Introduction
MRA Associates Inc is a renowned company that started its operations with a core mission to provide quality and tailor-made engineering services to individuals globally. It has been able to achieve this mission through the adoption of systematic approaches that are technologically driven. The approaches have ensured effective coordination of activities, resource allocation, and advancement in technology. The approaches have also facilitated the purchase of various operating equipment, such as electronic data devices that have been instrumental in the provision of modern engineering solutions to customers. Indeed, the company has been focusing its potentials in providing quality consultancy services that are innovative. The services have been vital in addressing environmental complications that various companies and other entities such as government agencies face, especially in the current environment.
The services have also ensured proper management of activities and support centers where key solutions are provided. As noted, the company has made tremendous growth since its inception. The growth is attributable to effective planning, management of activities, information flow, effective communication, and the use of modern equipment of operation. Consequently, its success is attributable to excellent coordination of activities, distribution of resources, and adoption of a lean administrative structure that has ensured efficiency in service delivery. These elements have enabled the company to provide quality, timely and sustainable remedies to groundwater contamination, biohazard clean up, and industrial wastewater treatment solutions.
Despite its noble performance over the years, the company is currently facing some complications that may jeopardize its effective operations. The complications include a lack of proper cleanup and water treatment machines, technical personnel, and capital for expansion. The constraints have been limiting the scope of the company in terms of service provision since the available resources have not been able to ensure the holistic satisfaction of its customer needs. This has made the company’s management to embark on an initiative to help in mobilizing resources for the company’s sustainability and growth. In particular, the management sought to look for a strategic partner or purchase another company with complementary services to boost its resource base. This saw them identify Xecodynamics Company that they plan to buy.
The company is a US-based firm that designs and manufactures clean up operation components that are widely used in providing environmental solutions. The components that it produces include groundwater level monitors, remote chemical sensors, and electronic data storage devices. This makes the company a strong strategic partner to MRAs since it provides services that are pertinent to those of MRA. As noted, the purchase of Xecodynamics will enable the company to redesign its service portfolios to promote quality service delivery. It will ensure that the company receives more resources that include technical personnel that it has been lacking and capital. Variably, the purchase will enable MRA Company to enhance its competitiveness in the engineering industry. It will also enable the company to provide unmatched solutions to the environmental complications that threaten to jeopardize social and economic integration in most settings.
Description of MRAs organizational structure and its phase in the organizational life cycle
MRA Company operates under a divisional hierarchical organizational structure that steers its activities. The structure provides it with effective incentives that facilitate proper coordination of activities through a systematic flow of information. As noted, the structure is majorly used in large companies that operate in wide geographical locations (Daft, 2006). It is also used in large corporations that have a wider scope of operation and support centers. This explains why institutions with strong aspirations to recording exemplary performance should adopt the use of the structure.
Indeed, the company’s structure is based on hierarchical set up where information flows from the top level of management to junior employees at the lowest level. The structure promotes the effective flow of information between various departments and operating units since it adopts the concept of a straight line communication. It has been instrumental in driving performance in the institution that has over 18 offices and several business units. It also has more than 200 employees whose contribution is important in the production chain. The structure has enabled smooth coordination and execution of activities in various departments through proper employee engagement. This is evident since it creates effective avenues through which information is flowing to respective recipients.
For instance, the structure has aided communication between top managers, divisional chiefs, business unit coordinators, and employees in the company. This has ensured that every stakeholder performs his duty effectively by the laid down procedures. It has also ensured that customer needs or expectations of product quality are conveyed adequately to the stakeholders for action. Consequently, the structure has been facilitating policy formulation, innovation, and teamwork that are key ingredients to exemplary performance (Daft, 2006). It is proper to note that companies that seek to compete effectively in the engineering industry are under obligation to adopt a flexible organization structure that creates a viable link between departments. The structure should easily allow and support the remission of information and receiving feedback from various stakeholders. This is essential in ensuring that the needs of customers and other stakeholders are addressed with minimal complications (Jones, 1998). It is also vital in facilitating the adoption of cost-effective mechanisms of problem solutions, especially on hostile environmental issues that MRA focuses its potentials on. In short, MRAs organizational structure is a four-level hierarchical set up where managers are at the top, followed by divisional managers, business unit managers, and functional support employees. Information flows in a clear manner between the departments that are mandated to provide quality services.
