A. Anthony Jay, management consultant in England, and author of an interesting book entitled Management and Machiavelli , cites this personal experience: "...When I was head of the Program Production Department at BBC Television Service: if I wanted to take on a new production assistant, or pay an incumbent one more money, I had to apply to the Establishment Dept., if I wanted to promote him to Producer, I had to apply to the Appointments Dept., if I wanted a Film Editor to work on Saturday, I had to ask the Film Dept.; if I wanted to change a Set Director, I had to ask the Design Dept.; if I wanted new carpets or an extra office, I had to ask the Administration Dept.; if I wanted to change studio rehearsal times, I had to apply to Engineering Allocations; if I wanted to tell the Press about a program, I had to do it thru the Publicity Director. There was no question of doing without an extra office in order to pay a Producer more -- all these budgets were unconnected, and none controlled by me. And none of the heads of these departments worked under the Head of my own Group, and many did not meet in a common boss until three or four levels up the hierarchy. Three of them met only in the post of Director-General."

1. Are the faults of the situation described above those of decentralization or of centralization? Or something else?
   
2. What is the major problem of this BBC organization? How should it be remedied? Who should carry out the reforms?
   
3. Draw an organization chart reflecting the organizational relationships described, and inferring others.
   
4. Contrast this situation with that of an owner of a small independent company, producing television programs.
   
   

B. Boss Will West, when visiting a nearby city, learned about an especially good buy in lighting gels. He bought them, and, when the shipment arrived his purchasing agent said: "You don't want a purchasing agent, you want an order clerk." Another time, West hired a bright, young Sound Technician he had met at a convention. In order to get him to leave his employer, he had to pay him somewhat higher than the three other engineers he already had working for him. His Personnel Manager said: "I can't be responsible for employee morale if you do things to disrupt my policies." He granted a large volume discount to a customer. His Sales Manager quit.

1. What is the problem that West is having with his department heads?
   
2. What should he have done in each case?
   
3. Should a department head risk the ire of his boss to complain as these two department heads did? Should he quit as a matter of principle as one did?
   
   

C. Prepare (neatly) an Organizational Chart for the theatre production program at Illinois State University. Print or type clearly (or do it on computer)

D. Comment on Mr. Pierce's problem at Rose Company.