AcuScan, Inc. Case Study
I am newly hired Vice President of Organizational Development, and will be responsible for creating the Organizational Development department over the coming year. This company is trying to find a new product based on their technology, a retinal scanning system, because revenues have been dropping. Two members of the management team have suggested a new product for a new market, but the manager of Product Development has refused to cooperate. This paper analyses the arguments made and offers recommendations to the CEO. I will first discuss some assumptions made by Kelly, Senior Engineer in Product Development. He made the assumption that Pat; Director of Marketing did not know anything about Quality Control (QC). He also stated that all the features for the retinal scanner could not be developed in the timeframe requested. He also said that due to the staff reduction last year, the staff would not have time to develop the product.
Kelly stated that Pat did not know enough about the product, because he did not have the background or experience in the technology. He also stated that the product would not meet the need of the customer, because it would be substandard. He made the assumption that Pat was undercutting him by talking to his programmers behind his back.
Pat, the Marketing Director also made assumption, such as that the new product would be a simple addition to the iScanner they all ready had. He made the assumption that the programmers would have enough time to develop the product, even though they were short of staff. Pat also that because the staff was disagreeing with him that they were not committed to developing the new product. He thought that the job could be done by outside contractor in the allotted timeframe. He...