Cushwells attitude problematic,
  requires attention. As head of employee
  relations, is she competent?
• Action Schedule immediate meeting with Cushwell
  on 23rd. Write her now, supporting Everts view
• Roles Figurehead, Leader, Disseminator

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Item 7 Late RD Budget

• Low importance, but highlights concerns
• Why is Everts not involved? Too much
  centralization
• Friction between Everts and Marshall?
• History behind departmental coordination?
• Connection to memo 9?
• Action Send memo to Everts (cc Marshall), dont
  mention Marshalls memo. Or, delegate - have
  Everts and Marshall fax the budget to you.
• Roles Liaison, Monitor, Resource Allocator

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Item 8 Coffee Breaks

• Low importance but raises other concerns
• - Why is Cushwell not involved? A personnel
  issue.
• - Raises questions about Marshall.
• Action Do nothing for now, walk around upon
  return to see if its an issue.
• Roles Liaison, Monitor, Disturbance Handler

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Item 9 Compound Extraction

• Issue is important but not urgent. However
• - could be cause of late RD budget
• - do Marshall and Everts not get along?
• - What role does structure play?
• - Does funding request exceed 10 of budget?
  Does corporation expect Silicon to refrain from
  chemical research?
• Action Have Everts speak to Marshall and keep
  you posted.
• Roles Liaison, Monitor, Entrepreneur

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Item 10 Union Complaint

• High importance. Letter is 16 days old. Could
  affect relationships with employees and union
  officials
• Questions Who approves company newsletters? Who
  is Jesse Sims? Why arent Cushwell and Marshall
  involved? (questions about Cushwell)
• Action Send conciliatory response, promise to
  investigate. Delegate investigation to Marshall
• Roles Figurehead, Spokesperson, Liaison,
  Negotiator, Resource Allocator

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Item 11 Increasing Production Pressure

• Fairly important. Dont want to reduce quality.
• Suggests a need for better departmental
  coordination
• - Recurring problem. Production scheduling,
  not marketing, should set delivery dates
• Action Call meeting upon return between you,
  Lee, and Salazar
• Roles Liaison, Monitor, Disturbance Handler

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Item 12 Holiday Pay Rate

• Moderate importance, must be decided in this pay
  period
• - Suggests too much centralization. Why is Lee
  and not Cushwell handling this?
• Action Authorize pay if Lee and Cushwell agree
  low cost, positive impact decision
• Roles Leader, Liaison, Disturbance Handler

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Lessons Learned

• Unresolved interdepartmental conflict.
• Send problems up the hierarchy rather than take
  responsibility
• Too centralized. West will become overwhelmed.
• Cushwells competence individual or culture?

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Take Home Points

• Managers must
• Develop accurate picture of org strengths and
  weaknesses from limited info.
• Distinguish between issues needing more info, and
  those for immediate response.
• Quickly determine urgency and importance of
  incoming items.
• Spend time on strategically important issues, not
  urgent but minor ones.

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Take Home Points (contd)

• Pay attention to issues within issues and
  connections between them.
• Search for real causes of problems, not others
  interpretations.
• Distinguish between people vs. structural
  problems.
• Learn that management involves multiple roles,
  all of which are important