Questions

1. Sketch out a simple organization chart showing Aero Engines Company’s three divisions, including the
location of the laboratory. Why would laboratory be located in the military jet engine division?

Answer: A military plane’s purpose is to engage in air-to-air combat. While they also spend most of their life in
cruise speed, fighter planes need high acceleration when in combat or training for combat. High acceleration is
generally unscheduled. In addition to take-offs and landings, high acceleration causes major stress on engines
for fighter aircraft. Which is why thorough testing in laboratories is required. Thus, a testing laboratory is
necessary for a department which builds military aircraft.
Ref. A Case Study of Pratt and Whitney Aircraft’s Commercial Spares Planning 2006 Volume 6 Issue 3

2. Analyze the conflict between Ms. Hodge and Mr. Kevin. Do you think the conflict is based on personalities or
on the way in which the organization is structured?

Analysis: On a personality stand point, Ms. Hodge is a newly appointed head. Which is why she is very eager
to impress the higher ups with her skills. But within this situation, her intent may have turned into something
negative as the Engineering department started to have delays with their projects just because of her personal
opinion on how the units should be tested. Mr. Kevin on the other hand just wanted to get the job done. No dilly
dallying. Which was very efficient when Mr. Russell was the head of the laboratory. When we look at it at an
organizational stand point, all three departments need the testing laboratory. It just so happens that the military
jet engines department has top priority because of the reason stated in number one. It is only logical that the
company should provide additional laboratories for the other two departments since they need laboratory
testing. If cost is the hindrance, the company could create a slightly smaller lab to supplement the need for
testing while maintaining low man power costs. Not to mention, this would greatly decrease inter department
bureaucracy and enhance the productivity of the company. Conflict may be inevitable, but a happy office is
always a more productive office. Think about it: If employees are stewing over something a co-worker did,
chances are they’re not getting their work accomplished--at least not well. Rather than dealing with more
revenue-producing matters, managers’ report they're spending 30% of their time dealing with conflict,
according to John Ford, founder of John Ford & Associates, a workplace conflict management firm in
California. Resolving those issues quickly saves time and money and boosts employee retention rates.
Ref. Can't We All Just Get Along? Aug. 15, 2006 By Tara Weiss

3. Sketch out a new organization chart showing how you would restructure Aero Engines Company so that the
laboratory would provide equal services to all divisions. What advantages and disadvantages do you see in the
new structure compared to the previous one?

ADVANTAGES DISADVANTAGES
Less inter department bureaucracy Slightly higher cost

Faster productivity

Less time and effort dealing with conflict