Fletcher Electronics Emails #1
Dear VanDyke,
I would like to point out some reasons why the materials managers were not complying with your policy. There are three reasons listed as below.
1. Communication problem-The letter didn't point out the importance of the policy. And it also didn't mention quantified benefits or crucial influences which affect the operation of the plants. Therefore, the managers didn't know whether this policy is required or not even they've already knew the concept of the policy.
Let along we couldn't contact with each of the key managers in person.
2. Organizational factors- our company is successful in the defense industry. The plant managers are still following the same rule as well as they've done for many years. They have strong, well-organized regulation and policy to make the plants operate smoothly. Any adjustment in operation may give them the hard time to implement directly in such a short time. If they would like to change the procurement procedures and reduce the suppliers, the HQ needs to discuss with the key managers who have been empowered to make big decisions and knew the gain and loss the most about the factory.
3. The main contact problem- The HQ didn't know whether the factory director has noticed this new policy change or not. The material managers may only represent the procurement department, so the HQ should also let the factory director know the new policy change for long term benefits. If the HQ could inform the factory director about this new policy, the new policy may goes smoother with director's powerful support. And then the factory director could coordinate the opinions of different department managers after evaluating new policy.
Susan Wilks
Executive Assistant
Fletcher Electronics Company
Fletcher Electronics Emails #2
Dear VP,
I would like to bring up the short-term and long-term suggestions in terms of my previous point-of-views.
1. Communication problem- Before implementing any big decision, the HQ can schedule a video conference meeting with materials managers to make sure they know all of the process. The materials managers could report to VP's assistant managers if VP didn't have much time to meet all of them in person. The HQ also can ask each plant to hand in a timetable and release any difficulties they might have when implementing any important policy. In the long run, the HQ could set up the bounty system and regulate the communication mechanism to all plants.
2. Organizational factors-The HQ needs to host a meeting with all business-related managers instead of only contacting with materials managers. For example, manufacturing department has to make sure the delivery of materials and spare parts, so the procurement managers need to confirm ETD with suppliers ahead of time. Therefore, the HQ could gather all the crucial information from different key managers to know the gain and loss of company in time whenever they need to enact any other policy. In the long term, turning this process into routine mechanism to benefit the long term profits.
3. The main contact problem- The HQ needs the plants director to participate in this action for some reasons. For example, the plants director can schedule meetings to oversee implementation of the new policy and then report the degree of progress to HQ weekly to make sure everything is getting on the track. This move would benefit the profits of company to avoid making mistakes or misinterpreting the meaning of the new policy. Therefore, the HQ can fully understand the impact toward each key chain production in the factory.
Susan Wilks
Executive Assistant
Fletcher Electronics Company
Fletcher Electronics Emails #3
Dear Jean,
Thank you for trusting my opinions.
As an executive assistant, I have responsibility to suggest VP from my experiences.
After working with VP for a while, I don't think that VP is part of the problem, because he needs us to manage and schedule the implementation process of new policy. What I should do is to find out the problem and key factors why the material managers are not complying with his policy. I've pointed out some key reasons to him and he seemed to be pleased to know actions that he might not come across before. VP knows that all the policy changes are related to the benefits of the whole company. After co-working with factory director and managers, we started to see some improvements on the main issue. We did received feedback and opinions from plants that are not complying with our policy before.
Therefore, I would be happy and honored to give some suggestions in this action.
Best regards,
Susan Wilks
Executive Assistant
Fletcher Electronics Company
Dear VanDyke,
I would like to point out some reasons why the materials managers were not complying with your policy. There are three reasons listed as below.
1. Communication problem-The letter didn't point out the importance of the policy. And it also didn't mention quantified benefits or crucial influences which affect the operation of the plants. Therefore, the managers didn't know whether this policy is required or not even they've already knew the concept of the policy.
Let along we couldn't contact with each of the key managers in person.
2. Organizational factors- our company is successful in the defense industry. The plant managers are still following the same rule as well as they've done for many years. They have strong, well-organized regulation and policy to make the plants operate smoothly. Any adjustment in operation may give them the hard time to implement directly in such a short time. If they would like to change the procurement procedures and reduce the suppliers, the HQ needs to discuss with the key managers who have been empowered to make big decisions and knew the gain and loss the most about the factory.
3. The main contact problem- The HQ didn't know whether the factory director has noticed this new policy change or not. The material managers may only represent the procurement department, so the HQ should also let the factory director know the new policy change for long term benefits. If the HQ could inform the factory director about this new policy, the new policy may goes smoother with director's powerful support. And then the factory director could coordinate the opinions of different department managers after evaluating new policy.
Susan Wilks
Executive Assistant
Fletcher Electronics Company
Fletcher Electronics Emails #2
Dear VP,
I would like to bring up the short-term and long-term suggestions in terms of my previous point-of-views.
1. Communication problem- Before implementing any big decision, the HQ can schedule a video conference meeting with materials managers to make sure they know all of the process. The materials managers could report to VP's assistant managers if VP didn't have much time to meet all of them in person. The HQ also can ask each plant to hand in a timetable and release any difficulties they might have when implementing any important policy. In the long run, the HQ could set up the bounty system and regulate the communication mechanism to all plants.
2. Organizational factors-The HQ needs to host a meeting with all business-related managers instead of only contacting with materials managers. For example, manufacturing department has to make sure the delivery of materials and spare parts, so the procurement managers need to confirm ETD with suppliers ahead of time. Therefore, the HQ could gather all the crucial information from different key managers to know the gain and loss of company in time whenever they need to enact any other policy. In the long term, turning this process into routine mechanism to benefit the long term profits.
3. The main contact problem- The HQ needs the plants director to participate in this action for some reasons. For example, the plants director can schedule meetings to oversee implementation of the new policy and then report the degree of progress to HQ weekly to make sure everything is getting on the track. This move would benefit the profits of company to avoid making mistakes or misinterpreting the meaning of the new policy. Therefore, the HQ can fully understand the impact toward each key chain production in the factory.
Susan Wilks
Executive Assistant
Fletcher Electronics Company
Fletcher Electronics Emails #3
Dear Jean,
Thank you for trusting my opinions.
As an executive assistant, I have responsibility to suggest VP from my experiences.
After working with VP for a while, I don't think that VP is part of the problem, because he needs us to manage and schedule the implementation process of new policy. What I should do is to find out the problem and key factors why the material managers are not complying with his policy. I've pointed out some key reasons to him and he seemed to be pleased to know actions that he might not come across before. VP knows that all the policy changes are related to the benefits of the whole company. After co-working with factory director and managers, we started to see some improvements on the main issue. We did received feedback and opinions from plants that are not complying with our policy before.
Therefore, I would be happy and honored to give some suggestions in this action.
Best regards,
Susan Wilks
Executive Assistant
Fletcher Electronics Company
