case study modern industries company One day, after the end of the official working hours, the General Manager of the Modern Industries Company sat in his office, thinking about the continuous disagreements that occurred between the new director of the Purchasing Department with both the Production Manager and the Marketing Manager, because they did not agree on the way work in the company. When the purchasing department was established two years ago, the production manager and the marketing manager were in agreement on the need to find a specialized department to purchase all the materials needed for the departments so that the procurement process would be centralized in the company by withdrawing the purchasing powers from the different departments and making the purchasing department the only authority with purchasing powers The company's needs of different materials according to the needs of the departments. The viewpoint of the production manager was that finding a specialized purchasing department would save the production department from the difficulty of following up on the details of the various purchasing activities and would help them focus on the main operations in the production department. Also, the marketing manager saw that the flow of purchases and materials needed by the company is a necessary matter that calls for Finding a competent authority to manage it. The strange thing is that the director of marketing and the director of production have repeatedly clashed with the new director of the purchasing department about the way to implement purchase orders in the company. After the general manager of the company became aware of these disputes, he summoned the three managers to find out the nature of the disputes that occur so that he could search for possible solutions. The responses of the three managers were as follows: First, the production manager From the production managers point of view, the purchasing department has established a series of formal procedures that must be adhered to when needed, in a way that increased the effort and time required by the production manager compared to the effort previously made when the production manager was communicating directly with merchants in order to provide the department with raw materials used in operations The production, in addition to his annoyance with the intervention of the purchasing department and the question about the reason for buying a certain item or specific specifications. The production manager assumed when establishing the purchasing department that this department would meet the needs of the production department in the company without asking for detailed information or conducting investigations and accountability. Second, the marketing manager As for the marketing manager, he sees that the procurement function is an integral part of the functions of the marketing department, and therefore assumes that the procurement operations must be carried out by the marketing manager. He also considers that the procurement function cannot be separated from the general marketing strategy in the company. However, according to the marketing manager, the purchasing manager did not pay attention to the marketing department while fulfilling purchase orders, and therefore the marketing manager is unable to prepare a complete marketing strategy. Third: Purchasing Manager As for the purchasing manager, he explained that he was working in his previous job as a manager of the purchasing department in a company much larger than the current company, and before he was employed in the current company, he was interviewed by all the managers in the senior management, including the production manager and the marketing manager, and that the general manager himself is Who discussed the job duties and duties with him before joining the company. The purchasing manager explained that he joined this job as a procurement expert to manage the procurement department in the company professionally, and that the production manager and the marketing manager contributed in one way or another to distracting him from completing this goal because they assumed that he joined the company as an employee affiliated with them to meet the needs of their departments, which is the thing What the purchasing manager sees is incorrect. As for the production departments grumbling about the details that must be clarified when submitting purchase orders, the response of the procurement manager was that he has all the documents that prove that all purchase requests received from the production department have been met, and he is the owner of the largest share of purchase requests, at lower costs than it was previously before the establishment of the department Purchasing and assuming the task of his management. As for the dispute with the marketing manager, the purchasing manager said that he finds it difficult to understand the views and concerns of the marketing manager, especially the absence of any overlap between them, as the job of the purchasing manager is to meet the company's needs for materials efficiently, while the main job of the marketing manager is to market products company.

Required: Question1.

Based on what you learned in the management principles course, especially the principles of administrative organization, answer the following questions:

A. Is the viewpoint of the production manager correct, and why?

B.Is the marketing manager objective in describing the current situation?

C. In your opinion, what are the wrong practices that led to the conflict between the three managers, and what are the administrative principles that were not adhered to?

D. What do you suggest the general manager should do now to properly solve the problems?