Treetop Forest Products Essay

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  • Published: 09.21.19
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Treetop Forest Products is a very reputable firm who joined with Westboard Co. to produce high quality lumber for sale to international buyers.

Treetop Forest Products main operation is usually to take organic logs and transform all of them into 2-by-4 and 2-by-6 building class lumber which are then transmitted over to Westboard Co. in order to sell those to their foreign consumers. Treetop Forest Merchandise has 6 departments with those staying: planing, sawmill, boom, presentation, shipping, and maintenance. Each of the six departments currently performs 2 alterations a day with two distinct crews, with one change being each day at 6th a. meters. and with one move being in the afternoon starting at a couple of p. meters. other than the labeling department.

The maintenance department yet , only works the night time shift which will starts for 10 l. m. Because the packaging department does not have got its own boss, Treetop Forest Products has the supervisors from the planing and sawmill department look after their very own department as well as the packaging section, and that’s where the difficulties arises. The labeling department is situated in a different building then those of the sawmill and planing department, while using sawmill division being a extremely far length away from the packaging department, therefore although the supervisors do visit the packaging division from time to time it is sometimes a second believed.

With the cost of building-grade lumber staying so competitive, buyers is going to tend to buy items whose presentation and demonstration is of a better grade and for that reason sets their very own product in addition to the competition. Since, packaging is such a major aspect in whether or not customers purchase all their building-grade wood from Westboard, they have a competition between the plants that make up their company where the plant which has the highest quality packaging are getting a plaque.

Treetop features always excelled in the labels as to exactly where they have received the plaque from Westboard on multiple occasions then when they have not received the award they have placed very high, but as of late this has transformed as the standard of packaging which has come out of Treetop has been gradually declining within the last couple years. One would feel that since the output of the presentation department has become declining, the complete mills output level can be declining with it as it is the selecting factor between a sale and a simply no sale. The other departments at Treetop Forest Goods however have already been doing the complete opposite of what the product packaging department has.

The planing and sawmill department have been steadily increasing their output levels over the past couple of years, with productivity becoming so high the sawmill office recently arranged a new record for a single day. That’s to never take away in the other 3 departments even though, as they have been keeping their productivity level at a consistent level. This problem has become a significant problem when elevated or constant productivity amounts for your five of the six departments should be thought about a good thing, however in this case it can be hampering the chance for product sales to consumers for Treetop.

Since the output levels are so high to get the sawmill and planing departments, this kind of often means there is too much to get the packaging department to do in a single shift, so that has pressured Treetop to add an extra overtime shift intended for the packaging office on Saturdays. Although, this is certainly a great factor for the members with the packaging office as they are making more money, it has Treetop struggling major outcomes since they are losing profit from every single sale of the lumber as a result of extra money they need to shell out for the packaging division, and since there isn’t a permanent number of expert in the presentation department the members are usually seen benefiting from not having a supervisor by using longer lunches and fractures and giving the job a few minutes before they should.

These issues possess caused Treetop Forest Items to suffer through the loss of revenue and dignity within Westboard Co. Analysis: The theory that Treetop Forest Products is utilizing is definitely the Contingency Theory. It We clear that Treetop Forest Products is using this theory solely because of the productivity that every department in the company is definitely achieving.

The Contingency Theory states there is no one best way of leading and that a leadership style that is powerful in some situations may not be effective in others. It also says that while an innovator may be very effective during one particular situation and point in time could become unsuccessful and ineffective both when placed in another circumstance or when factors surrounding them change (Contingency Theory, 2002), and this was very clear when dealing with the Treetop Forest Goods situation. Treetop Forest Items is a very successful business that thrives in the situation placed in the front of them, which can be partnering with Westboard Company. to sell goods to nternational business clientele.

