Introduction Human Resource Director, Ashley Wall, needs to resolve the issues escalating at the Treadway Tire Company by conducting an analysis of the line foremen’s job dissatisfaction and implement a plan to solve it using an action research to view the problem from various viewpoints and be ready to disrupt the “status quo”. In the video Ashley reflects on the statements in Jim Collins book entitled “Good to Great” where Collins (2001) states that, “For many companies, being good at what they do actually inhibits them from becoming great at what they do” (Collins, 2001, p.55).She is determined to uncover the underlying issues with the foreman position and help get things within the plant back in perspective. Ashley plans to do this by getting those most involved...i.e. the foreman in the effort and make their concerns known (Treadway Case, n.d.). Ashley will need to submit an effective plan to resolve the issues that are faced in the plant by focusing on: 1) Key issues and mistakes 2) Key data sources and collection, and 3) possible solutions to the problems.
In order to penetrate the market, Cumberland would have to alter the lackadaisical view of pile driving cushion pads for the opinion leaders, engineering firms, and contractors involved in the decision process. Key Stakeholders There were several stakeholders in the both in the pile driving industry and within Cumberland Metals. First, Cumberland Metals and the welfare of its employees were major stakeholders in the pile driving cushion pricing and marketing decision. Cumberland metals faced a declining market in Slip Seal, their main source of revenue. A new successful product was imperative to the continued success of the company.
These problems began to hamper the overall performance of the firm, and management started evaluating the company’s position and different strategic policies. Following is detailed analysis and recommendations by evaluating the current conditions of the company, particularly the following areas: • Operational and strategic implications of company direction • Labor utilization • Materials • Capacity • Information flow • Evaluating the following performance criteria: Quality, Productivity and Delivery. Following detailed analysis of data, process flow and inventory strategies, my recommendations will be focused on the following opportunities: 1. Changing strategy from current position to one which concentrates on producing only small quantities of fast turn-around SMOBCs. 2.
These informal associations were built upon common activities and shard ideas about what was and what was not legitimate behavior in the department. Major issues in this case The major issue in this case is the dishonesty that was seen among the employees in the Plating dept., which lead to abusing the punch out system for logging in the work hours. It also outlines the working conditions, lower wages, which are present in the company that ultimately led to the low morale among the employees. The reason the case has been assigned is to study the group behavior and the common activities that are present in the group and to identify how that affects the productivity and satisfaction. Group norms There are two different behaviors that can be seen in the plating dept.
The attached diagram is a brief outline displaying our various quality problems concerning personnel, maintenance, purchasing, product design, management, and marketing. Problems occurring with quality within our personnel include inadequate training, lack of communication, lack of control in process, and lack of understand of quality. Next is the problems with maintenance, there was no schedule preventive maintenance for the equipment, a tooling problem with the Greasex machine, and many of maintenances current solutions do not fix the root cause of the problem. Purchasing also has some quality issues primarily poor communication with vendors. Next are the quality problems with product design and packaging including lack of testing equipment and lack of knowledge about the shape of the packaging.
The report uncovers the existing problems which led to the Innostat’s loss of market share. The problems generally lie on three different layers: department problems, Inter-department problems, and problems in the whole organization. The result of the interactions of these problems is the lack of innovation in the organization, which further leads to the slow development of successful new products. To address the short run needs of Innostat and sustain the company’s long run profit, the strategy consisting of three stages is developed and elaborated. Stage one is to develop a successful new product and introduce it into the market in the short run.
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.
Such redundancies led to a waste of money and human resources. * It became extremely difficult for the company to upgrade its most important ERP system. In 2001, Cisco’s IT governance model was changed to centralize IT planning and spending. * Required all teams to stop new applications, and customized projects. * Invoked support of senior leaders across the company to recognize the importance of central governance.
MGMT E-4000 Henry Tam Case Study October 22, 2011 Henry Tam Case Study Answer 1: Understanding what went wrong during the Henry Tam case requires adopting a holistic systems thinking approach because of the complexity and multi-levels of conflict involved. One person or one facet of the MGI group was not solely responsible for the conflicting tensions that brewed, ultimately threatening the productivity and completion of the project. Instead, a hybrid of strikingly different backgrounds, clashing personalities, lack of agenda, absence of assigned tasks, mutual disrespect, and conflicting self-perceptions permeated to morph into a team that struggled from the business plan’s conception to completion. Whereas some conflict may be considered healthy or even encouraged within an organization, the conflict that developed within the MGI group was highly counterproductive because it involved, “poor listening, one-up-manship, power-plays for resources, perceived putdowns, and over controlling comments,” (MIC 1985: 3). Members of the MGI frequently cited a lack of communication based on clashing parties’ reluctance to respectfully listen to one another’s ideas.
When we think of a negative leader that we encountered we want to take a step back and remember the impact. People under negative leadership can suffer dysfunctional for months or years and so as organizations. A futile business is because of the poor performance and it is because of incompetent leadership or negative leadership. Successful companies are successful for different reasons but dysfunctional leadership companies are dysfunctional in the same way (Jones). The Subject of leadership has been greatly described by the many scholars, researchers and authors, but still it’s a challenge to many companies.