Chan Kee Tong introduced a new centralized procurement system but received few replies from purchasing managers. There were three main causes: lack of communication, lack of analytical skills, and poor teamwork. To address this, Chan should [1] discuss the current situation and create an improvement plan, [2] build a virtual team culture with the purchasing managers, and [3] discuss the new system and get feedback to complete arrangements before implementation. Developing effective communication and teamwork is critical to success.

1. Table of content
Answers for Question No 1......................................................................................................2
Answers for Question No 2......................................................................................................6
Answers for Question No 3......................................................................................................7
Answers for Question No 4......................................................................................................9
References................................................................................................................................12

2. Answers for Question No 1
Figure 1 cause and effect diagram for related issue

3. 3
The cause and effect diagram, also called “Fishbone” Diagram, is a tool for exploring
all the possible causes for this effect, which is receiving only less number of replies for
Chan’s memo. According to Cause and effect Diagram, also Tanglin Polymers case
analysis with the case study analysis, it turn into clear that main causes of received only
less number of replies was lack of a communication and lack of teamwork.
 Lack of a communication strategy
Perfect communication, if it existed, would occur when a thought or idea was
transmitted so the receiver perceived exactly the same mental picture as the sender. In
this case Tanglin Company’s top management and Mr. Chan’s objective was to
decrease difficulty in securing raw materials as well as to centralize the company’s
purchasing procedures. On the other hand purchasing manager were not received this
objective effectively as a result of lack of communication strategy.
No two person have a similar background as well as even siblings differ in their genetic
inheritance. Background plays a significant role in how receiver interpret the message.
In this case the organization had got thirty manufacturing plants, located in Singapore,
Indonesia, China Etc. those have got different culture as well as People who are
speaking different languages. So Author could not believe that all manager knew
English language properly. In addition to that cultures tend to differ in the degree to
which context influences the meaning individuals take from communication. It has got
two kind of cultures, those are cultures that rely heavily on nonverbal and subtle
situational cues in communication plus cultures that rely heavily on words to convey
meaning in communication.
Figure 2 High vs. Low context Cultures

4. 4
Author believes one of the major problems faced by Tanglin purchasing managers was
the availability of huge amounts of data which those managers were unable to handle
effectively as a result of the beginning of its peak buying season was only one month
away at the time this new plan was adopted.
Furthermore did not use of suitable channels like video conferencing, face to face
conversations, live speeches as well as online discussion helped to create rumors and
gossip about new centralized system.
The elephant was perceived by six blind men as a fan, a rope, a wall, a sword, a snake
and a tree. None of the blind men was wrong, as the part of the elephant body touched
by each man was compared with various objectives.
Figure 3 Story of six blind men & Elephant
Similarly, this is how purchasing managers in Tanglin also perceived the Mr. Chan’s
memo in different ways. Because that memo had not got date as well as Chan’s wrote
like this in the memo. “Within the next six to nine months we hope to have these
requests computerized”. So sometimes managers will send their requests after six
months.
For real world example, when a doctor told my father that he has to take some medicine
only ‘SPC’, without knowing whether my father understands the term ‘SPC’, He was
creating a barrier in their communication. Then he came and asked me ‘what is SPC?’I
said that is State Pharmaceutical Corporation

5. 5
 Lack of teamwork
In this case study Tanglin Company’s Top management, Chan, Clara including
purchasing managers did not work as a work team, however they worked as a work
group. So groups and teams are not the same thing. Tanglin Work group have no need
or opportunity to engage in collective work that require joint effort. Additionally there
is no positive synergy that would create an overall level of performance greater than
the sum of the inputs. But normally work teams generate positive synergy through
coordinated effort. The individual efforts results in a level of performance greater than
sum of those individual inputs.
Figure 4 comparing work Groups and Work Teams
For real world example, personally I know as a team leader how difficult to get final
group assignment done. Normally I arrange two or three brainstorms sessions on
Sundays to get group members ideas.

6. 6
Answers for Question No 2
Chan Kee Tong made several mistakes in this case and those mistakes can be
categorized in to three major areas. Such as ineffective communication, lack of
analytical skills and poor teamwork efforts.
Figure 5 Chan’s Mistakes
Ineffectiveness
in
communication
Did not properly write the
memo.(did not include date
and other relevant
information)
Did not take use of
appropriate communication
channels to deliver his
message.
Had not explained about new
centralized system to
purchasing manager.
Chan had appointed Clara Ng
to handle any inquiries about
the memo with purchasing
manager.
Lack of
analytical skills
Had not understood
the company’s
purchasing behavior.
That was why the
beginning of its peak
buying season away at
the time this plan was
adopted.
Did not complete
arrangements for new
control systems before
ask for purchasing
manager's approval
requests.
Poor teamwork
efforts
Did not listen to Clara Ng's
comments.
Did not directly deal with
purchasing managers.
Had not explained about
benefits of new systems to
purchasing managers to
motivate them, because of
that top management knew
about benefits at the same
time purchasing managers
did not know about benefits.

