ASTROTECH FUEL SYSTEMS

AstroTech Fuel Systems Case Study

AstroTech Fuel Systems Case Study

Question-1:

AstroTech is an engineering company, manufacturing products for aerospace and airline industry in the United States. Fuel Systems division got acquired by Aerospace a couple of years back because it got considered a lucrative industry segment. Employees at this division felt pride as they got highest salary packages while working at this division, so no one wanted to move to any other business segment of AstroTech after acquisition of this division by AstroTech. This case is about Jim McGee, who is in charge and leader of Fuel Systems division in AstroTech. Jim began his career with AstroTech at their Division in Utah. He got known for his dedicated approach towards work and popular as task master as he interacted with his colleagues and considered an effective team player, active and pragmatic team leader. Seniors at the apex level in AstroTech Corporate Headquarters have decided to transfer Jim to Utah. This decision communicated to Jim by Roger Banter, the absentee General Manager of the Fuel Systems Division. Jim confronted Banter regarding his transfer that abruptly concluded by Banter by saying that Jim had to move Utah, and he would only like to talk further after settling problems in Fuel Systems division (Eisenbeis, 2001).

Question-2:

Jim McGee had an obvious conflict with George Phalen in the Fuel Systems Division. Phalen was the division's president, and Jim was in charge of Engineering function of this division. Jim got concerned about the quality aspects of aerospace and airline products manufactured by Fuel Systems Division. The cause of the problem what Jim believed was Phalen as he had short-termism in his approach and views, and he preferred to increase unit output and sales than identifying and solving the major quality problems that had come with the acquisition. Jim got concerned about long-term prospects of this Division, and taking an unbiased view, Jim got concerned about the going concern status of Fuel Systems Division that being threatened by substandard quality products manufactured by the Division. On the contrary, Phalen was power oriented person who believed in completing tasks in time without considering subordinate's suggestions or company policy, thus disregarded quality aspects of production. Ben Short was heading Production function at Fuel Systems Division. Short got considered as a pure operations person who believed in getting results by hook or crook. Short's attitude resembled that of Phalen as he exclusively focused on achieving objectives disregarding grievances or problems of subordinates. Jim McGee and his attitude towards Fuel System Division's performance created conflicts between Jim and Phalen. Jim seems sandwiched between Phalen and Short.

Question-3:

Jim had an option to adapt itself to prevailing working conditions in Fuel Systems Division, that is to say, he should have tried to create understanding with Phalen and Short, instead of whistle blowing and involving Banter in this matter. Another useful option available to Jim was that he should have tried to develop friendly links with Phalen and Short as they are direct stakeholders in this ...