With Treetop having half a dozen operating departments; boom, sawmill, planer, presentation, shipping, and maintenance, they assure themselves that issues get done in an orderly and effective trend so that they can popularity in their field. The only problem with this is that packaging will not have its separate director which means that planer and sawmill supervisor needs to multitask in accordance to the departments that they have to is mainly selling each move. Although, this might seem like this can be a minor trouble it has turned out to be difficult for the supervisor’s to stay on top of things in their own section as well as in a different department in a totally different location and skill.

As it offers stated in the case, Treetop Forest Products is definitely thriving inside the conditions which have presented alone with nearly every department increasing their production level apart from one; that you department, presentation, being the one which has the biggest implications to whether Treetop succeeds in business or fails. As businesses judge the quality and sustainability in the product on how nicely and carefully the item is packaged, Treetop cannot afford to leave the packaging department be their very own weak point.

However the packaging section has received the Westboard Co. ‘s packaging quality award a couple of times their efficiency level has become slipping as a result of sole fact that they do not possess a director of their own and still have to share supervisors with the devaliser and sawmill departments. This is how the A contingency Theory takes on in, because even though the supervisors for the sawmill and planer departments are doing an excellent job with their departments, frequently exceeding targets, when they are handed the responsibility of looking after and keeping up the productivity of the packaging section it often turns into overwhelming and a secondary thought.

The supervisors are extraordinary at leading their own group members within their primary division since that is certainly most likely the actual have been competed in and are experts in so when implanted in the packaging section that field of expertise and teaching turn into secondary factors. Considering that the supervisors don’t personally know the members in the packaging department it sets a strain in authority the supervisors have and trust that the supervisor and members possess in the other person.

Although, every single supervisor has been appointed that position for their poise, capability, and capability to lead all their department all those leadership characteristics may not copy over from one department to a different which is the truth inside Treetop Forest Products organization. While using top two departments inside the company becoming the escamoter and sawmill departments, it could be a case of management trusting that the administrators, since the excelled so mightily in their very own departments, could hand one other department when still keeping the increasing productivity levels currently being attained by their primary departments.

What management failed to consider is whether their personal fire and drive might diminish when ever implanted into a different office while continue to trying to uphold their unique department. The Contingency Theory states that leaders could become unsuccessful if perhaps factors just like their environment around them alter which could have been completely a major factor with this demise with the packaging office.

For example since the sawmill section isn’t actually in the same building because the packaging department, the lack of determination the sawmill supervisor were required to even visit the packaging section may have been because of a drastic change in environment, mainly because when people receive settled and accustomed to particular environments and factors around them displacing them may injury the company much more than benefit all of them. According to the Canadian Organizational Behaviour textbook, key characteristics of the effective innovator include character, self-concept, drive, integrity, emotional intelligence, etc . (McShane & Steen, 2009) and to expect that each manager in the organization display similar key characteristics is what Treetop did mainly because it appointed the planer and sawmill supervisor to as well supervise the labeling departments functions.

As stated in the theory, management styles which might be effective in a single situation will not be effective and successful in others; and with every person comes several leadership designs. For example the key characteristics pertaining to the maintenance supervisor may be that he or she is need to have an amazing amount of drive seeing that their change does not start until 12 o’clock at nighttime, it takes a lot of drive to be able to function your way through that shift while still leading people who may prefer being home sleeping instead of by Treetop performing maintenance.

As the key characteristic that the manager for the shipping division must have is usually personality since they are dealing with external communications whilst processing and shipping the lumber out to be sold, so it would be difficult pertaining to the shipping and delivery and routine service supervisors to change positions because of the demand for several key haracteristics and that is for what reason Treetop’s presentation department was ailing in comparison to the other departments. Since the product packaging department’s director would have necessary to have a powerful knowledge of the company since the buyers put such attention to fine detail and focus on packaging, getting the sawmill department’s supervisor in whose strong point can be his or her drive was just setting Treetop up for devastation.

