Management Case Study: Modern Ad Agency (MAA) (Essay Sample)

Case Study: Modern Ad Agency (MAA)
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Case Study: Modern Ad Agency (MAA)
The Unseasonable Signals that the System Was not Functioning as Planned
From the text, the early signs that the system was not functioning as planned could already be observed during the scheduled important launch date missed by Mega-products Inc due to a ‘miscommunication’ with MAA’s project team. A faulty ad copy had to be sent back for printing after incorporating the proposed revisions. The scenario depicts a disconnection within the project team set up to work on the product. The quality managers, the regular management staff and the supervisors failed to cooperate effectively with each other as required when working as a team. From the passage, it is clear that quality checks had not been performed to avoid this situation and what is even more, the allegations were peddling that the firm had been allowing noncompliant products to reach customers. Such cases should be avoided particularly in a time when Mega-products Inc placed so much at stake. MAA had not adhered to the quality standards drafted by the quality control department which adversely affected Mega-products Inc.
Of importance to note is that the quality control documentation had been written by the quality manager and then slightly edited by the president. After the edition, the documents were passed to the managers and supervisors for implementation. The said team was not communicating well, and as a result, they did not review the quality standards as most of the managers and supervisors could not even understand the processes they were in charge of. Implementation was faulty, and without hands-on experience and know-how, the managers and supervisors could not produce the desired quality product. The president also ignored and overrode the authority of the quality manager fearing to compromise the promised timeframes.
The Reason the Indications Were Ignored
The supervisors ignored the quality standards because time was running out and Mega-products Inc had threatened to pull out of the deal. There was mounting pressure on the managers who did not want to appear inefficient and inadequate; the managers had procrastinated to complete the quality management system after effecting all the improvements. The process of making the quality system operable was chaotic, and the managers were quite unsure of whether to perform their current roles or to stick to their previous positions. It became structurally impossible for the interfaces between d...