tanglin polymers casestudy

Table of content

Answers for Question No 1 ...................................................................................................... 2




References ................................................................................................................................ 12

Answers for Question No 1

Figure 1 cause and effect diagram for related issue

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The cause and effect diagram, also called “Fishbone” Diagram, is a tool for exploring

all the possible causes for this effect, which is receiving only less number of replies for

Chan’s memo. According to Cause and effect Diagram, also Tanglin Polymers case

analysis with the case study analysis, it turn into clear that main causes of received only

less number of replies was lack of a communication and lack of teamwork.

Lack of a communication strategy

Perfect communication, if it existed, would occur when a thought or idea was

transmitted so the receiver perceived exactly the same mental picture as the sender. In

this case Tanglin Company’s top management and Mr. Chan’s objective was to

decrease difficulty in securing raw materials as well as to centralize the company’s

purchasing procedures. On the other hand purchasing manager were not received this

objective effectively as a result of lack of communication strategy.

No two person have a similar background as well as even siblings differ in their genetic

inheritance. Background plays a significant role in how receiver interpret the message.

In this case the organization had got thirty manufacturing plants, located in Singapore,

Indonesia, China Etc. those have got different culture as well as People who are

speaking different languages. So Author could not believe that all manager knew

English language properly. In addition to that cultures tend to differ in the degree to

which context influences the meaning individuals take from communication. It has got

two kind of cultures, those are cultures that rely heavily on nonverbal and subtle

situational cues in communication plus cultures that rely heavily on words to convey

meaning in communication.

Figure 2 High vs. Low context Cultures

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Author believes one of the major problems faced by Tanglin purchasing managers was

the availability of huge amounts of data which those managers were unable to handle

effectively as a result of the beginning of its peak buying season was only one month

away at the time this new plan was adopted.

Furthermore did not use of suitable channels like video conferencing, face to face

conversations, live speeches as well as online discussion helped to create rumors and

gossip about new centralized system.

The elephant was perceived by six blind men as a fan, a rope, a wall, a sword, a snake

and a tree. None of the blind men was wrong, as the part of the elephant body touched

by each man was compared with various objectives.

Figure 3 Story of six blind men & Elephant

Similarly, this is how purchasing managers in Tanglin also perceived the Mr. Chan’s

memo in different ways. Because that memo had not got date as well as Chan’s wrote

like this in the memo. “Within the next six to nine months we hope to have these

requests computerized”. So sometimes managers will send their requests after six

months.

For real world example, when a doctor told my father that he has to take some medicine

only ‘SPC’, without knowing whether my father understands the term ‘SPC’, He was

creating a barrier in their communication. Then he came and asked me ‘what is SPC?’I

said that is State Pharmaceutical Corporation

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Lack of teamwork

In this case study Tanglin Company’s Top management, Chan, Clara including

purchasing managers did not work as a work team, however they worked as a work

group. So groups and teams are not the same thing. Tanglin Work group have no need

or opportunity to engage in collective work that require joint effort. Additionally there

is no positive synergy that would create an overall level of performance greater than

the sum of the inputs. But normally work teams generate positive synergy through

coordinated effort. The individual efforts results in a level of performance greater than

sum of those individual inputs.

Figure 4 comparing work Groups and Work Teams

For real world example, personally I know as a team leader how difficult to get final

group assignment done. Normally I arrange two or three brainstorms sessions on

Sundays to get group members ideas.

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Answers for Question No 2 Chan Kee Tong made several mistakes in this case and those mistakes can be

categorized in to three major areas. Such as ineffective communication, lack of

analytical skills and poor teamwork efforts.

Figure 5 Chan’s Mistakes

Ineffectiveness in

communication

Did not properly write the memo.(did not include date

and other relevant information)

Did not take use of appropriate communication

channels to deliver his message.

Had not explained about new centralized system to purchasing manager.

Chan had appointed Clara Ng to handle any inquiries about

the memo with purchasing manager.

Lack of analytical skills

Had not understood the company’s

purchasing behavior. That was why the

beginning of its peak buying season away at the time this plan was

adopted.

Did not complete arrangements for new control systems before

ask for purchasing manager's approval

requests.

Poor teamwork efforts

Did not listen to Clara Ng's comments.

