Though John had sympathy for the family pressures she was facing, but her unpleasant behavior was affecting the efficiency of the entire team and the organization. On the other hand, Andy another employee with CES and a team member for the waste management committee, made it worse by creating negativity in the mind of Vincent on the very first day of his office. Vincent resigned his earlier job because of the internal politics and did not want the same issues again. Vincent tough tried in altering Gwen’s job description but knew she won’t be satisfied with that too. John’s inability to anticipate issues and take up steps to resolve the conflict arising due to the Vincent’s presence is harming the output of the organization.
My assessment of the relationship between the union and the company has been very strained over the past couple of years. The company has a complete new front office that has no understanding of the past practices, culture, or the working environment because of that they have begun to repeat some of the past mistakes of other managers. In 2004, there was a major layoff and retirement phase with almost no transference of information and no one left to mentor those new employees. The new management team was truly in a hurry to fail and did just that costing the company hundreds of thousands of dollars in the process in failed policies and lost arbitrations. Currently, the relationship is full of distrust and misunderstands that may take years to
It became harder for the supervisors to keep track of their employees, therefore, making it difficult for the payroll department to deduct pay for the time the employees were late. Nine months after the removal of the time clocks, it was decided to re-introduce the time clocks. This decision stemmed from the lack of attendance, poor production,
1. Identify and discuss the key factors that led to the breakdown of industrial relations at HMSI. Although HMSI have good HR policies taking place, management failed to implement such HR polices creating a breakdown of industrial relations at HMSI. There were several incidents, according to the case study, that created a gap between workers and management such as the gift that employees rejected and was later directly transferred to their bank accounts. Management’s implementation of the movement sheet and strict leave policy, denying leaves even for some serious and emergency situation, as well favoritism and constant threat of termination when requesting shift changes contributed to the collapse of industrial relations.
It was during this time that the American Red Cross could have showed the country that they were an ethical company. However, many began to question their ethical practices because of how they responded to the crisis. As a result of this, their “benefits of business ethics” was destroyed. ARC failed to properly manage and monitor employees and volunteers which lead to the occurrence of fraudulent activities. There was also a lack of communication amongst FEMA and ARC, which contributed to slow response times in both instances (347).
Case Study: Zing PC 1. What are the Major Problems facing ZingPC? * Losing the market share Zing PC is losing its market share because of Push strategy failing to comply specific customer needs. * Dysfunctional Logistics Dysfunctional Logistics occurs because there is no 3PL (third party Logistics Contractor) for inventory / supply and order deliveries to the customer, hence overloading company resources / expertise. * Lack of inventory Management Lack of inventory management and standardized parts not being used in manufacturing, due to unrelated inventory procurement of Zing PC.
Especially three main customers announced bankruptcy during this period. Moreover, the main supplier’s foam gave off bad smell after being incorporated in Simmons product. Finally, he employees lack team spirit, people skills and communication skills (both at a horizontal as well as vertical level). Since Charlie Eitel was hired as CEO, his goal is to make the company a place where people like to work and with whom customers like to deal with. He made effort on product innovation, reorganized the management, and focused on customers’ needs.
Brando Vitali, a former director of logistics at Barilla proposed Just-in-Time-Distribution (JITD) concept to address the demand fluctuations. Barilla was suffering due to many underlining problems that were created by its distribution network. They did not have any clue on how to estimate the production levels because it was completely relying on the orders placed by its distributors. They also had no direct contact with retailers or consumers. The demand fluctuations caused Barilla’s inability to forecast resulting in production capacity restraints (heat and humidity specifications are product specific) or to build up inventory which again results in increased inventory costs.
Inventory, quality, vendors, management, and the workforce were all inefficient in the current operations. Various improvements were needed to create a lean operation, starting with buy-in from the managers. Henry Malone, manager of shop operations for thermocouple manufacturing, did not have a positive view of JIT. The facility did not have an integrated system to track inventory and viewed the shop’s floors a “no man’s land” due to goods disappearing after leaving the stockroom. Other issues included setup times and incentive programs.
HI implemented western management standards which backfired causing the hotel to suffer a great loss. Problems: HI introduced new working standards without considering the culture and beliefs of the organization or people. They failed to communicate the strategy to the employees. The cultural differences between the organizations further lead to conflicts between the management and employees. There was insecurity and job dissatisfaction among employees leading to decline in productivity.