Morgan Motor Company Essay Example for Free

Morgan Motor order EssayMorgan Motor Comp any (MMC) began as a family company and has remained that way over the years. Decisions were largely drive by steady motivation for their luxury product. Traditionally, decision-making was premised on production quotas that kept supply slightly slow demand. While the company made a profit, it was not enough to sustain the company in the pine term due increasing costs caused by inefficient methods of production. The key area for improvement was strategical planning based on detailed and accurate communicateation. The implementation of the strategic plan would require a review of human resource commission practices in order for MMC to develop into an arrangement that abide byd uninterrupted transformation. MMC could gain valuable information about its environment through SWOT analysis, which could be used to inform strategic planning decisions. The company survived difficult circumstances (e. g. World War II) and demonstrated i ts ability to change through the manufacture of munitions. Another key strength is the global demand for their differentiated product.Its domestic and worldwide appeal creates an important chance to further expand its global customer base. However, the potential threat associated with this opportunity is uncertainty in a number of dimensions in MMCs general environment (Samson Daft, 2009). Economic and governmental and legal factors in other countries could potentially impact on MMCs sales, as was the case in the late 1960s where strict emission control regulations caused their US market to collapse.In this instance, domestic demand absorbed its impact and highlighted the importance of maintaining a diverse client base that could absorb the impact of any environmental changes. A sales and marketing department that is production led is ineffective in astir(p) revenue and achieving the aim of increased profits. Additionally, this production led sales creates an artificial view of demand for its product. entire research of its client attributes coupled with railcareful planning and stronger collaboration between the sales and marketing and production departments enables the formulation of agreed sales targets.The key benefits of setting targets are 1. integration with production planning, which reduces the likelihood of over-investment in inventory 2. a proactive sales and marketing department that devises strategies to improve sales and 3. measureable targets that can be used to evaluate efficiency and effectiveness. Despite having a keen and loyal workforce, the presence of change offense confirmed that incremental change was initially more effective than radical change which may pass water created an unproductive atmosphere of dissent amongst its workforce.Moreover, steady demand for their product led to complacency, which justified Peter Morgans caution about change. This could be interpreted as lack of vision and is reflected in the lack of figur e and under-capitalisation of MMCs machine shop. In a study done on Toyota (UK) Ltd. , it was noted that the traditional car manufacturing base in the UK was located in the West Midlands and these were rich in precision engineering skills (Winfield Kerrin, 1996, p. 50).MMCs proximity to this manufacturing hub created opportunities for research and development by inspecting some of these manufacturers in an effort to improve their production practices and processes, specifically focussing on how technology could be used to improve efficiency. This acknowledgement of the power of technology in the long run came in the form of Charles introduction of a manufacturing resource planning computer system and use of bounder/CAM. Perhaps differences in generational attributes enabled Charles Morgan to more easily embrace technology.However, the positive outcome was product innovation such(prenominal) as design features to improve aerodynamics. testing of how human resource management prac tices could transform MMC from an organisation where everyone defends their own corner into a team-based learning organisation was a natural progression once management accepted the need for change. In the first instance, focus should be on developing managers to help still organisational change (Waldersee, 1997) and enable them to be effective role models within the company.Training solutions and interventions should target general areas such as effective teamwork and communication, motivating workers and encouraging innovation. Additionally, where there are identified skills gaps, it should also target content-specific areas e. g. contemporaneous sales and marketing practices would make up for the sales directors lack of recent sales experience. Once again, Charles was led by example by enrolling in an MBA, thus demonstrating his commitment to ongoing teaching and development.Although collectivism has traditionally been associated with eastern cultures (Hartel, Fujimoto, Strayb osch, Fitzpatrick, 2007), motor companies like Ford and Toyota moved away from Taylorism and demonstrated the shelter of teamwork in vehicle manufacturing (Winfield Kerrin, 1996). However, MMCs reward system of individual production bonuses did not acknowledge the value of teamwork. Moreover, an unspecified dollar amount that was eroded by inefficiencies in the production process did not countenance an incentive to improve production.Not only should these individual production bonuses be quantified, the company should also see a reward system for foremen to acknowledge their efforts in encouraging individuals and teams to achieve higher production. The present sidereal day success of MMC is testament to managements vision and commitment to continuous product and process innovation. Examination of their website confirms their ability to stay current through value adding which resulted in features in their cars such as light and environmental friendliness.This has enabled them to cater both for the on-road user and the racing arena, as is straightforward in the videos available on their website. Furthermore, offering factory tours not only gives potential customers insight into the manufacturing process, it also provides the company with the opportunity to partake some of its knowledge with others. The insight gained by watching the video on MMCs factory processes makes it evident that the MMC today is collaborative both internally and with its external stakeholders.