Did not directly deal with purchasing managers.

Had not explained about benefits of new systems to

purchasing managers to motivate them, because of that top management knew about benefits at the same time purchasing managers

did not know about benefits.

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Create a team oriented Organization

Make work team should be one of Tanglin Company Value as well as put a clear

emphasis on self-managing teams that are empowered to make their own decision.

Should not talk about teamwork and have to show employees the seriousness of new

procurement manager’s commitment by giving teams the authority to get purchasing

manager’s job done on their own terms, while ensuring purchasing managers accept

responsibility for the results.

Assign serious team goals

Give really important task and projects to above build team and bring team in when

management is looking at new trends like centralizing the company’s purchasing

procedures. It’s very important to mix it up and not have the same team members

making decisions all the time. Ask purchasing managers to challenge the status quo and

the conventional wisdom. This will help to keep Tanglin Company procurement

department fresh and ahead on the competitive world.

Use high richness communication channels to deal with team members

(Purchasing managers).

Communication channels differ in their capacity to convey information. Some channels

are rich in that Chan Kee Tong can handle multiple cues simultaneously, facilitate rapid

feedback together with be very personal.

Figure 6 information Richness and Communication Channels

Explain benefits to purchasing managers about new centralized system.

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As a procurement manager needs to explain how beneficial new system to organization

as well as individuals. So it’s really motivate purchasing managers to implement new

system.

Reward Tanglin Purchasing managers for their hard work.

Setting up a new procedure of rewards is an attractive way to motivate purchasing

manager and other team member to deliver their best. Whether set up a contest to see

which purchasing manager can generate the most cost effective purchases by the end

of the month or the quarter.

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Figure 7 the process of how to now proceed

First second and third step are the most critical steps in above process. Because other

four steps depend on success of those first three steps.

Discuss and analyst current situation as well as create a plan.

As a person who is responsible for Tanglin procurement, Chan need to inform about

current situation to CEO and board of directors. Then they should analyst current

problem and identify causes for that. After that they have to create a plan for overcome

this problem.

Try build work team culture.

Build work team should be one of Tanglin Company Value as well as put a clear

emphasis on self-managing teams that are empowered to make their own decision.

Typically organizations have got four most common teams. Such as problem solving

teams, self-managed work teams, cross functional teams and virtual teams. Virtual team

is really suitable to Tanglin Company. Because virtual teams use computer technology

to unite physically dispersed purchasing managers, Chan and Tanglin CEO and achieve

common goal.

Discuss and analyst current

situation as well as create

a plan.

Try build work team

culture.

Discuss about current

purchasing system and

new purchasing

system.

Focus on completing

arrangements for new control system.

Ask managers to send their

approval requests.

Implement and monitor

the new system.

Celebrate successes.

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Figure 8 Virtual Team in Tanglin

Discuss about current purchasing system and new purchasing system.

Implementation of the decision is more useful, since Chan who is going to implement

the decision also participate in the decision making process moreover this increases the

commitment of the people to see the implementation to success. The number of

purchasing managers of participants is enhanced and provides an equal opportunity for

purchasing managers. Also it is really help to get purchasing manager’s feedback about

new system.

Figure 9 Allocation of activities by Time

Technology

Purchasing Manager China

Purchasing Manager Singapore

Purchasing Manager Indonesia

Purchasing Manager Australia

Purchasing Manager New

Zealand

CEO

Chan Kee Tong

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According above figure among effective managers, communication made the largest

relative contribution. That is why group discussions are so important for Chan to

overcome his organizational problem.

Focus on completing arrangements for new control system.

Ask managers to send their approval requests.

Implement and monitor the new system.

Celebrate successes.

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References

Robbins.S.P and Judge.T.A (2013) Organizational Behavior. San Diego state

university, Perason publishers

Neeley.T and Leonardi.P (2011) ‘Effective Managers say same thing twice’, Harvard

Business Review, pp 38-39

http://www.forbes.com/sites/theyec/2013/06/07/five-ways-to-build-an-effective-team/

https://hbr.org/2005/07/the-discipline-of-teams

http://www.forbes.com/sites/theyec/2013/06/07/five-ways-to-build-an-effective-team/