Advantages and disadvantages of the company’s current organizational structure
Managers in MRA Company asserted that they adopted the current organizational structure due to its relevance and viability in ensuring the effective flow of information between various departments. It facilitates flexibility and efficiency in the coordination of services that are provided to customers (Jones, 1998). It also ensures the proper allocation of resources that requires the holistic engagement of stakeholders. Further, the structure is ideal since it promotes effective communication and sharing of information between stakeholders in institutions that include managers, employees, and suppliers. It has made MRA company officials have constructive engagements on issues of the growth and formulation of performance strategies. The structure has also been instrumental in ensuring effective conveyance of the organization’s mission and objectives that are set to be attained (Barrar & Huston, 2009).
As reviewed, the company’s structure is at the growth stage in the organizational life cycle. This is evident since the company has not attained its full prospects and is still on the verge of growth. It still has ambitious expansion plans that it seeks to achieve. Consequently, the company has not met its objective of becoming a multinational organization with a global presence. Therefore, the company operates under a structure that suits its current status, and that can be sustainable with the available resources. The structure is in the growth stage since it allows or creates room for structural adjustments.
How are authority and control dispersed and managed and how specialization and coordination is handled
Under the structure, authority is decentralized and well managed since there are strong control protocols that must be observed. The decentralization of authority has enabled managers to execute their functions without undue influence or dictation. This has ensured the adoption of an autocratic approach of management where policies are formulated and implemented appropriately in a systematic manner (Barrar & Huston, 2009). The initiative has resulted in the realization of significant gains in the company in terms of performance since it promotes efficiency in service delivery. That is, it has been vital in eliminating bureaucratic procedures that have always been staling performance in most settings. Bureaucracy is a major bottleneck that institutions must decisively deal with to ensure effective operations.
The institutions must ensure that it is holistically eliminated by embracing lean organizational structures. It is imperative to note that coordination and specialization of activities that the company offers, such as remediation of groundwater contamination, are professionally handled (Barrar & Huston, 2009). The activities are handled with highly qualified professionals with immense knowledge of industrial wastewater treatment solutions. They provide unmatched services that are consumer-oriented to improve the lifestyle of individuals.
Evident conditions under which matrix structural set up can be deemed suitable to aid MRA operations
Matrix organizational structure is currently being preferred by most managers due to its effectiveness and flexibility. The structure encourages teamwork and stakeholder participation at various levels of operation. This promotes innovation through the formulation of conventional strategies of operation that is economically viable and socially relevant (Harrison & Lock, 2004). Scholars assert the need for the integration of the structure as a performance measure in institutions. They cite that it remains a major aspect that facilitates the proper flow of information. It also has a proven record of ensuring effective communication of information between departments. Indeed, the structure is appropriate for multinational institutions that have many offices, including business units and a large scope of customers that requires quality services.
The structure is also appropriate since it presents hybrid support incentives that are drawn from organizational and divisional operating structures. This explains why the structure best suits MRA Associates Company that seeks to expand its operations. The structure will enable the company to manage its business units efficiently to provide quality services to consumers (Harrison & Lock, 2004). It will also facilitate the coordination of activities within the production chain of the company. This is vital since key stakeholders in the company will be able to receive prompt information on quality issues and operating guidelines with much ease.
Evaluation of how a change in structural setups can affect output levels of staff members and their incentives
As indicated, the holistic adoption of matrix structure in MRA Company would lead to a lot of changes. Firstly, it would revolutionize how activities are executed in the organization by creating a systematic order of information flow. It would also transform the management structure by facilitating the elimination of some managerial positions. This is evident since the structure promotes synchronization of some departments, especially in organizations that have many departments as a cost reduction measure. Merging of departments is a concept that is based on the structure’s core mission of ensuring that institutions operate under leaner systems of administration that limits duplication of work (Harrison & Lock, 2004).
Therefore, the structure would lead to the declaration of some employees redundant since some departments within the management hierarchy would be abolished. For instance, this would see general mangers of key regions take up the roles of account managers who have been working in collaboration with them to enhance efficiency in the provision of water treatment solutions. The accounts managers will, therefore, lose their jobs if the structure is adopted once the purchase of Xecodynamics Company is actualized.
