Similarly, another scientific management principle stipulates that to achieve efficiency, firms to establish a scientific way of managing and standardizing each task (Taylor, 2004). An analysis of Titanoya Motors’ case study reveals that this company faces production capacity problems since it had failed to use scientific approach in management different tasks in its Thai plant. As a result, whereas the objectives of the company are to produce 8,000 vehicles per week in its Thai factory, it was yet to produce even 5,000 vehicles per week. This implies that the company was operating at approximately 60 percent optimal level, and as such, underperforming. The production capacity problems are compounded by the fact that even with the fewer car units that the company produces per week, it is unable to meet the production deadlines.
1.2 Poor control of processes at Titanoya Motors Titanoya Motors的工艺控制不力
Controlling involves evaluating the actual performance, gauging the actual performance against the standard, and implementing appropriate managerial actions to correct deviations in performance levels (Robbins, Bergman & Coulter, 2018). This is affirmed by Covell and Walker (2013), who observe that effective managerial controlling involves evaluating the actual performance, evaluating the actual performance against the standard performance, and taking a managerial action. With this in mind, there is a need to observe that Titanoya Motors has failed to implement controlling principles in its operations, thus failing to establish why it was not performing well.
To begin with, the management of Titanoya Motors was not using measurement of actual performance as a controlling tool to establish its actual performance. In reference to Robbins, Bergman and Coulter (2018), measuring the actual performance can be done using four tools namely personal observations, oral reports, statistical reports and writer reports. For example, the management of this company had failed to observe that most of its employees had low morale and were dissatisfied with their jobs. In addition, Verburg et al. (2017) reiterate that controlling in organizations should not just focus only on the needs of the firm in terms of performance and production but also on needs of employees. Furthermore, through observation, the company could have established that most of its employees lacked the necessary skills to carry out different tasks in the company, a factor that contributed to their low performance levels.