Walter Long Case

The American Radiatronics Co is a leading nuclear electronics manufacturing company, whose main office is located in Boston. The regular line of the company dealing with the manufacturing of electronic tubes is located in the nuclear tube assembly room, a region of the company where Walter Long, the general foreman of the general process department describes as the most successful.

However, a case study conducted in the American Radiatronics Co reveals a looming crisis affecting the tube assembly room, as far as the daily operations of the company are concerned. First and foremost, there seems to be a lack of understanding between the current foreman of the tube assembly room, Mr. Walter Long and Harold Singer. Harold seems to be in disagreement with Long’s way of doing things. He wants the proposal submitted by Ginnie Daniel put into actions as it contains the long-awaited changes that will take the operations of the tube assembly room to a whole new level. Walter on the other hand, feels that the ideas contained in Daniel’s proposal are absurd, and if implemented, will destroy the efforts that he has put for the past two years. However, Harold is curious and very much ready to see the implementation of the new proposal, claiming that the existing operations have become obsolete and new changes are needed to put the tube assembly room into control. He further claims that everything in the department is casually done, and he somehow does not understand how money is generated from the tube assembly room with such a way of running errands. It seems quite illogical that women in the tube room do all their own testing from there, claims Harold. The same women who make the tubes test them and no one are accountable for the quality of work done in that department. Harold further claims that the new proposal has tremendous potential that would revolutionize the way things are done, insisting that the old way of doing things makes American Radiatronics Co. the worst company.

Working under production schedule is another problem experienced by the workers in the tube assembly room. Looking at the case study interviews conducted in the company, it is quite evident that most workers find it uncomfortable to work under production schedules. There is a conflict between the workers and the production department in terms of the amount of work that is supposed to be done, and when the work should be done. Most of the workers in the tube assembly room do not like working under schedules. They prefer working at their own pace and provided no one is pushing them, all their deadlines will be met. This seems to be in agreement with Mr. Long’s principle of letting each worker do what he or she can and likes without putting too much unnecessary pressure. Long claims that letting workers choose the kind of work they do increases efficiency leading to achievement of the set targets within the required timelines.

Employee motivation is another key issue in American Radiatronics Co. Acoording to Long, the trouble facing most managers is the way they think about their junior employees. Long argues that managers see the company as the center of everything and that they only think of themselves at the expense of other employees. He claims that they see workers as unimportant and that they are only there to serve the interests of the management and to work for the management. Long disagrees with this notion by saying that workers, just like the managers, are all employees of the company and should not be treated with any disrespect and that a boss who uses his workers to build his own ego is not doing right by his workers. If workers can be motivated, they have a potential of productivity that is greatly in excess of what he or she usually delivers.

From the case study conducted at the American Radiatronics Company, it is quite vivid that the main problem affecting the daily operations of the company lies in the way workers relate to their managers. There is no effective communication on issues affecting their activities and this has created a rift between the management and the lower ranking employees on the ground. A clear channel of communication needs to be introduced in the company to allow workers to air their views to the top management and at the same time, receive instructions from the management.

The employees also need to be motivated and treated in a humane manner by the senior managers. By making the employees feel part of the company and not only mere workers, the production output will go higher as this will boost their morale to put even more efforts in achieving their set targets.

There should be a good working relationship between managers of the various departments. The case study of American Radiatronics Company clearly shows a division and lack of support and understanding between Mr. Singer and Mr. Long. With such a working relationsip particularly in the managerial position, the goals of the company are bound to be unfulfilled. A good working relationship among managers in a company is a prerequisite to the overall excellence of the company









Whetten. D., Kim, C., & Reading, M. (2013): Developing Management Skills (8th ed.).

Janet, P., Susan, C., & Paul, B. (2008): Want to, Need to, Ought to: Employee Commitment to Organizational Change, Journal of Organizational Change Management, 21, no. 1.

John, K., (2002): Real-Life Stories of How People Change Their Organizations, (Harvard Business School Press).

Kim, C., & Robert, Q. (2006): Diagnosing and Changing Organizational Culture: Based on the Competing Values Framework, (California: Jossey-Ba


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