With the scenario playing such a key function in whether a certain director or leader thrives or perhaps perishes in his or her role, Treetop should have acknowledged the different situations the administrators of the sawmill and a department’s teams were in before they appointed them responsible for managing the packaging departments operations. The situations from the three distinct departments were extremely several not only as the operations of each and every department vary but as well because of the success each department was having in the firm. The sawmill department was seeing key success in the daily daily operations, setting a single working day record in productivity while the planing office had to cut down their adjustments from two a day to only one switch a day.

The whole opposite could be said about the packaging office; the efficiency level of their packaging department not only was weak, but it was so low that the job would typically not get done and with such an emphasis put on packaging in the firm it was little by little bringing Treetop from the upper echelon of the organization. Since the achievement levels of the packaging department was so totally different from that of the planing and sawmill office, the supervisors in those two departments may include felt as if they were staying downgraded by having to take responsibility of the presentation department as their departments were so much more successful.

The situations and environments about those administrators changed which usually caused their very own leadership design to fail and not end up being consistent with the phenomenal job that were there been doing with their own departments. The Contingency Theory states there is no one best way of leading and that a leadership style that is powerful in some scenarios may not be good in other scenarios. Also, a leader who is very effective at one particular place and time can become unsuccessful both when transplanted to another condition or if the factors around them change.

Regarding Treetop Forest Products, once faced with the obligation of managing the day to day procedures of the packaging department the leadership design they had applied with their powerful sawmill and planing departments. Since the essential characteristics essential for all three departments differ significantly, so when the supervisors had been forced to supervise the packaging section the internal situational factors were different than the fact that was needed outwardly.

The success of the several departments was also a essential reason for the demise of the packaging office since the sawmill and planing departments had been so used to working in good departments, when implanted in to an not successful department their very own environments had been a change and shock from those of the successful environment. Although, the sawmill and planing departments supervisors were widely good in their current situation using their team, once faced with an opposite scenario then they were used to and around different environment, their very own leadership styles and attributes suffered leading to the packaging departments productivity level decreasing.

Advice: Situational Management Theory: The Situational Command Theory states that there is not any best type of leadership, instead effective leadership is task-relevant and that the most beneficial leaders modify their management styles for the maturity from the crew or the individuals that they are looking to lead or influence (What is the Situational Leadership Theory, 2009). Rather than take the administrators from the two top departments in the company, Treetop Forest Products could have instead checked out which administrators in the business were the very best at conforming their management styles based on the feelings and actions of their group.

Just because the sawmill and planing departments were both the top departments in the firm that does not show that their supervisors were the main element contributing factors to the success, instead it could possibly have been due to exceptional display of work and drive to succeed just about every employee in those two departments had to increase the efficiency levels and rise to the top with the company. Treetop Forest Products could have instead looked at each supervisor independently to see whom of the five supervisors effectively led their particular team while still to be able to encourage that help the useless members with their team and push the most efficient members to complete bigger and better issues through acknowledgement and confidence.

The Situational Leadership Theory also says that effective leadership not merely varies while using individuals or group that each leader is trying to guide or influence, however it will also rely upon the job, job, or function that needs to be achieved. Treetop was so worried about the output level was decreasing inside the packaging division that they thought throwing the 2 supervisors of the most productive departments into a declining situation and hoping that their achievement would apply off on the members from the packaging office.

While those two supervisors had been the commanders of the two top departments in the business, there might have already been a boss or a part of the packaging office who was more capable of taking over the duties while the supervisor based on their background in packaging, even if it was simply a very good secondary skill. A strong leader in one condition may not be the very best leader within situation. Management is task-relevant and even though the sawmill and planing supervisors exceled and so mightily in their current circumstances, when the job around them transformed and the group they were leading changed, their performance recover group also declined ultimately causing the suffering productivity degree of the packaging plant.

Instead, Treetop could have investigated all the market leaders in the firm to see which in turn had the ability and key leadership attributes to lead the packaging department or perhaps Treetop could have simply manufactured a member inside the department the permanent director of the section.

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