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Fluis Washer And Dryer Case Study

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Executive Summary
An analysis of the gradual growth and expansion obstacles of Fluss Washer and Dryer, after Fluss AG (Swiss parent company) earned profits of $15 billion in the fiscal year 2010.
Following the meeting of the Global Executive Committee on 1st February 2011, the report summarises the issues, analyses causes and effects and provides recommendations on resolving the problems to focus on business development in the fiscal year 2011.
The report concentrates on three issues affecting the Global Executive Committee of Fluss Washer and Dryer; the organisational structure hindering growth, leadership efficiency and motivation of employees. The analysis covers centralisation vs decentralisation of the organisational structure …show more content…

Although, participation and debate seem to be encouraged at FWD through regional insights and inputs from each RD’s taken on a quarterly basis at GEC meetings and further during one-to-one sessions with Mr. Linden during his travel from one region to another. The final decisions at FWD are not up for discussion and seem to be an imposition that has to be accepted at meetings, which can create disagreement or reluctance in synchronisation of organisational goals and strategy globally.
The organisation communicates one way, through a top to bottom method of decision-making. This is suitable in organisations with specific tasks and monotonous work, such as the military, not when global sales growth and gaining a competitive edge is the expected goal of an organisation with the financial motivation of bonuses being linked to that growth. The practice of telling the Regional Director’s how to do their job seems counter productive to having them in that position. It restricts them from applying their expertise and knowledge of their region through innovation in order to achieve the desired growth.
Empowerment is an important tool for progression and FWD needs to exercise it often when expecting employees to work together towards a global objective. Empowerment can be defined as providing employees the chance to exercise autonomy in making decisions (Vogt, 1997), which is rarely implemented at FWD.
Nauman et al (2010) carried out an experiment to test the

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