The description on the levels of technical complexity, task variability, and analyzability, and task interdependence of MRA Associates with reference various structural development theories
As noted, in the theories of Joan Woodward and Charles Perrow, technical complexities emanate in most settings due to poor management of resources and coordination of activities. They define the complexities as key constraints that impede performance in most settings stating that they are higher in some tasks. They also stated that they are detrimental to both internal and external stakeholders in various institutions (Jones, 1998). Consequently, the scholars noted that institutions must take a keen interest in establishing major task variability, analyzability, and task independence to foster meaningful expansion. This explains why MRA Company must make viable modalities to mitigate possible task complexities that it may face. The company’s management should also identify major interdependent variables that influence performance in the environment that they operate in to facilitate the provision of quality solutions to environmental complications that affect various individuals globally.
As noted, key technical complexities that the company is bound to face during and after the acquisition process include the integration of anew management structure of the organization and allocation of resources. Managing the new business unit that was being operated under separate guidelines also form key technical task that the company must address amicably (Jones, 1998). Key elements that the company’s management must analyze to promote its performance include working conditions of employees, quality protocols, cultural dynamics, and employee deployment processes. These are fundamental elements that define success in institutions since they contribute to ensuring effective stakeholder satisfaction.
Ways managers at MRA Associates can encourage innovation and creativity within the company and how modifications to its organizational design and structure would facilitate the innovation process
Innovation and creativity are fundamental aspects that contribute effectively to ensuring delivery of services that meet the modern expectations of consumers. They are noble elements that facilitate the quality improvement of products through product reengineering processes (Horibe, 2001). These processes that include new product development, repackaging, functionality improvement, and quantity are vital in attracting customers. They are the key pillars that define how well a company can achieve its objectives since they influence sales of services. They also define the level of competitiveness that a company can have in a setting. Indeed, MRA associate managers should develop viable modalities to encourage innovation and creativity. This is essential in facilitating the establishment of conventional ways of providing credible solutions to the evident complications that affect industrial wastewater treatment.
Innovations would enable the company to establish viable ways of grounding water contamination and biohazard clean up services. Consequently, innovative ideas would foster the development of economically viable approaches to designing and implementing effective breakthrough solutions through the use of cutting edge technologies (Horibe, 2001). It is also recognized the innovative and creative ideas will go along way in enabling the effective purchase of the new company that is set to boost MRAs resource base to aid the provision of quality service delivery.
As noted, innovation and creativity can only be achieved under a favorable environment and structural system of operation. Achievement of the fundamentals requires immense determination of stakeholders in an institution. This is evident since innovation and creativity cannot be achieved in isolation; they require a collective approach or participation by the stakeholders. Their achievement also requires the adoption of an effective organizational structure that promotes the proper flow of information between stakeholders (Horibe, 2001). This explains why structural set up that an institution is operating under is central in achieving innovative ideas. It also explains why the modification process of organizational structure that MRA Company is embarking on is vital for its sustainability. This is evident since the modification or the new structure is bound to promote teamwork, effective transfer of information, and encourage stakeholder participation in decision making (Petrick & Quinn, 1997). This leads to the achievement of various ideas that, if combined, results in the development of unique techniques or production systems that are conventional.
Description of the organizational structure of Xecodynamics
Xecodynamics Company is a small firm that has its headquarters in Sandiego, California. The company was started by two renowned environmentalists to help in providing credible solutions to the increasing environmental challenges that locals are faced within the current society. It has been able to record significant growth in its asset base and general performance over the years due to its effective management. In particular, the company designs and manufactures essential components that are instrumental in cleaning up environmentally contaminated sites (Standish & Standish, 2000). These components include groundwater level monitors, remote chemical sensors, and data storage devices. The company is operated under a functional organizational structure that supports small institutions. The structure has been essential in driving its operations since its inception, where it has recorded major developments in terms of growth. The structure was adopted by the management since it provides viable incentives that are relevant to establishing companies. It also presents fewer operating sections that eliminate bureaucracy and the high cost of management. Ideally, the structure fosters cost reduction initiatives since it focuses on a lean administration system where information centers are limited.
