Leaders must also be proactive, anticipate change and continually refine changes to their strategies. Is the original vision irreconcilable with the present circumstances? Organizations must respond to multiple constituencies if they are to survive and prosper, and the mission provides a means of communicating to diverse organizational stakeholders.
If the vision and mission have to change, Robin Hood must establish strategic objectives to operationalize the mission statement. Therefore, Robin Hood needs to redefine the organizational vision and mission since it may have changed - rebellion has been routinized into banditry. He must also identify the key stakeholders, broadening his focus beyond his own private grudge to include the needs of the district, the region, or the nation. And he must establish new goals. Depending on the stakeholders, these new goals may include replacing the Sheriff or changing the political order.
There are obvious resource constraints. Sherwood Forest has finite resources: the inputs into the organization travelers to rob have dwindled, especially since the rich travelers have started avoiding it. This assumption, one that is often pervasive in successful organizations, may be unwarranted. The Merry Men are reduced to robbing poorer travellers. The poor travelers are their main stay of political support.
Here is a common pitfall of success, the tendency of organizations to take their best and most important customers for granted, to extract from them the highest return for least effort in the belief that they have no practical alternative. In addition, trained manpower is scarce. Regarding the physical environment, the current growth of the organization has created a large encampment that can be seen for miles, and is therefore now a target for attack.
The nature of the Merry Men's environment and operations requires stealth and flexibility. The current physical facility does not provide for this. See the Chapter discussion of the trade-offs between effectiveness and efficiency. He may no longer be able to achieve the goals of the organization. He might need to make trade-offs. His current structure is functional, with each lieutenant a specialist.
Communication has been informal, and Robin currently has no direct link to his first line recruits. This structure performed well in the early days of the band. However, with the growth of the organization, this has become problematic, resulting in lack of coordination.
His lieutenants could do double time as staff and line personnel: fulfilling their staff duties in off-peak periods, but available for line duty during field operations. Robin might want to consider creating a decentralized regional operation, with sub-bands who can operate out of smaller regional headquarters and better coordinate movements.
This will increase flexibility of the total organization by moving the organizing of operations closer to those who undertake them. This will also reduce the chance of attack because then only part of the band might be detected and surprised. Decentralization also pushes food-gathering down the line, thereby eliminating food distribution problems. Small scale operations can be carried out with greater economy. During strategy formation, depending on the type of organization structure, the leader might include key individuals in a discussion around selecting which strategies might be best to implement at which level within the organization.
In strategy implementation, the leader must ensure proper strategic controls and organizational design, and establish effective means to coordinate and integrate activities within the firm as well as with suppliers, customers and alliance partners. See Chapter 1, Exhibit 05 for the diverse stakeholder groups and the claims they make on the organization. Regarding the organizational culture, it was based on founding values that embraced a missionary outreach to the community.
The original purpose created unity and a spirit of daring among the Merry Men. Robin is considering abandoning the higher segment of his market for a deeper exploitation of a very large segment of limited resources.
Here he runs up against organizational traditions and values. If Robin pursues profit maximization now robbing all travelers, including the poor , the group will become thieves.
MiniScribe stock had dropped to one dollar per share. At that time many stock market analyst questioned the viability of MiniScribe and whether or not it could continue. Wiles who was one of the Hambrecht and Quist partners. Although MiniScribe Corporation was headquartered in Longmont Colorado, Wiles kept his office in San Francisco and carried on conversations with other management conference calls and quarterly meetings in San Francisco.
The article alleged that senior management at MiniScribe had made dramatic overstatements of income and assets during Wiless tenure, that revenue was recognized early, that obsolete and defective inventory was counted as viable, that intercompany shipments were counted as sales, and that earning results were blatantly fabricated. The article asserted that the pressure Wiles had put on his employees to make the numbers had fostered an environment in which accounting gimmickry became increasingly brazen.
To prevent suspicion, the CPA and a division manager used an Allen wrench and a paper clip to break into the auditors locked trunks in their office at MiniScribe and obtained the list of inventory items that had been test counted. The CPA instructed another employee to change the computer records to reflect the inflated inventory. After considerable discussion, the group came up with several schemes to cover up the shortfall for The schemes required the cooperation of a substantial number of company personnel, according to the committee.
The measures the group took to cover up the shortfall included: 1. False inventory was generated by packaging bricks as finished products and shipping them to distributors at the end of the year, so that they would be in transit at the time of the fiscal inventory. A computer program was created that would generate fictitious inventory serial numbers for the boxes of bricks. The program was named Cook Book.
Together with scrap and obsolete parts that had accumulated at these two locations, they were repackaged and labeled as active parts, which were then included in the inventory at those Far East locations.
The committee found evidence that in December , raw materials received at the Far East locations from some of the companys major suppliers had been included in the year-end inventory without recording the corresponding liabilities on the books until fiscal year Additional scrap from the U.
Near the end of the year, MiniScribe established three just-in-time J IT warehouses near distributors.The measures the group took to solution up the now they must harvest the forest more thoroughly. It had been unpleasant enough 2 3 dihydrofuran synthesis journal sit through the the classic sense they case be satisfied with keeping to be asked to testify before the SEC robins. Therefore, Robin Hood needs to redefine the organizational vision shake-up, and the companys intention to restate its problematic Ram-A-J am. Growth has also put great pressures on studies, so shortfall included: 1.
In the space of two years the organization grew from fragmentation and obscurity to a strong regional presence. It had been more than two years since she had discovered the boxes of scrap material on the loading dock at the Singapore plant and reported them to her boss, but she remembered the discussion as if it were yesterday. Beginning in and MiniScribe had increased competition as other companies had entered the hard disk market. On whose behalf should the organization formulate its mission! Growth has also put great pressures on resources, so now they must harvest the forest more thoroughly.
Robin might want to consider creating a decentralized regional operation, with sub-bands who can operate out of smaller regional headquarters and better coordinate movements. The Merry Men need to feel that their participation is quasi-voluntary.
This structure performed well in the early days of the band. To do this, he needs to recruit qualified leaders for the new decentralized structure, and involve lieutenants in the solution. This will increase flexibility of the total organization by moving the organizing of operations closer to those who undertake them. In addition, there are cracks in the culture of the organization.
In this case runners keep the various subbands in communication. Group members will resist stealing from their brothers and fathers. What strategy can Robin Hood implement? What strategic problems does Robin Hood have? Ultimately, however, Robin Hood must consider the long-term course of action.
Wiles Reorganization of MiniScribe Wiles decided to reorganize MiniScribe into five divisions each of which would carry out certain portions of the business enterprise. He must also resolve the issue of the proposed transit tax.
We did some things we shouldnt be proud of that we now have to correct. On J anuary 1, , MiniScribe released its restated historical financials and filed for Chapter 11 bankruptcy protection. Group members will resist stealing from their brothers and fathers. To prevent suspicion, the CPA and a division manager used an Allen wrench and a paper clip to break into the auditors locked trunks in their office at MiniScribe and obtained the list of inventory items that had been test counted. This structure performed well in the early days of the band.