Case Study DGL International Essay

When DGL International, a manufacturer of refinery equipment, brought in John Terrill tomanage its Sales Engineering division, beau monde executives informed him of the urgentsituation. Sale Engineering, with 20 engineers, was the highest-paid, best-educated, andleast-productive division in the company. The instruction to Terrill turn away it around. Terrillcalled a meeting of engineers. He showed great concern for their personal offbeat andasked point blank Whats the problem? Why cant we produce? Why does this divisionhave such turnover?Without hesitation, employees launched a hail of complaints. I was hired as an engineer,not a pencil pusher. We spend over half(a) of our snip writing asinine reports in triplicatefor top management, and no wholeness reads the reports. We have to account for every penny,which doesnt give us time to work with customers or new developments.After a two-hour discussion, Terrill began to envision a future in which engineers were freeto work with cus tomers and join self-directed teams for product development. Terrillconcluded he had to get top management off the engineers back. He promised theengineers, My job is to await out of your way so you ca do your work, and Ill find out to keeptop management off your backs, too. He called for the days reports and issued an order sound immediately that the originals be turned in daily to his built in bed kind of than mailed toheadquarters. For three weeks, technical reports piled up on his desk. By months end, thestack was nearly three feet high. During that time no one called for the reports. When separate managers entered his office and saw the stacks, they usually asked, Whats all this?Terrill answered, Technical reports, No one asked to read them.Finally, at months end, a secretarial assistant from finance called and asked for the monthly traveland expenses report. Terrill responded, Meet me at the presidents office tomorrowmorning.