The structure’s key advantages, disadvantages, and signals that indicate the need for structural change
Indeed, the adopted structure enabled the company to coordinate its activities effectively. This was possible since it contributed to eliminating many hierarchies within the management set up that threatened to compromise service delivery in the company (Standish & Standish, 2000). It also ensured the effective flow of information between stakeholders and departments. Consequently, it facilitated the effective participation of all stakeholders in decision making that contributed to the development of innovative ideas that boost operations in its key departments. It also assisted in reducing the cost of operations since it ensures that fewer levels of administration are created. Despite its nobleness, the structural set up also has some disadvantages that managers must note with immense care. Firstly, the structure cannot allow for effective multitasking since it limits managers in executing their activities.
It also fails to recognize the decentralization of authority since it gives immense powers to managers. This has been promoting an autocratic leadership style that is not sustainable, especially in the current society. The management style is not viable since it creates disagreements and feelings of superiority that affect an employee’s esteem. Thirdly, it leads to leadership struggles among employees that contribute to low performance. This aspect was a major impediment to the growth of Xecodynamic Company (Standish & Standish, 2000). These elements explain why the company should change its organizational structure if it remains in operation. They form the key signals that show the need for the adoption of a new organizational structure to steer the company to its growth prospects. For instance, the company should consider adopting a divisional structure that holds the capacity to eliminate the evident wrangles that have characterized its leadership hierarchy.
Complications that the administration team of MRA will face when executing the restructuring process to accommodate Xecodynamics staff and operations
The purchase of Xecodynamics Company would be of great significance to MRA Corporation. This is because MRA Company would benefit from the large pool of resources that the company has, such as skilled labor and assets. However, there are several challenges that MRA Company will have to deal with amicably in ensuring that the purchase of Xecodynamics enhances its flexibility in service delivery. The challenges that the company seeks to face ranges from monetary, social, cultural, and structural complications (DePamphilis, 2011). These challenges must be administered effectively to ensure the proper delivery of services and smooth execution of various activities. This is essential since these challenges hold the capacity of impeding the integration process that the company must execute in terms of personnel redeployment and allocation of physical incentives.
In particular, the company will have difficulty in ensuring effective coordination of activities at the new business unit. It will also face difficulty in managing the evident leadership wrangles that have been occasioned by a lack of understanding among top employees. The leadership wrangles must be mitigated through the adoption of viable strategies that are ethically relevant (Tittle, 2000). Secondly, the company is likely to face difficulty in facilitating the training of its employees for them to be of the same professional standard as their Xecodynamics counterparts. This is important in ensuring harmonious relations between employees in both business centers.
It is also essential because the professionalism of employees in the two companies is different. Employees of MRA Company are inferior compared to employees of Xecodynamic Company who are highly specialized. Thirdly, the company is bound to face financial challenges during and after the purchase of the company. The financial challenge is based on the fact that the acquisition of new corporations and restructuring process is always demanding. The activities are cost-intensive due to their vigorous nature and the need for professional input in their execution.
Kinds of resistance to change that are likely to be encountered as Xecodynamics is incorporated into MRA Associates
As noted, resistance to change is a normal aspect in any environment, especially when new ways of operations are being introduced. It also occurs when modern technologies are being integrated into institutions. This is evident due to fear of the unknown that most individuals have, especially employees in terms of their job security. When Xecodynamics is incorporated in the MRA company, employees in both institutions will strive to resist any move for restructuring (Tittle, 2000). They are bound to resist any move that gears towards rendering some of them jobless. Some of the stakeholders may also resist the restructuring of organizational structure, especially employees of Xecodynamic, who are used to operating under a less complex structure of administration. They would resist since they may find it difficult to cope effectively with the requirements of the system of operation that is used in MRA (Tittle, 2000)
Cultural implications that can be expected as a result of the merger of the two companies
Cultural complications are challenges that arise due to policy and structural differences that organizations have. The differences are always evident because most companies operate under their own set of traditions or norms. For instance, the merger between the Companies would present serious cultural complications since the Companies operated under different policy frameworks and environments (DePamphilis, 2011). The Companies also operates in different locations that have distinct HR policies that guide the hiring of employees and the distribution of resources. Key cultural implications that can be expected if the merger takes place successfully include the harmonization of the operation structure of the organizations and hiring procedures of employees. Others include management of the quality of services and different social expectations that various stakeholders of the two companies have with respect to their contribution to the development of the companies (Petrick & Quinn, 1997). These cultural issues must be addressed by the management of MRA Company adequately and professionally to guarantee the smooth flow of operations in all the company’s business centers, including the new service unit that is of great significance to its growth.
