Vrd Industry, Located in Singapore, Offers Manufacturing Case Study

Excerpt from Case Study :

VRD industry, located in Singapore, offers manufacturing services of components for the auto industry in both GM in the U.S., Europe and other U.S. automakers. In the recent past, this industry expanded in the exporting its products to GM in China. This illustrated a massive growth in terms of marketing for its business. The VRD industry operates as a three product divisional strategic businesses, located within the same business complex, which includes; electrical and energy, automotive parts and infotainment (Burnes, 2000, p. 15). As an external change consultant for the VRD industry, several factors or assumptions based on the problems experienced by the industry develops acting as an aid in boosting the growth of the company at a much higher scale. Several assumptions emanate from the group level, individual level and the organizational level of the VRD industry, thus, the need to develop ideas, which in turn helps in improving its performance to a much higher scale and becoming competitive (Griffiths, 2003, p.45).

The first assumption based on the problems experienced by the VRD industry is lack of organizational learning and competence. This is observed from the organizational level, group level to the individual level. Organization learning concerns majorly involves attempts to change or improve the capability and behavior of individuals or groups in order for them to adapt to the enabling and dynamic environment (Benn, 2003, p. 78). Industries or firms such as the VDR industry lacks organizational learning due to its inability to create, acquire, and transfer knowledge to reflect new knowledge and insight. The industry encounters wrangles from the top level to the lowest level.

This assumption of lack of organizational learning in the VDR industry affects the competence of the firm, thus affecting the firm to excel at sharing created visions and later allowing people to come up and challenge the existing rational models (Burnes, 2000, p. 15). Lack of organizational learning at VDR industry led to the emergence of conflicts where by Lee wanted a much more lively company that is highly responsive to market shifting, a more efficient production process, and a cooperative team, which faced opposition from the divisional managers. Organizational learning as an assumption and a barrier to the development of a firm achievement helps people in a particular organization to discover and view problems in one-dimensional framework. This requires questioning of the current system and evaluation of anticipated challenges (Genus, 1998, p. 67).

Organizational learning as a process in the VDR industry will help equip the leaders or managers with knowledge on how to administer managerial duties, thus allowing transparency and a well-coordinated staff. This in turn boasts the morale of the workers, thus ensuring massive growth in the manufacturing of auto motor parts all over the world. Individuals equipped with the necessary skills transfer the acquired knowledge to groups or specific individuals in the firm, which in turn improves efficiency in service delivery. Another problem affecting the VDR industry from time immemorial is poor leadership or incompetence leaders who assigned tasks that eventually fails to perform up to the required standards. Incompetence leaders as observed from the VDR industry management structure, which includes from organizational level, group level to individual level eventually leads to wrangles within the firm thus resulting to a decline in the production process (Cummings TG, 2011, p.23). Competent leaders or workers possess required skill in delivering of quality service to its customers, which leads the firm or industries to acquire prestige and higher ranks globally.

In the VDR industry, competence as an assumption falls under several bodies, which deal with different areas in the manufacturing process. This bodies include; operational competence, organizational competence and technological competence. The top management of the VDR industry comprises of eight top management team, which emanates from the main VDR head office structure followed by middle class management consisting of approximately twelve managers stationed at each factory and finally six functional managers at the lowest managerial level. All this managers should be competent at their work places to ensure sufficient and effective service delivery to the firm (Cummings, 2007, p.45).

The VDR industry possesses incompetent managers as observed from the wrangled emanating at different managerial levels in the firm or industry. From time immemorial, Frank as a manager had a steady team of managers for over thirty years who became very loyal, after Franks retirement, incompetent managers took over the firm such as May Wong who assisted the manufacturing and divisional mangers to foster in implementing a change agenda. After a few weeks, the company experienced a slow rate in production caused by conflicts that existed among teams and the divisional managers.

