ORGS 2010 Study Guide - No Authority, Railways Act 1921

• School: York University
• Department: Organization Studies
• Course: ORGS 2010
• Professor: Frank Miller

Document Summary

Competition closing technology gap and getting products out in the market faster. Other companies offering value added services and solutions; provided integration services. Company was facing high costs, was too slow to get products in the market and needed to increase value created from customers. Company implemented dual career ladder in engineering division: outstanding engineers and scientist could advance in salary without leaving the lab: could rise on ladder of positions that parallel management career steps. New product lines introduced; factories produced range of products; hard to account of production costs for individual products (shared factory overheads) Marketing people blamed manufacturing department for slowness to move to these markets. Dynacorp started selling to business unit purchasing groups; backed up by consulting firms; meant higher demand for technical support, lower customer tolerance, polished pitches and need to integrate products into customers systems. Engineering department believed responsibility for high costs and delays lay with manufacturing.