How the move to outsource core manufacturing processes to Mexico would change the culture of the organization
Outsourcing is a viable cost-reduction strategy that most organizations undertake to maximize their profits. The strategy has been instrumental in transforming performance in key institutions globally with managers of MRA company affirms its relevance, especially in the current competitive environment. They noted that the move to outsource the new business unit is to facilitate the effective management of resources. They expect that the move will ensure optimal utilization of resources that will, in turn, lead to high productivity (Petrick & Quinn, 1997). In particular, they want the business unit to provide the company with key components that it uses in addressing environmental complications that it strives to eradicate. The project to double the production of groundwater remote sensors and electronic data management devices to enhance the delivery of services to customers (Maguire, 2003).
This is essential since the components are the key drivers of operations in the company. Their absence leads to low productivity and performance in general since they define the quality of services that are delivered. As noted, MRA Company is set to outsource the Xecodynamics branch to Mexico due to various reasons that are credible and economically viable (Petrick & Quinn, 1997). However, the move or initiative must be driven with caution and strategic planning to ensure that the institution’s cultural practices are not eroded. The venture should also be undertaken systematically to eliminate possible resistance from some stakeholders. That is, every stakeholder should be engaged in the process to make them own the initiative and embrace it as a performance and not a victimization process (Jones, 1998).
Firstly, the initiative will enable the company to record a drastic reduction in its cost of operation that has remained high for a long period. This is evident since the cost of doing business in Mexico is relatively low] compared to the US. The nation also has a vast amount of resources that will guarantee the continuous production of the much need components such as chemical sensors. Consequently, the nation is rich in human capital that is trained in various fields of operation that promotes effective execution of activities. The availability of the human resource in the nation is significant to the MRA company since it leads to the low wage bill. Therefore, the company will spend less on the wage bill if it relocates the business unit to Mexico than in the US (Maguire, 2003).
As noted, the move to outsource the company will present several cultural connotations that may affect the operations of the company. The cultural complications are bound to arise due to environmental and policy differences that exist in these nations. This is evident since business activities in Mexico and the US are operated under fairly inconsistent standards. The nations have their set policies that guide business operations (Petrick & Quinn, 1997). The policies must be adhered to in ensuring effective operations as the authorities demand. Key policy differences that range from HR hiring policies, acquisition of raw materials, and transfer of goods are essential elements that are bound to influence the Companies norms. In particular, the company’s deep-rooted culture of hiring qualified employees with immense experience may change. This is because the hiring of employees in Mexico is based on minimum qualifications and must be based on fairness. The process is driven by company owners and government officials to ensure fairness, unlike in the US, where hiring is solely done under set guidelines of a company (DePamphilis, 2011).
The difference in human resource hiring will create a major shift culturally in the company since its deeply rooted recruitment norms may be eroded. The HR policies may also affect the company’s norms in terms of employee treatment and terms of work that have to change due to diverse vitiating factors that the two distinct environments present. Further, the move to outsource Xecodynamics Company would contribute to changing the company’s production culture. That is, the employees who will be hired to manage or execute operations in the Mexican business unit may not be conversant with quality procedures or production guidelines that the Companies native employees are following. They may start executing various activities in their way and according to their professional understanding without due regard to laid down procedures. This aspect may compromise employee integration, especially the ones who may be exported from the US to steer operations there and the citizens of Mexico who would be employed (DePamphilis, 2011).
This is eminent since staff members who are conversant with the company’s operating guidelines may expect that the tradition of operations continues. At the same time, Mexican employees may prefer their way of operation. This may lead to intense disagreements that may compromise the achievement of laid down objectives by the company. This aspect may lead to the erosion of some of the cultural production practices that are applied in the US, especially in the Mexican unit. Thirdly, environmental, and policy differences may also affect the company’s restructuring processes. The restructuring process may change, especially in the Mexican business unit, since it is bound to adopt a new style of leadership, who must employ a management strategy that holds the capacity of promoting performance in the region.
Ethical considerations that would come into play in making an outsourcing decision
Petrick & Quinn (1997) indicated that outsourcing decisions are crucial performance initiatives that must be well thought. He stated that managers must execute a proper evaluation of the environment and asses the impact of the policy guidelines that drive business operations in the settings to avoid making nonviable outsourcing decisions. They must ethically analyze all the underlying factors to ensure that their decisions yield the needed benefits. This is vital since outsource is a complex venture that should be able to facilitate cost reduction (Tittle, 2000). It should foster optimal resource utilization, effective supervision, and production of quality items that meet the expectations of consumers. This explains why the MRA manager is under obligation to adopt ethical considerations when deciding to avoid possible cultural complications that may arise. The company’s managers must consider the quality of services, working environment, security, and cultural differences.
