It also shows up as a poor attitude about quality. Quality is viewed as an add on, inspected in, and is an impedance to doing their job. Proper training is not viewed as a prerequisite to start a job which leads to unqualified people performing processes. This fundamental problem also creates an entire host of other problems. These problems, as stated in the case study, include: lack of purchasing, design, and testing processes, inspections that are after the fact with out in-process controls or feed back loops.
-Forecasting: The demand forecasting showed little accuracy. Q2. What initially appears to be the problem? What really is the problem in this case? -Initially the problem was supposed to be the under-performance of vendors who didn’t commit themselves to the process.
2) What would you do if the work of a subordinate or team member was not up to expectations? 3) A co-worker tells you in confidence that she plans to call in sick while actually taking a week's vacation. What would you do and why? 4) How would you handle it if you believed strongly in a recommendation you made in a meeting, but most of your co-workers shot it down? 5) In a training session, you find that the trainer has a thick accent, and you can't understand what's being said.
Should I request my manager to clarify his verbal instructions the mistake could have been avoided. Bring your completed chart to class for sharing in small groups. After each group member has shared his or her example with other group members, answer the following questions: What did you learn about the communication process from this activity? The giver of the instructions must be plain and vivid to avoid confusions and on the other hand the receiver must make certain that he understood well the instructions correctly. What seemed to be the main causes of the misunderstandings?
Customers are either external or internal to the company or organisation. In this furniture shop case, external customers are they who came to the store and ordered or purchased the furniture, and internal customers are staff who works in the store and also the manufacturer. As stated in the case study, head office has received several complaints from customer who have been dissatisfied with the service levels provided at the store. Customers have indicated that they are not happy with the time it takes to deliver the furniture to them. On several occasions customers have stated that the furniture was delivered weeks after agreed time.
Project 2 Report on Case Study Outline the issues and problems faced by the organisation’s members. This issues raised include:- 1. dissatisfaction with the service on a number of previous occasions: 2. representatives from Organisation X being provided vague assurances: 3. poor service and the problems with supply of goods in a timely or thorough manner: 4. team member tardy in processing the orders and sending them through organisation X supply department: Describe how you would address them. Fortunately organisation X has raised an alarm with senior management, unfortunately the team leader/ supervisor working closely the person who is causing disruption to the service, had not identified the issue and/or failed to follow through with investigation to the mange the issues within the team and failed to report back to management. Report: I would address supply concerns & personnel issues raised by management by calling an urgent team discussion in the first instance, relaying the seriousness of concerns raised by management and identify with the team the best way to resolve the issues within a very short time frame. I would offer any member of the team to approach me if they have a particular team concern or individual knowledge of the issues raised by Organisation X and that their discussion would remain confidential.
This created confusion of reporting responsibilities, political tension, and reluctance to take responsibility and action. To address the main problem Erik Peterson is inexperienced and this shows in his incapacity to handle various situations in the case. He lacks the support of the upper management (Jenkins and Hardy), and does not reach out for help among his peers( Green,Cantor) He also has to face insubordination,Curt Andrew being the prime accused in this case. He also faces the Turn on Deadline 1) Lack of communication from frontline workers to Curt Andrews (and thus Erik) in providing tower building status, updates, or needs. Erik seems hampered at quickly knowing exactly where the 21 towers stand.
This seldom happens as there is a perception that by helping John, he may be next in line for an executive promotion. As for the procurement function, the project manager is forced into assuming the responsibility and spends a significant amount of time in tracking down raw materials. The site superintendents believe that they should function as true project managers; are very unhappy for not being involved in the procurement function and hence are not supportive of the project managers. From the above, it is quite clear that roles and responsibilities across the organization are not clearly defined. There is no structure in the organizations’ chain of command.
He then did not know if everything that he had planned and thought out would work any longer because of several different issues he came across when following up on everything such as: schedule, orientation, manuals, policy booklets, physicals, drug tests and several other outstanding issues. Nothing that he had thought out or what he thought he had planned seemed to be working out properly even though he had assured the supervisor he had taken care of everything. When the recruiter Carl Robins went to follow up on each process he then discovered that he had not planned everything as he should have. Some of the outstanding issues were as follows: * Training room was not available * Uncompleted Applications * Uncompleted drug screenings and physicals * Transcripts not obtained * Uncompleted orientation manuals Outstanding Issues There are several outstanding issues and key problems to how the new recruiter planned and proceeded with his recruiting process. The main problem that has arisen is that he did not assure that everything was scheduled in time such as the training room.
1. What else did they need to learn in Gap 1 about customer needs and expectations? The listening gap (gap 1) occurs when a company does not accurately perceive the expectations of its customers (Zeithaml, Bitner, & Gremler, 2013, p. 36). In 2006, Pepe Brousset, (Marketing and Operations Director of LACD at the time), proposed a plan to re-define its customer focus, as it had been inconsistent in terms of providing services and solutions (Zeithaml et al., 2013, p. 607). Due to Caterpillar lacking expertise in formulating and providing service solutions, a core team was developed for the purpose of analyzing each service gap, identifying vital issues, and developing strategic solutions.