• Poor communication after Mr. Barton discontinued the tally system. ➢ Employees felt management failed to represent their best interests. ➢ Poor communication by management. There was a lack of input requested from sales personnel. Problem Statement The problem, in this case, stemmed from declining department sales and inappropriate business practices that created unpleasant work conditions and significant reductions in employee productivity.
Doc 3 contradict doc 1 and 2. However, the source of doc 3 is questionable since the observer could not over see everything that is happening in the working environment at all time. Doc 7 and 9 showed the unsanitary condition in the slum area. Because the cities attracted immigrant who seek jobs, cites are often over populated. With so many people live in close quarter, waste accumulated overtime and polluted the
Contingency Theory has various styles of leadership and no two workers are motivated the same way (Lewis, Packard, & Lewis, 2007, p. 278). Based on the interaction on how the supervisor and the employee’s role intertwined with each other it was clear to see that the supervisor assumed and expected certain expectations in the workplace and assumed that along with that the client’s needs would also be met. As we seen the situation play out we also noticed the lack of motivation to practice the token system with the clients coming from the employees’ point of view. The challenge there was that competency and practice of the method were not being held to the same standard as the supervisors’ vision. If the supervisor has a strong sense of that method and knowledge of it, the employees were not reflexing the same in this example.
Many immigrants had to deal with poor living and working conditions (OK). Immigrants were paid low wages, so they had to live in tenements (Document 1). Tenements were crowded, unsanitary, and unsafe apartments that were very small (OK). Diseases spread quickly due to the overcrowding (OK). They were unsafe because there were no regulations on how they were built.
However, Because of poor teamwork, the new location has been having poor customer feedback; is losing customers, and is unable to meet the sales target by a large margin. Steve is the manager of Maggie’s Sandwich; if Steve chooses to maintain the status quo, he will implement no change in his management and/or the operations of the shop. Pros--- * Saves the time and money which would otherwise be spent on Improving and/ or restructuring of the staff. Cons--- * Continued lack of teamwork and cooperation between employees * Continued low level of productivity at the new location * Further deterioration of the business’ reputation * Continued inability to meet the sales target * Continued customer dissatisfaction Analysis * If Steve chose to maintain the status quo, He will implement no change in his management and/or the operations of the shop. Considering the current situation of the business, if no changes were made, there will be: increasing amount of unsatisfied customers.
The following issues I have identified are: Staff training and Procedures There is currently no training taking place within the store as it is seen as a waste of money. This is causing low staff moral and is showing in staff attitudes. The procedures booklet issued by head office is almost redundant and is unused by the store. Structure of Staffing The business seems to be top heavy with little or no respect for night Managers. It seems though the manager and assistant are not seeing the business as a whole by not working different shift patterns.
Change management was not factored in with workers complaining of radical shake – up in the hours worked, without extra pay for disturbance. However the management sought to make some changes but this was after the strike. They felt the change dehumanizing and insensitive considering the poor relationship with the management. On the other hand, the Company didn’t have a contingency plan making them spend a lot of time and resources in restoring the image after the strike. If they had one, they could have taken les time and resources in the prevention of the strike.
Nowadays, the retail industry is targeting younger adults and senior citizens for hire and Wal-Mart is especially guilty for this. In reality it’s impossible to make a living working in retail and these targets are easy to manipulate. The majority of Wal-Marts goods are made outside of the U.S. and often in sweatshops. It’s displeasing and although the fine low prices are tempting, some customers will disappear because customers will feel terrible of workers treatment. Without customers, there is no business and this will hurt this large company in the long-term.
Morrison explains how the trade has been subdivided and those subdivisions have been again subdivided. This then means that the working man or the machinist never learns his trade because of the changes the trade goes through constantly. “For instance the trade is so divided that the sewing-machine is so subdivided that the man working it is not even considered a machinist at all” (A Mosaic of America, Pg 133). Now a days there are different branches of the trade so that one man can be apart of just one particular part of a machine, and therefore may not know anything about another part of the same machine. Machinery is produced a lot cheaper then what it once was.
It was Mike’s plan to work in some of the various departments and learn more about the day to day operations before taking on senior management. In addition he admitted to not having skills in leading job execution, “it [business school] didn’t teach me how to get the job done or the execution of a decision” (Rowe & Guerrero, 2011). This lack of leadership would prove to be critical in managing his new employees, as he would need interpersonal techniques to gain the trust of other managers who wanted his job and felt his success was a bi-product of nepotism. His lack of leadership would also affect his ability to bring positive change to the culture of the organization as a whole. Though Mike was aware that the store was failing to meet financial goals, upon