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Managment

1.0 Introduction

‘A failure to plan indicates that you’re planning to fail.’

The emphasis on the importance of planning leads us to discuss how a good management would identify their primary objectives for the company before implementing changes in order to acquire it. However, a productive and an equally competent management is not about just implementing rules for everyone to follow just to attain the target set. Instead, it is about being able to, “blend leadership and management” (Business Times, 2008)

Therefore when we closely examine the manner in which the Clayton Paints’ CEO established the Customer First teams (CFTs) to help craft Clayton Paints as being, “more responsive to the needs of its customers,” and to “gain a competitive edge,” amongst its rivals, we wonder if the CEO did any prior research before implementing it. We are informed that he was convinced that the formation of CFTs would eventually improve the paint production processes but we are not told how he was able to draw that conclusion without any prior experiences.

One of the main causes for the eventual downfall of the CFT system was the poor communication of the CEO on his vision for the company and his objectives to the employees. He clearly seemed to be only motivated towards acquiring the production targets and fails to follow up with the employees to see how they’re coping with the new system. Although being able to achieve success and profits is essential for the company’s growth, the CEO fails to realize that that is not the only thing and there are other functions, as a CEO, he has to look into. This includes introducing new things into the world, doing good things for his employees and most importantly not just being about to share their vision with his employees but also to guide them along. (Business Times, 2008)

In the following sections, we will carefully scrutinize the reasons as to why the CFT system failed and will also analyze how the failure could have...