Please answer the following question from chapter three (Organizing):
1. Which type of organizational structure is best suited for developing a new product which requires a high level of specialization in several functions and the time to market represents a critical factor?
2. A materials manager suspects that the quality of work being done within his department was steadily deteriorating. He wanted to introduce a program of change to improve quality. What steps should he take?
3. The company has recently concluded a multimillion dollar contract to supply products to a third-world country. The first elite group of engineers from that country has just completed a two-month training course on maintenance and operations. The training manager reported that the level of skill and knowledge of that country was so low that no amount of training would ever enable them to properly operate and maintain the products in questions. “It might be better for that country to buy a less sophisticated product from the company’s competitor.” the training manager suggests. What should the company do?
4. Six months ago, the company hired an engineer for his expertise in hydraulic drives, based on a product development plan with a forecast for needing this expertise. Market conditions have suddenly changed in favor of sophisticated electric drives. The engineer involved turns out to be very good in his area of specialization. But it is difficult to retrain him for other assignments in the company. Should the company discharge this engineer?