RONDELL DATA

CORPORATION
Group 3:
Deepak Vaswan 10PGHR15
Jigyasu Shukla 10PGHR17
Priyanka Gupta 10PGHR30
Preeti Agarwal 10PGHR37
Sandeep Rath 10PGHR44
V. Kavya 10PGHR56
 Company History

• Founder-Bob Rondell (1920) as “Rondell

Equipment Company”
• They manufacture several electrical testing
devices,-Radio broadcasting equipment(1947)
and transmission equipment (1960)
• Company grown from 100 employees to 800
• Rondell’s employee formed backbone of the
firm operations
 Organizational Chart, 1978

Bill Hunt
President

Ralph Simon Frank Forbus Ron Porter

Executive VP Dir. Engineering VP Sales

Dave Doc. Reeves Frank Forbus

Len Symmes Schwab Director Of Engineering
Controller Factory Research Structure
Supplier

Personell
Organizational Culture

• Age/Experience valued
• Creativity/Genius revered
• Seniority important
• Preserving “family spirit” of the old
organization
• Personal management
• Informal approach
• Personal contact communication
style
 Issues
• The firms was experiencing number
of disputes between research,
engineering, sales, and production
• Centre of problem was new
production introduction
• These disputes decline in higher sales
and gross revenues
 Problems
• Conflict and little cooperation

• Blame placed on other departments

• Lack of formality in organization

• No formal policies or procedures

The Sales Department
• Ron porter was angry ,as they have failed
to deliver on schedule
• As the model 802 is typical, they padded
the delivery 6 weeks
• This is ruining the reputation in market
• This is because communication gap
between engineering, production, sales
department
The Engineering Department :
Research
• Frank Forbus was in charge of both
research & engineering services
• Department was facing problem of-
– Solving development problem
– Bringing innovative ideas
• Department is looking forward for the
special contract so that they can subsidize
the basic development work which goes in
all there basic product
• Relationship between the people are based
on mutual understanding and not on policies
and procedures
• There was enough problem in the production
• Members of the department was proud of
their personal contract
• Engineers were delighted with department’s
encouragement
The Engineering Department: Engineering
Services
• Salespeople discuss their problem with designers &
who directly blame R&D

• Frank’s technician supervisor trusted the ability of

his people and Frank, and he has enough support
from them

• Fred Rodger an assistant was facing problem as the

people was not ready to take their responsibilities
• Don Taylor trusted his people and assign the job
accordingly
 The Production Department
• This new group did not follow old tradition of
company
• They have done reorganization, now production
department had controlled purchasing, stock control
and final quality control
• Because of wartime events, management decided to
remove these three departments from production
• Production workers were nonunion, hourely-paid
and participated in both the liberal profit-sharing
program and stock purchase plan.
• Moral in production was traditionally high, and
turnover was extremely low
The Executive Commitee
• The executive committee was a brainchild of
Rondell’s controller, Len Symmes, who was
well aware of the deputes that plagued in the
company
• Bill Hunt and Ralph Simon to meet every two
weeks with departmental heads
• The idea of doing things collectively and
informally just doesn’t work as well
• Meetings were used as a place to pass routine
information
 Recommendation
• Focus on team building should be there

• The constant finger pointing needs to be

stopped by organizational wide efforts at
breaking down functional barriers

• Creating an environment of team

participation and decision making