This caused frustration among the members. Moreover, the MCA team lost its quality in company positions and couldn’t make any reasonable offer alternatives to LFA counter-proposals. MCA had no clear plan or objectives and didn’t understand the strengths and weaknesses of their own and LFA’s positions. On the other hand, LFA was well-prepared and more professional during the negotiations. They defined the bargaining outlines.
This is due to the many layers of the organization. Another point to note was that the Project Managers were not experienced enough.
Dana and Henry took on many different roles when they joined the team and the workload began to wear on them as the meetings progressed. There would be many different ideas and opinions voiced during meetings but the team was never able to reach consensus on any of these ideas or create an action plan. The team had difficulty reaching consensus because they did not take all team member opinions into consideration before making decisions. This was demonstrated by the fact that the MGI group did not consult the entire team before adding new members. The low productivity by the end of the case was caused by the lack of a structure during meetings and failure to create an agenda.
2008, 1) The Line Foremen found themselves in non-union positions, responsible for ever-growing production quotas, untrained managers responsible for personnel issues, and administrative tasks. They held most of the responsibility and had little authority; as personnel the unions handled issues with their crews of hourly workers. Treadway did little to train the people in this position to deal the high stress environment and found itself faced with high turnover numbers in this pivotal position- a clear hindrance to the modernized Lima plant taking a number slot in productivity. Additionally, the line foremen found themselves without support from upper management who had come up from similar ranks- who held the we did so you can to attitude. Also there was a hierarchy that didn’t allow for upper management and the line foreman to mingle or be friends- thus making social situations awkward and adding additional strain to the management team/ line foreman relationships.
2. Set Unclear Expectations – “High rate of absenteeism and voluntary turnover was at an all time high and existed across all departments. In addition, promotion and/or salary increase was not systematic or standardized.” Employees at Cedar Tech don’t have clear cut rules or guidelines that help them determine how to properly succeed in the organization, thus getting frustrated and creating unmotivated workers who do not believe in Cedar Tech or its goals. 3. Possess poor people skills - “Department managers acknowledged that they were busy reacting to problems and customer issues, allowing them little time to coordinate and listen to their employees.” By not giving their employees adequate time to express their opinions and concerns they are fostering a negative environment and creating
Executive Summary The issues that surround the Ramsey “Ramrod” Stockwell case involve issues with upper level management. Mr. Stockwell is the vice president of production, is clearly the source of many of the problems that have occurred in The Benson Metal Company. Problems and miscommunications have arisen because Mr. Stockwell, whether out of pride or actual misinterpretation of the facts, acts in a very unconventional manner with his subordinates and coworkers. This case involves concepts centering on conflict and politics in organizational settings. Mr. Stockwell, vice president for Production at Benson Metals, is becoming increasingly uncooperative and difficult in the workplace.
Despite CanGo’s initial success, however, the organization is not without its fair share of concerns. The primary issue with CanGo is that it lacks a formal strategic business plan. The company has also failed to clearly define what its short-term goals and long-term goals are and how it plans to go about realizing those goals. The company also has problems with its current organizational structure. Although roles are clearly defined, CanGo often succumbs to a centralized form of decision-making, with Elizabeth Bennett micromanaging to such a degree that the decision-making process almost becomes paralyzed.
Despite CanGo’s initial success, however, the organization is not without its fair share of concerns. The primary issue with CanGo is that it lacks a formal strategic business plan. The company has also failed to clearly define what its short-term goals and long-term goals are and how it plans to go about realizing those goals. The company also has problems with its current organizational structure. Although roles are clearly defined, CanGo often succumbs to a centralized form of decision-making, with Elizabeth Bennett micromanaging to such a degree that the decision-making process almost becomes paralyzed.
As a result, IT department was no longer in sync with the overall objectives of the organization. It was poorly run by the management team due to lack of good business practices and no clear direction from the higher management. Jack Carlisle was brought in as a CIO to revamp the IT organization and bring in changes to make IT department cater to the growing needs of the organization. Carlisle made improvements within the IT department and did a great job in realigning IT with the overall business strategy of the organization. His personality and management style generated some friction with other leaders in the organization due to the pace with which changes were implemented in the company.
Team Cohesion Introduction/Question/Thesis Statement A lot of companies use teams to tackle lots of different projects and tasks that an individual employee cannot do on their own. More often than not teams are not successful in their goals. There are a lot of different factors that go into the success or failure of a team. The company may not be able to provide all the resources needed or the team is not given a clear understanding of what is expected of them. The team may have poor leadership or be so micro-managed that they have no room to operate.