7. 7
Answers for Question No 3
 Create a team oriented Organization
Make work team should be one of Tanglin Company Value as well as put a clear
emphasis on self-managing teams that are empowered to make their own decision.
Should not talk about teamwork and have to show employees the seriousness of new
procurement manager’s commitment by giving teams the authority to get purchasing
manager’s job done on their own terms, while ensuring purchasing managers accept
responsibility for the results.
 Assign serious team goals
Give really important task and projects to above build team and bring team in when
management is looking at new trends like centralizing the company’s purchasing
procedures. It’s very important to mix it up and not have the same team members
making decisions all the time. Ask purchasing managers to challenge the status quo and
the conventional wisdom. This will help to keep Tanglin Company procurement
department fresh and ahead on the competitive world.
 Use high richness communication channels to deal with team members
(Purchasing managers).
Communication channels differ in their capacity to convey information. Some channels
are rich in that Chan Kee Tong can handle multiple cues simultaneously, facilitate rapid
feedback together with be very personal.
Figure 6 information Richness and Communication Channels
 Explain benefits to purchasing managers about new centralized system.

8. 8
As a procurement manager needs to explain how beneficial new system to organization
as well as individuals. So it’s really motivate purchasing managers to implement new
system.
 Reward Tanglin Purchasing managers for their hard work.
Setting up a new procedure of rewards is an attractive way to motivate purchasing
manager and other team member to deliver their best. Whether set up a contest to see
which purchasing manager can generate the most cost effective purchases by the end
of the month or the quarter.

9. 9
Answers for Question No 4
Figure 7 the process of how to now proceed
First second and third step are the most critical steps in above process. Because other
four steps depend on success of those first three steps.
 Discuss and analyst current situation as well as create a plan.
As a person who is responsible for Tanglin procurement, Chan need to inform about
current situation to CEO and board of directors. Then they should analyst current
problem and identify causes for that. After that they have to create a plan for overcome
this problem.
 Try build work team culture.
Build work team should be one of Tanglin Company Value as well as put a clear
emphasis on self-managing teams that are empowered to make their own decision.
Typically organizations have got four most common teams. Such as problem solving
teams, self-managed work teams, cross functional teams and virtual teams. Virtual team
is really suitable to Tanglin Company. Because virtual teams use computer technology
to unite physically dispersed purchasing managers, Chan and Tanglin CEO and achieve
common goal.
Discuss and
analyst
current
situation as
well as create
a plan.
Try build
work team
culture.
Discuss about
current
purchasing
system and
new
purchasing
system.
Focus on
completing
arrangements
for new
control
system.
Ask managers
to send their
approval
requests.
Implement
and monitor
the new
system.
Celebrate
successes.

10. 10
Figure 8 Virtual Team in Tanglin
 Discuss about current purchasing system and new purchasing system.
Implementation of the decision is more useful, since Chan who is going to implement
the decision also participate in the decision making process moreover this increases the
commitment of the people to see the implementation to success. The number of
purchasing managers of participants is enhanced and provides an equal opportunity for
purchasing managers. Also it is really help to get purchasing manager’s feedback about
new system.
Figure 9 Allocation of activities by Time
Technology
Purchasing
Manager China
Purchasing
Manager
Singapore
Purchasing
Manager
Indonesia
Purchasing
Manager
Australia
Purchasing
Manager New
Zealand
CEO
Chan Kee Tong

11. 11
According above figure among effective managers, communication made the largest
relative contribution. That is why group discussions are so important for Chan to
overcome his organizational problem.
 Focus on completing arrangements for new control system.
 Ask managers to send their approval requests.
 Implement and monitor the new system.
 Celebrate successes.

12. 12
References
Robbins.S.P and Judge.T.A (2013) Organizational Behavior. San Diego state
university, Perason publishers
Neeley.T and Leonardi.P (2011) ‘Effective Managers say same thing twice’, Harvard
Business Review, pp 38-39
http://www.forbes.com/sites/theyec/2013/06/07/five-ways-to-build-an-effective-team/
https://hbr.org/2005/07/the-discipline-of-teams