Rough Seas on the Link650
CONTOH SOALAN CASE STUDY
SSC 360
MENU UTAMA
SECTION C: 20 Marks
INSTRUCTIONS: Read the following case study and answer the questions given at the end of the case.
ROUGH SEAS ON THE LINK650
Professor Suzanne Baxter was grading papers semester when Shaun, a former student in her organizational behavior class, dropped by. Shaun had decided to work in the oil industry for couple of years before returning to school to complete his diploma. “Hi, how’s work,” asked Baxter. “Well, Professor,” Shaun began, “I am with LINK650. It’s that new WestOil drilling rig. The LINK650 was built by LINK, Inc., in Texas. A standard practice in this industry is for the rig manufacturer to manage its day-to-day operations, so employees on the LINK650 are managed completely by LINK managers with no involvement from WestOil.” “In the beginning every employee was happy with the work conditions. The recruiters came from a consulting firm that specializes in hiring people. Come to think of it, we didn’t meet a single LINK manager during that process. Maybe things would have been different if some of those LINK supervisors had interviewed us.” “Later we found the LINK650 supervisor’s to be mean taskmasters. I’d say that none of the 50 non-technical people hired was quite prepared for the brutal jobs on the oil rig. We did the dirtiest jobs in the biting cold winds of the North Sea. A couple of the new workers quit within a few weeks, but most of the people hired with me really got along well – you know, just like the ideas you mentioned in class. We formed a special bond that helped us through the bad weather and grueling work.” “The supervisors pushed us to get jobs done more quickly without regard to safety procedures. I almost lost my job one day just because my boss thought I was deliberately working slowly. Several people started finding ways to avoid the supervisors and get a little work done as
SSC 360
MENU UTAMA
SECTION C: 20 Marks
INSTRUCTIONS: Read the following case study and answer the questions given at the end of the case.
ROUGH SEAS ON THE LINK650
Professor Suzanne Baxter was grading papers semester when Shaun, a former student in her organizational behavior class, dropped by. Shaun had decided to work in the oil industry for couple of years before returning to school to complete his diploma. “Hi, how’s work,” asked Baxter. “Well, Professor,” Shaun began, “I am with LINK650. It’s that new WestOil drilling rig. The LINK650 was built by LINK, Inc., in Texas. A standard practice in this industry is for the rig manufacturer to manage its day-to-day operations, so employees on the LINK650 are managed completely by LINK managers with no involvement from WestOil.” “In the beginning every employee was happy with the work conditions. The recruiters came from a consulting firm that specializes in hiring people. Come to think of it, we didn’t meet a single LINK manager during that process. Maybe things would have been different if some of those LINK supervisors had interviewed us.” “Later we found the LINK650 supervisor’s to be mean taskmasters. I’d say that none of the 50 non-technical people hired was quite prepared for the brutal jobs on the oil rig. We did the dirtiest jobs in the biting cold winds of the North Sea. A couple of the new workers quit within a few weeks, but most of the people hired with me really got along well – you know, just like the ideas you mentioned in class. We formed a special bond that helped us through the bad weather and grueling work.” “The supervisors pushed us to get jobs done more quickly without regard to safety procedures. I almost lost my job one day just because my boss thought I was deliberately working slowly. Several people started finding ways to avoid the supervisors and get a little work done as