Casual Togs: A Case Study on Management Problems and Solutions

Management 1
CASESTUDY ON MANAGEMENT
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Management 2
Statement of Intention and the Objectives
The main objective of this report is to analyse Casual Togs which is a production firm, 20 years
old and has specialization in garment production. The company produces garments for women
which are moderately priced. The industry has its headquarters in a city in the Midwest. Out of
all the products created by the company, it sells a majority of it to large and middle sized
wholesalers while the remaining is sold to retailers around the city. The industry ensures that all
the garments they produce carry their brand label.
This reports aims at looking at the problems facing the company that can be said to be one of the
oldest industries in the cloth business. It aims at establishing the problems and the circumstances
that have brought about the problems. This is for the reason that the industry’s age in the
business means that it ought to have mastered all the twists and strengths that they should have
capitalised in. The problems they are facing are the problems that can be termed as teething
problems which are supposed to be faced by the upcoming industries which are yet to establish
and be known in the business. The report also aims at trying to look at the available remedies to
the problems or how the industry would have avoided the problems from erupting(Grafton &
Jardine 2016, p.176).
Major Problems Facing the Firm
The company is being faced by a lot of problems which include: poor management style by the
manager, intense fashion competition, deadly price competition, and a seasonal selling phase.
The company mainly deals with the mix-and-match coordinate notion which they failed to
parent, and powerful style rivalry has now advanced from bigger companies as well as from
innovative, smaller firms with new fashion ideas.

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The pricing strategy used by the company is poor as compared to the other companies. This
means that company will have to face off with many companies that are up-coming and are led
by fresh bloods who have new ideas and that understand the new market and the needs of the
new market. The problem of the marketing strategy is the personalization of the company by the
owner. The manager needs to ensure the pricing committee comprises of younger individuals
who are qualified and who understand the current trends in the market (Bansal 2012, pp.122).
The main problem which is derailing the development and growth of the industry is the decision
making problem. The manager makes the final decisions which are based on the feel of the
situation strategy which means that the manager makes his decisions according to how he looks
and feels the situation is to be handled. Even after giving the departmental heads the freedom of
making decisions in their departments, the freedom is curtailed by the boss as he uses his power
to make the final decision which he does no consultation with the heads so as come up with the
best solution. This problem has led to emotional outbursts during the meetings between the
owner and the various heads whose decisions and ideas which were in the good of the company
were out rightly overlooked and ignored and other decisions reached that were of no significance
and they felt they will not lead to a better company (Millmore 2007, p. 490).
Another problem facing the company is the inclusion of family and friends in the business. From
the workers, the owner assures anyone who have crossed his way or who they are related of
business no matter how high the prices are. From the workers, they feel that the manager needs
to become more serious and put a boundary between business and family and friends.
What Led to those Problems?
With an end goal to build the precision of offers determining and to pinpoint particular
explanations behind late conveyances, Cy organized a PC printout of every day's deals, as

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detailed by phone by field sales representatives. This printout was at first disseminated to the
president, VP of offers, the business estimate chief, the treasurer, the generation supervisor, and
the eight provincial deals directors. These individuals were situated at the association's home
office workplaces. The printout was voluminous, regularly running at least 100 pages(Geller
2015, p.184-195).
Cy depended incredibly on his 'vibe of the circumstance' for deciding. Despite the point that the
manager was the one who had the final say on the vital working and planning strategies, he had
given the departmental heads the freedom to go on with a decision that they deemed was fit; he
promised the heads of his support even on decisions made without consulting him.
Notwithstanding his appeals that he needed not be counselled, all VPs and departmental heads
met him every day, normally on the advance of the ebb and flow plan period's pieces. Amid each
mild season, numerous style alterations and amount level changes were made. With uncommon
exemptions, Cy settled on an extremely imperative day by day choices in those issues (Carraher,
Buckley & Carraher 2018, p. 2).
The daily option sessions was set apart with passionate cataclysms from diverse heading staff.
The meetings were unplanned and casual and distinctive meetings would convene under various
circumstances with him. The meetings were informal or even in light of utilitarian issue lines. In
the event that one individual felt that an everyday printout showed change 'X' paying little
respect to regardless of whether it influenced his specialty, he would go to the president asking
that the change is affected. On the likelihood that another workplace director or even a VP were
present and dissented, definitely a shouting competition generated in the head's office. Generally,
he remained emotionless amidst such trades, providing his select after all affiliates had wrapped
up.