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Engstrom Auto Mirror Plant is a private owned business in Indiana that is manufacturing mirrors for trucks and automobiles. The plant has been having some rough times. There were some major organizational issues in the Engstrom Auto Mirror Plant. I am going to mention about three major organizational issues. The first major issue was Ineffective leadership employees were losing trust in this organization due to poor leadership. The employees thought the management was “playing with numbers” because they weren’t paid their monthly bonuses for a few months. The management could not afford to pay employees bonuses’ because of the productivity problems that the organization was having. The second major issue was lack of motivation. There was
The Slade Company was a small but prosperous manufacturer of metal products designed for industrial application. It was located in central Michigan with 500 employees. The plating department of Slade had formed certain informal team in which some employees had dishonest behaviors. In this paper, we will discuss Slade’s external environment, central problem, alternatives, analysis, and finally give some recommendation.
Firstly, there was compelling emphasis placed on exterior factors, for instance, Scanlon Bonus Plan, a motivator plan that inspires and drives employees’ performance, yet neglected to cultivate workers ' needs. If the Plant business integrates the Maslow’s Hierarchy of Needs into their strategic management process, it will guide them in evaluating employees’ needs. Engstrom Auto Mirror Plant should settle on the choice of keeping the current system in place, modify it, or design a new incentive plan. Keeping the ongoing incentive plan would be an awful decision for different reasons that were examined in preceding milestones; subsequently, the undeniable decisions would be to either correct the present plan or to make an altogether new one. For this proposition, it is ideal that a new incentive system be
The Goal is a story about overcoming manufacturing problems that is told through the eyes of a plant manager, Alex Rojo. Alex arrives to work one morning only to discover the division vice-president, Bill Peach, showed up unannounced to see the status of a specific customer order number, discovered the order was incomplete, barked orders at employees to assemble the products, and finally informed Mr. Rojo he has only three months to improve his plant's performance before it's closed because the plant cannot get orders out the door on time. In fact, the order Bill investigated was already seven weeks late and the product not even assembled. After Bill departs, Alex heads to the floor to discover Bill's unexpected arrival has created more problems. The master machinest Bill yelled at before Mr. Rojo arrived quit but only after setting up a machine to complete the seven-week-late order that Bill demanded be shipped out today. The machinest, however, forgot to tighten two adjustment nuts on the machine so several parts must be scrapped, but even worse is that the machine, which just so happens to be the only one of its kind in the plant, is broken.
The absence of appropriate motivation, fairness, and communication are recognized as the root causes of the issues at the Engstrom Auto Mirror Plant. These are the real issues that added to the decrease in efficiency and product quality. Workers who are affected in an organization might be a result of de-motivation, poor communication, and personal conflict. The presence of these components is the thing that could result in a decline of workers’ productivity, since workers feel they have no control over their work and what they produce. “The success of any Analysis Organization depends on the ability of managers to provide a motivating environment for its employees” (Osabiya, p. 63).
Business Conditions. In 2014 Emera Maine was formed from the merger of Bangor Hydro Electric and Maine Public Service, during the period leading up to and after the merger there was a concentrated effort to align as many business practices as possible. This activity resulted in many changes to how employees conducted their work, positions were consolidated and procedures were changed. Additionally, some key employees left the company for new opportunities leaving gaps in the workforce. The effects of these changes remain today, and as discussed in Noe (2013) losing key employees causes delays or hinders an organizations ability to take on projects or new tasks. At Emera Maine we continued forward with little adjustment
Many people believe that in order to succeed in a business that is having difficulties, it is important to focus on a particular area in order to be better productive in each of them, and be able to reach the goal. Instead, Goldratt and Jonah demonstrates that is important to focus on the company as a whole, but at the same time, it shows that it is incorrectly to only focus in an specific manufacturing department, or one plant, or a department within the plant, because people should not be concerned in local optimums.
...ible if Lincoln Electric stopped prioritizing its employees. By making sure to look out for its employees’’ well-being, the company can stay aggressive and stable without stagnation or lawsuits. Ultimately, the company sounds like it blends traditional management elements with an above-average attention to employee morale, training, and well-being. For a place that’s nearly two hundred years old, with thousands of satisfied employees, this is an impressive track record. Other companies should look at the management style present at Lincoln Electric for proof that companies can make profits and still put their employees above stakeholders.
Between 2000 and 2005 several similar problems resurfaced which needed to be addressed soon. Bent was forced to lay off 46 of his 255 employees. For the rest of the employees that stayed, they noticed that they had not received their Scanlon bonus in some months on their paycheck. The higher-level authority and hardworking employees began to lose trust among each other and resent each other because of the unfairness of the bonus calculation. The balance between the employees and managers was misunderstood. The employees felt like the managers bonus for the managers shouldn’t be equal or more
However, the organization was having issues a symptom of these issues was that they had a reputation of being too slow in making decisions another symptom was that their profit was less then what executives thought it should be. After he examined their organization as a system, he was able to determine the cause and it was that employees did not pay much attention to the internal processes of the organization. He determined that this was the cause of the company not producing the profit levels that it
The root causes of the organizational issues at the Engstrom Auto Mirror plant are clear and obvious. After reading and rereading the article by Beer and Collins (2008), it appears that the main root causes of Engstrom Auto Mirror’s productivity problems are the economy, a lack of needed employees, and finally, Bent’s failure to keep open communication and positive behavioral theories like neo-classical organizational theory and systems theory alive in the organization. The economic downturn in the auto mirror industry and the subsequent layoffs of 46 workers (around 18 percent of its workforce) caused Engstrom Auto Mirror’s production and product quality to fall behind, leading to the disgruntlement of Bent’s employees. The company had promised
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.
Identifying the problems of the factory start with the Alex Rogo’s self-questioning about why the company cannot respond to received orders in time. After Alex meet and make a little conversation with his old physic teacher Jonah, he started to ask himself the most important question: What is the ‘goal’? The actual goal had to be more important thing than the delivering the delayed products.
Please consider this research proposal regarding a small to Mid-range Company with a revenue of $875,000 per year with 45 employees have reached critical cash flow issues. Senior staff time consumed with bottlenecks on site, with missing ordered supplies, added labor with incorrect materials costs. Marketing along with current customer’s project completion time are over deadlines from under-staffed by senior management. Layoffs are to proceed, and filing for restructure of the organization is at hand.
Structure: the organization structure is not all that good, most of the leaders seem to lack any type of leadership training. Most of them to the worker, just seem to drive around in their vehicle, and then wait until the last minute to decide as to what needs to be done. Then they must call all vans to a certain location to fix the problem, instead of handling it when they first saw the problem. Most of the supervisor don’t even know who works for them, some people have been there for years, and they do not know their name. The only thing that the upper management thinks about is moving vehicle through the sales line. As for the welfare of the people, that is the last thing they worry
Mr Alex Rogo, is a factory manager in a company. He has faced a problem with factory productivity and profitability which are not efficient and kept failing to meet the schedule. His boss, Mr. Peach gave him three months’ period to improve and make a result out of it. If he failed it, the factory would be closed down and the employees, including his would be either sent to other departments or fired. To secure his and others jobs, he initiated investigating what is going on in the factory.