Written in 2006; 1,955 words; 5 sources; MLA; $ 62.95
Paper Summary:
The paper uses the company Aston-Blair to show how the forecasting process is utilized. This case is about the process of solving the issue of losses. The lack of an ongoing process for change has produced a situation where the sudden need for change is seen as a challenge to the existing managers and to the job they have been doing. The paper discusses how the company has found itself in this position, makes recommendations of how to improve the situation using new dimensions and new instruments, and shows how Aston-Blair are responding to the situation. The paper discusses the critical incidents of the task force appointed and their effects on the company. The paper concludes that the managers must be involved in the process of change so that they will invest themselves in this and any resistance can be overcome.
From the Paper:
"Forecasting is an important and ongoing process for a business, allowing decision-makers to foresee the needs of the company and so to control everything from raw goods to be purchased to the inventory to be maintained and the equipment and workforce needed to meet the demands of the market. A failure in forecasting could mean that the company will be unable to meet its commitments or to take advantage of opportunities as they arise, or it could mean excessive production and increased storage costs if the error is in the other direction. For the Aston-Blair Company, recent losses have spurred interest in improving the forecasting process. However, this case is about the process of solving this issue more than about the issue itself, and in addition, it involves a resistance to change and how it manifests itself in this organization."
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