Preface and History Hubbell Incorporated is a company in the manufacturing industry that primarily produces a wide variety of electronic and electrical products. Initially Hubbell Incorporated offered a specialized stand that was accompanied with a moveable cutter. The cutter was used in the retail world primarily for wrapping items. The product was a very successful product because it is still used by companies today. A few years after inventing the specialized stand with a moveable cutter, the owner of Hubbell invented a tapping machine. The tapping machine was so efficient in the era that it was invented that there was a very large demand for the product from manufacture companies. The products that Hubbell produce has changed a bit over …show more content…
The company has certain rules and regulations that employees have to follow. The rules aren’t very bad rules, they are the basic rules that are set at manufacturing companies. Hubbell has a corporate office, which is located in Shelton, Connecticut. The nearest Hubbell plant is located in El Dorado, Arkansas. At the main office there are primarily administrative, management, and engineering departments. The Hubbell manufacture in El Dorado is called Prescolite, it is a division of Hubbell. Their main task is to produce light reflectors. Prescolite has three shifts. Each shift has it’s own supervisor. The El Dorado division has one production manager and one plant manager. There are several departments within Prescolite. Prescolite has a management team, production team, engineering team, tool room team, maintenance team, and administrative team. The company is broken down into these teams in order to help better execute certain tasks that are handled by the company. The management team is responsible for making sure that the orders that are received are taken care of. The production team is responsible for producing the light reflectors. The toolroom and maintenance team are responsible for maintaining the proper tools to work on the equipment and they also are responsible to working on the equipment. The engineering team is responsible for designing the objects and making models. And the administrative team is …show more content…
Their weak points are, lack of motivating employees, low wages, unfair promotion system, lack of activities for employees to become involved in, and lack of ceremonies. Prescolite’s organizational structure seems to be a good fit for the company, but it could use some improvements. In order to have a better structure, the managers and supervisors could show the employees that they are appreciated more. They also could provide more activities for the employees to engage. The division of labor seems to be fair within the company. Decisions are made at a higher level, which is known as a centralized organization. This seems to work very well at Prescolite because it helps the best decisions to be made by the higher up managers and supervisors. There are a few subcultures within Prescolite’s culture what causes a few problems within the way that the company operates. Differences between management and the production employees cause problems within the company. In order to solve these problems, production employees should often be reminded that they are appreciated for the work that they do. Prescolite should also host ceremonies in order to show their appreciation to their employees. I would say that the policies at Prescolite are a great fit for the environment in which the company
Management does not communicate with the workers, so they cannot discuss problems that are accruing, and possible solutions that may help the business run smoother. You can see this at Carson’s, the study mentioned that employees had no say in important decisions and were even afraid to address concerns to management. The study also mentioned that employees were not given proper constructive criticism. Instead of management teaching employee’s better ways to handle tasks, they would get upset and punish their employees. This is another aspect to an Exploitative Authoritative structure. According to text, all rewards are given to management. Instead of rewarding good things that their employees do, management punishes and threatens. After looking at the Exploitative Authoritative System that was used to run the Carson’s location, it is easy to see how and why the employees are
From 1997 to 1999 I was employed with a company named TNA North America. This was a company based out of Sydney-Australia, dedicated to selling and servicing packaging equipment to various customers in North America. At this company we all had very similar values, attitudes and beliefs. One of the employees who was very different from the rest of us was the general sales manager. He was different from rest of us in many ways. TNA North America is well known for servicing well to its customers, and all of us at TNA were very used to work ten or twelve hours each day to make sure our customer’s needs were satisfied. In the other hand was the sales manager who only worked six to seven hours each day, and very often did not go to the office for days. Business travel is a big portion of the company budget, therefore we always got the most economical plane tickets. The sales manager was known for flying first class and spending lots of company funds during trade shows, customer visits and conferences. This behavior was just not acceptable to the rest of the company.
The way the machine worked was like a large hypodermic needle, it was used as a plunger like device to inject plastic through a heated cylinder into a mould. The machine can produce everyday objects such as buttons and collar stays. The industry progressed slowly over the years and it expanded dramatically in the 1940s during the post-World War II economic expansion that created a massive demand of inexpensive mass-produced products. Later on, the American inventor James Watson Hendry created the first screw injection machine in 1946, with the screw injection; the machine was much more precise in terms of the speed of injection and also allowed the improvement in quality of the articles produced. The advantage that this machine also had was the fact that the materials were able to be mixed before the injection, which facilitated the task.
