Running head: GAP ANALYSIS: RIORDAN MANUFACTURING
Gap Analysis: Riordan Manufacturing
Donald J Umling
University of Phoenix
Gap Analysis: Riordan Manufacturing
“Like individuals, organizations change continuously, reacting to developments in their markets and to the arrival and departure of key people” (Day, J., & Jung, M., 2000). Today in almost all organizations change is imminent. “But sometimes a company must change more quickly than this gradual evolution allows; it needs a break with the past, an accelerated pace of change--a transformation” (Day, J., & Jung, M., 2000). According to Kreitner & Kinicki (2004) “A strategic plan outlines an organization’s long-term direction and actions necessary to achieve planned results. Strategic plans are based on considering an organization’s strengths and weaknesses relative to its environmental opportunities and threats” (Kreitner & Kinicki, 2004, Ch19, p 17). This paper will address the following: a) Riordan Manufacturing’s change due to the declining sales and what techniques Riordan took to accommodate this, b) Riordan’s motivation techniques used to motivate its employees.
Situation Analysis
Riordan Manufacturing’s CEO, Michael Riordan, recognizes problems on the horizon and initiates objectives to help remedy these problems. Riordan is not unlike their competitors in this objective, many companies are facing the same dilemmas as Riordan is. However it is the aggressive action which takes place to avoid this which sets Riordan apart from its competitors.
During recent performance data that author reviewed the author discovers that “25% of the employees are high achievers, also there was a large group of mid-tier performers and a small group of people who are not performing well at all” (UOP Scenario, 2008). The CEO is concerned about the retention of his staff as well as motivation problems. Also of concern is that key employees with proprietary information may leave the company for better...