Faboil Ltd Case Study

Introduction

Faboil Ltd has evolved into a relatively successful organisation in the biotechnology field. The success of the company and its paternal approach was adopted by Dr Alfred Brownlow. Dr Brownlow has led from the front in terms of developing the product range for Faboil Ltd. Richard Cranberry (Director of Biotechnology) has driven very hard to maintain the success of the company, although the organisation lag behind in terms of modus operandi technology. At present, the monopoly position of Faboil Ltd has slowly eroded away and faces two competitors. The major causes are that the new products have failed to live up to market expectations and it is at a backward stage only holding a 20% market share. This report will find the causes of issues in the company and give ideas and resolutions on how to fix the problem.

Management Role

Henir Fayol a French industrialist defined management as consisting of five main activities, planning, organising, commanding, coordinating and controlling. Planning includes defining goals, establishing strategy, and developing plans to coordinate activities. Organising includes determining what tasks are to be done, who is to do them, how the tasks are to be grouped, who reports to whom, and where decisions are to be made. Commanding is telling people what should be done. Coordinating involves determining the timing and sequencing of activities so that they work together properly, allocating the appropriate proportions of resources, times and priority, and adapting means to ends. Controlling is the process of monitoring performance, comparing it with goals, and correcting and significant deviations.

Richard had encouraged his three project teams to develop new ideas as quickly as possible fo...

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...w what to do, another person can be a good talking point and help identify the person’s cause of stress and find an appropriate way to deal with it with them.

Conclusion

This report shows that Faboil Ltd does have some internal issues that do need resolving and the suggestions made will help. The reports starts with Richard and the downfall of the problems that started when he transferred some workload to one particular colleague and how he did not have sufficient and effective communication with his colleagues about what the work entailed and who should really do it rather that presume. The report then concentrates on Carole and how she copes when Richard asks her to take on extra workload then goes off long term sick. Then the report explains time management and the effects of stress and suggests solutions. Hopefully Dr Brownlow takes on board the advice given.