Case Study Analysis of Nuclear Tube Assembly Room (a)

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Case Study Analysis of Nuclear Tube Assembly Room (A) (Condensed) 09/10/2012 Ralph Langley became the general foreman of the process department at American Radiatronics Corporation 2 years ago. Within 24 months, he completely transformed the nuclear tube assembly room where its workers were once known as “hotheads” and “persistent troublemakers”. Under his leadership, the group was able to cut down costs, improve productivity and increase profitability. His employees loved him and took pride to work in the assembly room. However, his colleagues, such as Harold Singer from the engineering department were puzzled by the assembly room’s success. Even the President of ARC, Frank Halbert thought the assembly room was not a tough place to handle after all. In my opinion, although Langley still needed to improve his external focus and enhance controls, he was able to bond a group of “oddballs” together and turned them into productive and cost-saving workers and made the business profitable. It was his emphasis on human relations style and internal focus that lead him and the assembly room to success. In this analysis, I’ll use Quinn’s competing values model and eight managerial leadership roles as the framework to evaluate Ralph Langley’s strength and weakness, and his approach to organization effectiveness. Historically, Rational Goal Model, Internal Process Model, Human Relations Model and Open System Model are four key managerial models. Each model has its own ultimate core values and goals to effectiveness. Consequently, there were always tensions and conflicts between opposing values in flexibility vs. control, and internal focus vs. external focus. Dr. Quinn’s competing values model acknowledges that effective management can’t rely on a one-solution mentality. Therefore, the competing values model combines all four models, integrates conflicting

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