Firstly, the company must consider the kind of services and their quality nature that remains a fundamental ethical obligation. This is important since institutions have an ethical obligation to provide quality, standardized, and satisfying services to customers. The ethical obligation must be met as required under the law to guarantee an effective operation that is not marred with legal issues. Secondly, the manager of the company must consider the work environment before deciding to outsource the Xecodynamic unit to Mexico. This is essential since the initiative should be executed in a favorable environment that has limited business bottlenecks that may impede performance. That is, there must be favorable HR policies and quality working guidelines in the location (Petrick & Quinn, 1997).
It is also an ethical requirement for the manager to consider security as an ethical issue. Security is significant since no business can operate in an area whose security is at below par. It is said that security defines the level of prosperity that affirms can record in a setting. Therefore, security is a critical element that the manager must consider when making the outsourcing decision. Indeed, these are essential elements that managers in various institutions should consider before making any development decision since they influence performance in a significant way(Petrick & Quinn,1997).
How structural and cultural changes in the merged company will affect the relative power of both the existing managers in MRA Associates and the new managers who come from Xecodynamics and how power struggle may affect employees
The purchase of Xecodynamic Company by MRA associates will create a new battlefront for positions. Top managers in both companies will strive to assume the top management positions to safeguard the interest of their stakeholders. Indeed, the merger process and appointment of the new management should be made by credible procedures to avert possible complications that may jeopardize performance. This is critical to ensure the smooth running of activities to provide quality services to customers (Standish & Standish, 2000). Concerns about leadership issues are common in most institutions, including Xecodynamics, where leadership wrangling led to low performance. The leadership issues that were evident in a company are one of the key reasons that led to the need for its acquisition since it was not recording good results.
This vice started affecting the company at the time when some employees, whose interest was not in seeing the company progress, were hired (Coyle, 2000). Intense lobbying for top positions started after their hiring because they had ill motives of cash misappropriations. This kind of trend is bound to spill over to the merged company that holds a lot of resources if appropriate measures are not undertaken. It is imperative to note that the structural and cultural dynamics that will be present after the merger will greatly affect the privileges that authorities enjoy through the decentralization of power (Standish & Standish, 2000). This is evident since the new structure of operation that is bound to be adopted provides an effective system of administration that is transparent. It is set to promote stakeholder participation in decision making to eradicate the spread of leadership wrangles witnessed in Xecodynamics Company.
The structural and cultural changes will ensure that the appointed leaders are held accountable and that they execute their duties diligently. They will be expected to follow laid down procedures when designing policies to enhance efficiency in addressing environmental challenges that affect various individuals. The changes will also ensure that leaders or managers of the company are appointed based on merit. The process of appointing them is to be competitive as the new structure stipulates. This is stipulated to enable the company to get nonpartisan managers who hold the capacity of steering the merged company as a unit to greater heights. As noted by Standish & Standish (2000), a power struggle is not noble for any institution that aspires to record excellent performance. It compromises the execution of key activities that can transform the institution financially.
It also jeopardizes the formulation of favorable policies, coordination of activities, and management of employees. This is evident since it creates a deeply rooted confusion whereby stakeholders such as employees may not know the person to report to or provide them with aligned operating guidelines. Leadership wrangles may make the two merged companies to perform dismally even though new structures are being put in place. This is because continuous leadership wrangles hold the capacity of affecting the output levels of employees who expect good guidance under credible management. Employees are individuals whose performance levels are dependent on how cohesive stakeholders are in an institution. Their performance is also dependent on how well their social, cultural dynamics, and monetary aspects are addressed (Standish & Standish, 2000).
Conclusion
Indeed, the purchase of Xecodynamics will be instrumental in enabling the MRA Company to enhance its competitiveness in the engineering industry. It will also enable the company to provide unmatched solutions to the environmental complications that threaten to jeopardize social and economic integration in most settings. This is evident since it will use the potentials that Xecodynamics Company is set to facilitate the manufacturing of its equipment and support incentives.
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