What Problems Do You Notice Regarding Formal Organization in Gmct and Cellular Communication Services?

1).What problems do you notice regarding formal organization in GMCT and Cellular Communication Services?

A).Unclear Reporting System: Superiors of Peterson (Jenkins and Hardy) have never explained Peterson how the reporting system works at the company. Moreover, Peterson observed that the reporting system designed occasionally over the time as the case also indicated. The President told Eric that he was supposed to report directly to him. However, Eric discovered on his first day on work that he was assigned to Jeff Hardy who is Director Budgets and Plans and recently was also put in charge of Operations. Because of uninformed and uncertain reporting system, the relationship between Eric and Jeff seemed to be pretty awkward. In addition to that, due to having lack of experience in the operations, Eric found it regularly very difficult to cooperate with him and Jeff was not capable of guiding and advising him very successfully during his orientation. This led to growing issues in the administrative part of the company in future.

B) Conflict with the Key Personnel: There were crucial activities which needed to be organized and planned with the participation and administration of Chief Engineer Curt Andrews. Eric particularly found it very difficult to communicate and make him do the necessary planning and organizing that ensures accurate inventory control of equipment and supplies. After few months, Peterson came to realization that Curt Andrews had no previous experience of preparing a detailed plans and designs. This inexperience was affecting company’s new startup operations to be less effective thus hindering the capability of completing work in time efficiently. In addition to this problem, Curt also did not seem to have good relationships with other employees in the company, particularly with his colleague and subordinate Todd Jones whom he frequently have disagreements over selection and specification of antenna equipment. Curt also had Melissa Miczek (Peterson’s Secretary) arguments about the mistakes in applications prepared by Curt but had typed by Melissa. Peterson raised the subject of Curt’s behavior numerous times in front of the Headquarters and advised them to appoint him to a different job which is more related with his previous experience and substitute him with a fitting and qualified individual. However, he didn’t get any positive answers from the Headquarters. As a result, problem with chief engineer whose area of responsibility was critical on this stage,is unsolved because company moved him and his family specifically for this job (unwilling to move him again) and believed that all he needed was some guidance from Peterson who is in the learning process.

C.)Lack of Inventory Control: The topic of Inventory was linked with to the Chief Engineer who believed that Peterson does not have any confidence on him. This topic exacerbated with the outcome of shortages of radios in the system construction project. The result was building the complete process from the start which meant spending precious time and money unnecessarily.

D).Delays by Subcontractors: Peterson found out that that the subcontractors which were responsible for building cellular towers delayed the entire process with their below average rate of work. In addition to that, number of local citizens filed complaints and indicated breaches to privately owned areas to cut down trees. When efforts failed to resolve the issue, Peterson decided to stop working with the current subcontractors.