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“The Wallace Group” Strategic Management

and Business Policy Essay Sample


Articles

The Wallace Group is devised of three operational groups which include Electronicss. Plastics
and Chemicals ( Stybel. p. 2-1 ) . Harold Wallace was the original proprietor of the electronics
company. but now has 45 % of the group after geting the plastics company and so the chemical
company ( p. 2-4 ) . He besides serves as the Chairman and President of the Wallace Group. but
each group is run by a Vice President. Recently. Hal Wallace hired Rampar Associates to set
together an effectual gross revenues presentation. Included in the presentation would be set of
precedences to concentrate on over the following twelvemonth. a clear program and the disbursal
( p. 2-6 ) .

The Most Important Problem

Frank Campbell. the Vice President of Industrial Relations. sums up the Wallace Group job in a
simple statement. He said. “Morale is truly hapless here. Hal runs this topographic point like a
one adult male operation. when it’s grown excessively large for that. ” ( Stybel. p. 2-7 ) Frank
besides mentions that it took a the full company revolting against him to eventually do the
President take action. Therefore. the most of import job confronting the Wallace Group. is
Harold Wallace himself. However. the jobs do non halt at that place. In his interview. Hal
references two cardinal factors besides lending to his bad concern etiquette.

First. Hal admits he ne’er listened to his cardinal people when they complained ( Stybel. . This
means there has been no communicating and feedback taking topographic point between the
corporate staff and the groups. As such. there is a jerk of war go oning over corporate scheme
demands and those scheme programs met for the groups themselves.

Another consequence of the communicating prostration has been a competition between group
sections. Phil Jones. Director. Administration and Planning says that he feels negotiations of
enlargement aren’t serious. Not merely are chances being passed up due to a deficiency of
communicating. but Jones’s repute was “damaged” due to miss of response to a command (
Stybel. 2-9 ) . This could potentially do jobs for future commands.

Similarly. Burt Williams. Director of Operations feels that the Wallace Group is keeping back
Electronicss because they are “encouraged” to purchase from Chemicals and Plastics. which
have high monetary values due to fabricating jobs. This is doing both a loss of net incomes and
impeding enlargement programs “…into non- defence countries. ” ( p. 2-10 ) Therefore. the
company has made small advancement and the groups continue to lose out the chance grow
within themselves.

The 2nd job Harold recognizes is their job with forces ( Stybel. p. 2-6 ) . The Wallace group has
grown so fast. that their has been no clip to form. As stated on page 2-6 of The Wallace Group
Case. most places held by the corporate staff are “recent add-ons. many of the occupation
answerabilities are still being defined. ” The same type of job is evident in the groups. In Frank
Campbell’s interview he states that the rapid growing of the company forced proficient people
into direction places that they aren’t qualified or experienced to continue ( p. 2-7 ) .

Furthermore. Mr. Wallace is. in the words of Brad Lowell ” …tight-fisted…” and “won’t allow
us engage the people we need! ” ( Stybel. 2-9 ) Mr. Campbell backed this statement in his
interview by stating that “management development programs” should be implemented. due to
the deficiency of experience among the current directors. However. Mr. Wallace “vetoed” the
thought because he said it was excessively expensive ( p. 2-7 ) .

The last country of forces jobs is pay graduated tables and occupation eyeglasses. Mr. Wallace
expects experienced. good qualified campaigners to be hired. but can non afford to pay them
competitory rewards. On top of that. the occupation eyeglasses laid out for the places are so
demanding that one campaigner is now actioning the company ( Stybel. 2-7 ) . In fact. Ralph
Kane is expected to engage new EE’s below the salary class center. When in world. most new
EE’s are doing more than Wallace’s class upper limits ( p. 2-8 ) . Therefore. those being hired
are less than “top of line” and are being rejected because they don’t run into the occupation
makings group caputs feel are necessary ( p. 2-7 ) .

Recommendations

As per the issues stated above I would urge that Mr. Wallace get down to utilize strategic
direction. “Strategic direction is that set of managerial determinations and actions that
determines the long-term public presentation of a corporation. ” ( Wheelen. p. 2 ) The chief job
of The Wallace Group is that there is no focal point. Hal was a successful enterpriser. but lost his
focal point and manage on the company when it expanded. Some benefits of strategic direction
are developing a “strategic vision” . concentrating on what is “strategically important” and
deriving a better understanding “…of a quickly altering environment. ” ( p. 4 )

Developing a strategic vision would enable Mr. Wallace to show “…the intent or reason…” the
company was built. A mission statement outlines what the company offers. what their intent is
and how it differs from others in its market. He could farther develop a vision statement to
specify what the company hopes to accomplish both as a whole and in its single groups (
Wheelen. p. 11 ) . Making a mission statement will non merely convey focal point to Hal’s place.
but it will steer the groups towards a incorporate being.

Following. Hal must concentrate on what is strategically of import. In this case. happening
qualified EE’s and learning the proficient people about pull offing. In order to happen quality
EE’s. he must execute an environmental scan. An environmental scan proctors internal and
external factors so that cardinal people can be updated with current tendencies. such as salary
rewards. It would besides assist to clear up how demanding their occupation eyeglassess are
compared to competition. Last. by scanning The Wallace Group will detect strengths. failings.
chances and menaces sing their industrial groups ( Wheelen. p. 9 ) .
In decision. Harold Wallace needs to open his billfold. He’s allowing minimal growing stand as
acceptable concern. while disregarding the hurt of the Plastics and Chemicals groups. He needs
to rethink his place as President and Chairman if he wants the company to last and his staff to
remain in tact. Lodging your caput in the sand and declining betterment because of initial costs is
bing him his company. Not merely would strategic direction rearrange his corporation. but it
would besides derive him back his staffs morale and trust.

Educating a Director

As an organisation evolves over clip from an entrepreneurial construction to a more sophisticated


and complex organisational construction directors. excessively. must germinate. In an
entrepreneurial. the director and proprietors make all the determinations. They keep an oculus on
the environment and the competition. Harmonizing to Milton – Wilson. Inc. . enterprisers are
used “to doing” . That is. they were a critical piece in the company and oversaw the full
operations of the concern. However. as a company expands and branches out its merchandises
and services to other market countries. directors must get down scattering the undertakings.

As in The Wallace Group instance. Hal ne’er surrendered his authorization. As a consequence.
he became the beginning of focal point when any determinations needed to be made from all
three groups.

Another error Harold made is being both President and Chairman. Keeping both places can be
seen as a struggle of involvement because the chair should be supervising the President to do
certain undertakings are being completed for the both the company heads and its shareholders.
Therefore. when a company begins to spread out. a director should get down to ramify his
undertakings so that he/she can still keep an effectual constituent. instead than an overwhelmed.
under qualified caput.

Mentions

Milton- Wilson. Inc. Top 10 Mistakes Small Businesses Make Today. Retrieved from hypertext
transfer protocol: //www. milton- Wilson. com/10Mistakes. hypertext markup language

Stybel. Laurence J. ( 2004 ) Strategic Management and Business Policy: The


Wallace

Group. ( Case 2 ) ( pp. 2-1 – 2-10 ) Upper Saddle River. NJ. Pearson Education. Inc.

Wheelen. Thomas L. and Hunger. J. David ( 2004 ) Strategic Management and Business

Policy. ( 9th Ed. ) ( pp. 2 – 11 and Chapter 2 ) . Upper Saddle River. NJ. Pearson

Education. Inc.

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