Chapter 1, # 1,2,3 Case Question from the book Fundamentals of Management 1. Exp

Question

Chapter 1, # 1,2,3 Case Question from the book Fundamentals of Management

1. Explain the process by which a Steinway grand piano is constructed as a subsystem of a larger system. From what the text tells you, give some examples of how the production subsystem is affected by the management, financial, and marketing subsystems.

2. Discuss the Steinway process in terms of the systems perspective of organizations summarized in Figure 1.4. Explain the role of each of the three elements highlighted by the Figure- inputs from the environment, the transformation process, and outputs into the envirnment.

3. Discuss some of the ways the principles of behavioral management and operations management can throw light on the Steinway process. How about the contingency perspective? In what ways does the Steinway process reflect a universal perspective, and what ways does it reflect a contingency perspective?

Explanation / Answer

Ans:

1)A Steinway piano is developed in a long procedure that takes me hours, diverse individuals and steps. These variables would be considered subsystems. On the off chance that the administration gives the thumbs up to buy a less expensive sort of wood to use really taking shape of the piano, back will see an expansion in assets at the end of the day a lessening in benefit if the wood is not as high of value. The promoting office may need to advertise the pianos diversely as they can no more claim the high caliber of wood. Each little change can influence the subsystems of the business.

The organization Steinway and Sons is an extensive framework that is comprised of a few interrelated subsystems, for example, operations, administration, and showcasing. The operations subsystem is in charge of developing pianos. Here, gifted workers use different inputs (wood, paste, and so forth.) to make the item. The operations subsystem at Steinway (and in any association) is, in any case, not autonomous of alternate subsystems in the association. For instance, the representatives must be enrolled, prepared, and held by the association (the administration subsystem), the inputs need to paid for and the income oversaw over the long stretch from when inputs are sourced until the piano is sold (the account subsystem), and the operations procedure must work in coupled with the advertising subsystem to synchronize the interest and supply of the item.

2.Steinway and Sons delineates every one of the three fundamental components of the frameworks viewpoint. The organization acquires different sorts of inputs—materials (wood, paste), human inputs (talented work, for instance), money related inputs (money from offers of pianos)— to maintain the business. Thusly, it utilizes its work and innovation to change inputs into completed items, lastly, it offers the item in the business sector to finish the cycle

3.Behavioral administration becomes possibly the most important factor at Steinway with regards to dealing with its representatives. Its gifted workers—a large portion of them with long residencies—are in all probability the organization's most important asset and they must be made do with consideration, keeping their inspiration, their stake in the organization, and their self-improvement as a primary concern. Operations administration is essential since Steinway assembles its item painstakingly and its item is intended to both perform well and be dependable. Steinway shows both the all inclusive and the possibility viewpoint at work. A few things at Steinway are all inclusive, for example, constructing the piano. The case depicts how the organization twists wood to take the state of the external case. This is a practice that has stayed unaltered throughout the years. The possibility point of view is reflected in the circumstance including the passing of a specialist because of a mischance. The organization needed to change its arrangements, for this situation to back off its creation, until a substitution could be found.

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