Sma Micro Electronic

In: Business and Management

Submitted By wandaMBA2013
Words 1275
Pages 6
Team Case 2: SMA: Micro-Electronic Products Division (A)
Executive Summary
This paper analyzes the problems facing SMA: Micro-Electronic Products Division (A) as requested by Guido Spichty, vice president and general manager. After a rough period in 2008, sales are finally back up but the company is still facing a time of high competition, low morale, lack of confidence, trust, and coordination. Divisions are constantly arguing with each other, which is affecting sales and profits. Key managers feel Spichty is not involved enough in the day-to-day operations. Some feel he does not listen to their problems and does not have the ability to face conflict. There are several solutions to remedy these problems facing MEPD, which would be to replace the person in leadership, acquire additional leadership training and/or establish a mentor. This analysis concludes that Guido Spichty lacks leadership qualities. He must work on valuing his employees, becoming a better listener, holding employees to a high standard of accountability, encouraging teamwork, and creating an environment that empowers the employees. Furthermore, Spichty needs to enroll in leadership and managerial courses in order to acquire the necessary skills to be an effective leader.
Company Background
The key players in this case are Vice President and General Manager, Guido Spichty; Henry Clerval, Manufacturing Manager; Victor Falkniss, Marketing Manager; Tobia Bern, Controller; Peter Sesemann, Global Sales Manager, and Guillaume Tell, Product Development Manager. Between 1989 and 2009 Micro-Electronic Products Division (MEPD) was one of the leading product divisions of SMA, a “Swiss manufacturer of microelectronics, production systems, precision mechanical components and watch products” (Beer & Tushman, 2013). MEPD has 1200 employees with 250 of them being in management. Until 2008, they had…...

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