Cubin Missal Crisis

"Ramrod" Stockwell

The Ramrod Stockwell case study involves a metal company, Benson Metals, who deals with different kinds of metal production. Their most products are metals for the aerospace industry, which is a huge profit for the company. Some of the main departments with all containing a VP of the department include sales, production, and research. There is also a president and vice president for the entire company as well.

Conflict begins when the organization is trying to produce specialty metals and have several orders with customers. Some of the equipment is not up to date but they make do. Ideally, all departments would need to work hand in hand to produce their specialty metals and be in continual contact to make sure orders and promises to customers are filled. However, Ramsey Stockwell, VP of production, earning the name "Ramrod" Stockwell for his stern and authoritative ways was beginning to pose a problem in management levels.

Ramrod was known as a diamond in the rough because he was educated and experienced, however, he was not always the most approachable person in the company. In fact, even trying to get information out of him about reports concerning production was difficult. Ramrod frequently had run ins with the sales department and it would often leave the sales department clueless on information from production, which would the make it, difficult to plan sales. He was also known for not delegating authority to his subordinates. Ramrod ran everything very centralized in his area. If anyone wanted details or reports they would have to go to the VP of the company which became difficult because not only was that time consuming but even then Ramrod would not just give up information. He was very protective over is department because it was company culture that sales usually got all of the glory when things when right and if things went wrong the caught the end of that as well. So in an odd way Ramrod was respected for his firmness in protecting the production department even if he was looked at as being uncooperative.

This company started to have a changing environment. With its politics culture everyone needed to put forth effort to make it work. The company needed Ramrod to step up and change his management ways or at least be clear on his production processes. The company decided to send the managers on a four-day leadership training sessions. Ramrod