TRW Case Analysis

Case 4 TRW SYSTEMS (A and B condensed) ThiviyaManikandan sridhar 54, Devika Srinivas 11, Prabhudeep Shivakumar-31 1. What kinds of organizational design choices has TRW make close the design Challenges discussed in chapter 4? due to the multifactoriality of harvest-festivals world produced and the interdependency mingled with the parts, systems, various groups, divisions and companies who assembled the parts forced TRW to adopt the ground substance structure, where it covers vertical flow of functional responsibility and horizontal flow of product responsibility.On the vertical side, TRW systems take a leak functional organizations like mechanical division, material query division, systems divisions, fabrication integration and testing division. On the horizontal side, it has programme organization which controls program office. Under these two organizations, sub draw managers and aid project managers atomic number 18 appointed. These managers have to report to two bosses. All these employees and departments argon under the control of presidents and vice presidents. This is indicates a flat and decentralized structure, where managers and employees atomic number 18 allowed to take their own decisions.The aim of decentralization followed by TRW is appropriate for the move and complex aerospace industry, as creativity plays significant bureau in research and development which is accomplished by TRW engineers. A program manager hold all the management responsibility for pulling unneurotic the various phases of a particular customer project. Assistant program manager was appointed to machinate the activities of program manager. Under assistant program manager, sub project managers were alike appointed to control the bring project activity.Sub project managers are responsible for integrating and coordinating the functional organization and program organization. He also supervises the engineers and manages financial resources procured from program office. Sub project managers are the of import integrating mechanism in the structure. There is overly much of extort and laterality on the sub project managers, so TRW has to take drastic steps to develop its integrating mechanisms as integration plays an meaning(a) role in hyaloplasm structure. TRW lacks standard operating procedures and standardized rules and norms.This indicates a total domination of mutual adjustment. As a result of this situation, most of the engineers are facing ambiguity problems. So TRW has to bring the balance between normalisation and mutual adjustment. TRW makes minimaluse of formal hierarchical reporting relationships to co-ordinate activities. The unceremonialnetwork of social relationships developed over time is important in determining how teams perform, and informal statusrelationships between scientists are important as a means of coordination.Team values and normsderive from informal interactions between scientists and are spread as members move between teams. 2. argon the design choices TRW has made appropriate for the organization, why or why not? From the above points, we can clearly say that the hyaloplasm structure and positive design followed by TRW systems is appropriate from the contingency perspective, as it matches the uncertain environment. save the managers are not utilizing their full potential and the employees are taking prefer of this structure by coming late to the work.This indicates the need for centralization and standardization. Fluctuations in the aerospace environment need spontaneous decisions which can be achieved by matrix structure. TRW is high in parturiency variability and low in task analyzability. Ituses intensive engine room and hasreciprocal interdependence. For all these features matrix structure is the outgo suitable structure. A matrix would not be suitable ina simple, stable environment for routine technology and employees withroutine tasks.Here, itwould elevate coordination and motivation problems and raise bureaucratic hails. 3. What is TRWs structure and what problems does it cause for TRW? TRW followed a matrix structure. The employees were responsible for two officers. Some of the problems caused by this structure The relationship between the project officer and the functional division officer is a complex one. Both the roles are mutually dependent and have equal power. consequently authority is undefined. This leads to a lot of confusion about the role of the managers. legion(predicate) employees are not comfortable with the relationship and this caused the status and authority problems inwardly the organization. Another problem of the structure is the subproject manager is the prime mover of the organization. He is the person who brings the program officers requirements and the labs resources together to produce a subsystem. He has to cater to the needs of project manager as well as the functional manager. He has to keep in mind the interests of both the bosses this puts him under a lot of pressure.If he reacts too much to pressure from either side, it hurts his ability to be objective about his subproject and this testament in turn affect the employees. Hence the success of the project is majorly controlled by a single person. The matrix structure did not have any formal rules. The informal procedures followed are useful for the higher level management but the employees are given too much freedom. Due to the complexity of the structure, a lot of time is required in telescope up a new project teams.This contributed to an increase in the cost incurred by the organization. As the structure is changing all the time thither is lack of leadership. Also there exists large gapbetween authority and responsibility. The project manager had no authority over people working(a) on his project. He had to work with the functional heads on these problems. This imbalance enabled tractability and adaptively in the organi zation, but it was difficult to work with. 4) What problems might TRW have with its pledge structure as it grows?The present matrix structure problem is that whether this matrix structure is suitable or Not for a large organization. As organization grows, it will be difficult for TRW to maintain Its Organic approach. We hunch forward that Divisions of TRW itself refused to share its R&D Information with other division. This attitude of employees will surely lead to Misunderstanding, conflicts and confusion. As the company grows, the company has to adopt For a new technology, some of the employees may not like new technology which is Complicated to understand and work.