SOLUTION IDENTIFICATION

The Woodman Company has many challenges and this is because of the management that is not dynamic and flexible. The management is mainly composed of members who have served for a long time. Talk of teaching an old dog new tricks that is very impossible. The company is evidently operating the same way it did many years ago which should not be the case. The world is changing and if the company has the old members that operate as they did, it shows that very little research is conducted to ensure that the company is always working at the optimal level. The solution for this is to recruit new members and layoff some. The old managers actually know a lot about the company so some would be very important if maintained in the company as they have been there for years. However, this poses as a threat of rigidity in the organizational structure of the company leading to innovation inefficiency (Cosh, Fu and Hughes, 2005).

The company’s structure and culture is because of the inflexibility that is experienced and has been in existence since a long time ago. The management is not dynamic and diverse to strangle all the ideas that might act to the benefit of the company. The present most efficient organizational structures ought to be designed, developed, implemented, and continuously evaluated which can only be done through changing the mindset of all the employees and the managers to ensure that they are all on the same page (Cooke, Roper and Wylie, 2003). The management is a very crucial sector in any organization. This team should be the flag bearer. It should be an example and challenge the employees for the achievement of the purposes and goals of the company, should they fail to do this, then the company experiences a drift or stagnancy, which is not of any benefit considering the competition that it, may face in the market that it operates. Recruiting the new members will change the mindset and the operations of the company’s culture, reactions, and views in practically all the sectors.

The needs of the company lie in the hands of the management as investors are not attracted simply because the company has stagnated. There are no new people and ideas like the improvement of the market that the serve, to be more diverse and earn more profits for the company. The good relationship between the suppliers and the managers is not existent as this could act as a way of improving the company simply because they will introduce better and cheaper ideas of producing and marketing their products (Cosh, Fu and Hughes, 2005). There is a direct linkage between the managers, innovation, and marketing techniques that are employed in any company. The external and the internal feasibility study are already conducted, so the design, development, implementation and evaluation of the plans and ideas lie in the hands of the management majorly and the employees. The company is evidently at a very bad state such that it is operating at a comfort zone that does not warrant the success and optimal operation of the company.

In conclusion, there are many areas that need to be changed starting with the management. The idea of managerial share-ownership might improve the level of innovation in the company that will lead to organizational flexibility; through employment of an informal managerial system that will ensure the ease of communication flow in all the sectors of the company. The other idea the company might consider would be; to train the employees further in order to adapt to the changes and tap into new ideas through recruiting the younger employees that will be active in innovation (Cosh, Fu and Hughes, 2005). The system will work more efficiently through collaboration and working as a team from the lowest to the highest level of management in order to ensure success in all the new ideas that might need to be implemented and evaluated.

References

Cooke, P., Roper, S., and Wylie, P. (2003). The golden thread of innovation and Northern Ireland’s evolving regional innovation system: Regional studies

Cosh, A., Fu, X., and Hughes, A. (2005). Management Characteristics, Collaboration And Innovative Efficiency: Evidence From Uk Survey Data: Centre for Business Research, University of Cambridge Working Paper No. 311