Tom is also a supervisor liked by his workers. They explain that he is people-oriented and ensures that workers are acknowledged for their accomplishment. Although because second shift is responsible for setting up the machines and equipment, things become complicated and workers have a hard time adjusting to software problems that occur. So because Tom and upper management have not done anything to help the problems they are
The main problems that are affecting the company were the high level of labour turnover, below target production rates, high levels of scrap, the employees had little input in the decision making, therefore resulting in low motivation and job satisfaction, and didn't have enough feedback on there performance. Added to this was the conflict between the supervisors and employees in the production and packing areas, and the grading and payment levels wasn't satisfactory to the employees.
Management philosophy: TP only hires the best people and puts a lot of effort on development. This leads to an outstanding commitment and high flexibility. People who prove to be capable climb up or become even franchisees (Franchisees are therefore capable and skilled as well)
Cohesiveness was the factor that helped them the most. The 11 old employees were kept as the morning shift instead of two shifts, this allowed them to face the new environment and harder task together with cohesiveness they built in last 16
job security and services .As well ethical values to maintain structure and integrity of the
Learning of this incident should be that all department leaders should be asked to speak to each employee to understand the process of each job function, document it and send it to HR.
3. The contributing factors to their ineffectiveness were poor planning and leadership. The company grew to quickly. In their desire to grow and expand, the company’s senior management did not establish and follow ethical practices that would sustain the company. Controls were not established in key places, such as, accounting practices and principles. Senior management failed to appropriately manage the activities of lower level managers and set a bad example.
At my job we have a group of three RCTs that are permanent on the unit, and each person have four residents in our group. On the day that all three of us work, I become the lead for the unit and we work as a team. We have a standard or rules of what we will be doing for and with the resident that day. Even though, we work as a team but everyone have their part to play. And all three of us have to follow the social norms that are set for the group. We go by the code value of the organization, which is people caring for people (residents and the workers). One of our social norms is the residents come first, no taking long break or going over break time. other than caring for your residents, there are other job that need to be done on the unit and, we all have to be involve in the work. And if we see that it is not working for one person we changed it around and try different thing. But yet than still out of the three, one of us does not follow the rules. One thing I experience in our group is the social roles that I play. My obligation as a lead is to make sure that all CAMIs are done and, the residents’ goals are met. I believe that we are there for our residents but in the sometimes, we have to respect each other as co-workers. But I feel my co-workers do not take me serious when I’m telling them what to do.
The management at Coca Cola looks really strong because they don’t just have one or two people in the leadership, they have several and this is very beneficial for them because the more people they have the more ideas they can come up with and them ideas have made them really successful. Employees always relay on management and an example of this can be a chef and waiter. The waiter takes the order and tell the chef and the chef makes the wrong order. The waiter will be shouted at but its not the waiters fault because the chef made it.
First, you need to establish clear guidelines regarding the workplace and the specific mission. It is essential the subordinates are aware of what is allowed and what is not.
This company has high work specialisation. According to its official website, there are three main types of jobs offered for employees. They are corporate, retail store and students and college graduates. Jobs are broken down to simple and separate tasks then each employee will be tasked based on their skills such as hardware and software engineering, retail store manager and on-campus representative. However, even their jobs are broken down specifically to workers’ skills, the company is likely to provide supports for the employees to improve the productivity.
The background of the Motorola case was that Motorola formed a Joint Venture (JV) with a Nambunese company in 1969. These two companies produced microelectronic products together at the facility in Anzen, and their productivity remained effectively. The Anzen facility always concentrated on a strong tradition of safety consciousness. “Final Test Assembly” was one the operations which consisted of 3 teams, and each team had 8 Nambunese employees of the partner company at the Anzen facility. Viktor Min, the Nambunese manufacturing manager for the Final Test Assembly operation who had a deep dedication to traditional Nambunese cultural values of duty and obedience. He took over the management of the Final Test Assembly program in 1994. Overall, he managed the teams very well except a member in the Morning Glory team, Tommy, who had a different value than most Nambunese; he tended toward more freedom and less duty, and a prioritization that ran counter to convention...