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...
Country Evaluation Pakistan is the South Asian country and was established in 1947. It shares border with India, Tajikistan, Afghanistan, Iran and China. It has a coastline spanning of 1,046 km with Arabian Sea. The country has highest peaks in the world that are K2 and Nanga Parbat of Karakorum and Pamir in the northern and western highlands of Pakistan. Islamabad, Lahore and Karachi provide the major by air gateways to
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