Under the management competence, the manager possesses the ability to extremely use or apply interpersonal skills or knowledge to communicate required intentions to the workers in a clearly understood manner. The ability to motivate and at times influence workers achieve shared goals to enable workers understands the direction of the industry. The managers should organize jobs for their workers to understand their specific roles, thus the ability to improve on their skills and work design. The managers' competence enhances a good working environment regardless of race or ethnic background (Daft, 2001, p.132).

Another assumption based on VDR industry occurs in terms of the industry operations. VDR industry affected by poor operational methods applied during delivery of services to its relevant customers across the world. VDR industry experiences constant falling of sales and conflict because of poor operational methods applied or used by May. This resulted to the firm or industry to seek a consultancy from outside to assist in its next phase of growth. Application of specific operational methods ensures durability and efficiency in service delivery. These methods include; the ability of the industry effectively uses, and creates more financial systems beneficial to the industry and the people around, the ability to create a relevant and timely administrative procedure to improve in efficiency, and lastly the ability to creating ways that truly reflects innovations (Carnall, 2003, p.19).

Technological competence is another assumption that acts as a major problem in the VDR industry or firm over the past years. VDR industry faces stiff competition from other automaker industries such as those in Taiwan, Vietnam, and China. These countries possess modern technology, which enhances the manufacturing process thus posing a stiff competition in terms of quality and market for their products. To achieve technological competence, VDR industry should organize to multi-skill, invest and train their respective workforce thus creation a conducive environment for innovations. Workers properly equipped with up-to-date or modern technical equipment's and procedure to curb the technological imbalance experienced. With this in hand, the VDR industry within a short span of time will experience and enormous growth in its manufacturing process thus boosting the level of production.

VDR industry happens to face inadequate creative thinkers in line of duty, who acts as decision makers in times a crisis. This requires individuals who can think far much beyond thus creating new ideas into the business, which opens up opportunities to venture in. VDR industry managerial staff lack this essential quality while performing their skills thus unable to compete with similar industries manufacturing industry based in China and other developed nations (Coghlan, 2001, p.27). Possessing creative thinkers in such a firm helps in the exploration of massive opportunities available, which needs explorations to help in creating a sustainable growth in the manufacturing industry.

Creative thinkers possess vast knowledge in specified fields in the manufacturing industry such as the ability to create a much wider global relationship with similar manufacturing industries thus easier methods of information sharing. This in turn helps boost the morale of workers due to competition that emerges because of competition in attaining markets for their products (Coughlan, 2004, p.54). In the VDR industry, Lee happened to be a creative thinker where he wanted a swift company able to shift in markets with a cooperative team of members for efficient production process. The VDR industry functions as an external change consultant by helping creative thinkers find solutions to their day-to-day problems. . In such cases, different ways of solving a problem emanates from creative thinkers thus allowing a smooth flow of operations in the industry.

Type of change that is occurring at VRD

VDR industry experiences day-to-day changes at both the organizational level, group level and at the individual level over the past 40 years. By using the theory of practice change to explain what the VRD industry undergoes, considerations directed to rational or adaptive strategy management, structural or cultural change, command and leadership and the achievement of social goals. The problem that emanates or develops bases on the rate of repositioning competitiveness for the industry to adapt to the new environment becomes faster than the experience possessed by the workers. According to the theory of change, global markets have become more and more vibrant and unpredictable at the same time due to a change in technology, global communication and quantum changes (Waddell, 2007, p.67). VDR industry experience the…

Sources Used in Document:


Burnes, B, 2000, Managing change -- a strategic approach to organizational dynamics, 3rd Ed., Prentice Hall, Harlow, England.

Coghlan, D & Coughlan, P, 2004, 'Collaborative research across borders and boundaries: action research insights from the co-improve project', Research in Organizational Change and Development, vol. 15, pp. 275 -- 95.

Daft, R 2001, Organizational theory and design, 7th Ed. Thomson Learning, Cincinnati,


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