Running head: GAP ANALYSIS: RIORDAN MANUFACTURING
Gap Analysis: Riordan Manufacturing
Kaitlin Kerr
University of Phoenix
Gap Analysis: Riordan Manufacturing
The state of the current organizations is greatly changing with the focus more on the desire to increase innovation, incorporate teamwork, and establish a new customer base with the latest products. With so many organizations tending to focus on incorporating these strategies, management teams are now often forgetting to place some focus on topics such as employee motivation and providing reward systems that are equal. Currently, Riordan Manufacturing, a global plastics producer, has undergone several strategic changes. More specifically in the way it manufactures and markets its products because of declining sales and uneven profits in the past two years (University of Phoenix, 2008).
As a result of these changes, Riordan Manufacturing has had a decrease in numbers in regard to employee retention and overall job satisfaction. The employees feel the company is lacking in the areas of compensation and benefits (University of Phoenix, 2008). Riordan Manufacturing is faced with the challenge of determining where the company currently is and where it would like to be. In effort to determine the gap between the current situation and the new end-state vision, this paper will discuss the past events that led to the company’s issues and opportunities, the stakeholders involved, and define the end-state vision.
Situation Analysis
Issue and Opportunity Identification
Riordan Manufacturing employs 550 people and has projected annual earnings of $46 million. The company’s production is divided among three plants: Albany, Georgia (foc ...