The workers called the new mill "Fort Frick." Frick’s new ironfisted policies were the last straw for disgruntled workers. After many months of unhappiness with management, workers were in no disposition to deal with Frick. He decided to allocate pay cuts to the workers individually --“Individually” being the key term here, as the workers demanded to remain as a solid union and refused to negotiate wages individually with Frick. On June 28, 1892 Frick, in an attempt to break the union, forced a “Lock-out”.
Employers had no compassion or empathy for their workers who slaved away in their factories. Because immigrant labor was cheap, it was often exploited by the employer. Workers tried to better the situation by unionizing and have a show of strength with the numbers of workers. The big businesses, used government support to suppress the organization of strikes or work revolts. However, when unions rised up and demanded fair wages, employers would have to consider these demands and negotiations would have to take place.
-The project has been given a deadline of ten weeks, with Rankin and his 5-member team in charge of technical implementation. -Bob Finley had a confrontation with Lynn Johnston, resulting in the two avoiding each other during the middle of the project. -Midway through the project, Team member Sally Phillips left the company for better prospects. -Rankin manages his employees simply by telling them his expectations, and only tries justifies the long hours and lack of sleep by telling them that he expects no more of them than he does of himself. Assumptions • Mike Frazer wants the system implemented in 10 weeks because he views it as the answer to the company’s lackluster follow up sales.
The workers were not visiting the clients on a weekly basis as mandated by DCFS and paperwork was consistently late. There was chronic absenteeism, a high level of turnover, low morale, and low job satisfaction among the employees. All of the above issues adversely affect the level of care and services being provided to the client. How can Hull House Association communicate change in an effort to increase employee satisfaction and organizational productivity? Hull House’s leadership was not supportive of staff at that time.
This will cause a lack of consistency in teaching from the management side and discipline of the employee in balancing both clients and management. Every district manager might not have the same goals for each salesman. District managers may have different expectations on how the salesman should perform during a sales call. This could be why each manager had different records of Marsh’s performance written down in the reports. When Marsh started working with Ted Franklin, it made a negative impact on his attitude towards his career.
Discuss the failures on the part of the Japanese and Indian managers that contributed to the present situation. The Japanese and Indian managers contributed to the present situation by not demonstrating respect or empathy for the employees and caring about their needs. They did not care for their grievances and refused to let top management know about such grievances. Since upper management did not know about employees grievances nothing was done to resolve the issues at hand. 3.
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.
It’s difficult enough to get them to do tasks alone, and teaming them up with a group of people usually has a negative outcome. Additionally, they’re typical loners who tend to stay to themselves and are isolated from the world in one way or another. Moreover, they have very bad attitudes towards everyone and never want to participate in company functions, or could care less about completing a task or an assignment they’re working on. Furthermore, the lack of interest affects not only them, but their counterparts as well; whatever they don’t accomplish has to be done by their colleagues. Finally, the uninterested fellow workers appearance is not important to them, possibly resulting in low self-esteem, helping explain the way they
* Lack of inventory Management Lack of inventory management and standardized parts not being used in manufacturing, due to unrelated inventory procurement of Zing PC. * Ineffective collaboration with the suppliers No or little communication with key suppliers, hence effecting quality and quantity of shipments. * Poor Internal communication Lack of internal communication causing disruption of business processes / operations. * Manufacturing bottlenecks Lack of inventory management / loss of inventory causing manufacturing delays, hence creating bottlenecks / in efficiencies. * Assembly Lines Faults Poor design of assembly floor line is causing manufacturing delays as inter related task are done separately.
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.