In this scenario, InterClean, had a plan in place that would assist the sanitation company in increasing its profitability. In doing so, there was a possibility of having to completely restructure the sales teams and marketing strategies that were already in place. The CEO of InterClean, David Spencer, is a middle aged businessman, who remains focused, and is completely driven in his efforts to ensure that this cleaning company increases its growth to become a leader within the sanitation industry. Initially, David and his team proposed a new service focus that entailed being the first within the industry to expand their cleaning company by introducing an all-inclusive service. While this is a great opportunity for growth, a huge concern is that the current sales team at InterClean is not knowledgeable on the current sanitation regulations, based on legal and environmental requirements. Because of this, Janet in HR began to work on screening new sales hires that had existing sales experience, which caused the existing employees to feel threatened for their job security. However, with the company headed in this new direction, mandatory training would take place for all employees, in hopes for boosting morale. As employees began to start rumors about the changes, the morale began to drop and they felt there was no long time employee loyalty.…
The one of the macro problems Wengart Aircraft is having is that they are the second largest company in the industry but are only ranked sixth in profitability (Brown, 2011). Wengart gets a large amount of contracts but they are spending a lot of money reworking most of the aircrafts after they come off of the production line. Another problem is the quality of their aircrafts is in question with the Secretary of Defense and other private customers. The Secretary of Defense has gone as far to say if there is not an improvement in quality they will start holding portions of their payments as penalties. This would not be good because Wengart is already struggling to make profits due to the poor quality of work. In order to fix these problems Ralph Larsen the president of Wengart has brought in an organization development practitioner to help him understand the TQM that the Department of Defense wants him to implement. This leads to the biggest problem Wengart is facing because after the practitioner makes his points, Larsen thinks that the TQM is common sense and that Wengart is already doing most of the points. Larsen than calls a meeting of his vice presidents and put Kent Kelly in charge of the program, even after one of the vice presidents suggested Larsen be in charge of the program because the TQM should be a joint project meaning the human resources and production departments work together. Larsen however did not feel that he had the time to be in charge of the program because he wanted to concentrate his efforts to increasing profits. After the meeting Kelly sends a memo to Allan Yoshida explaining the TQM program, with that information Yoshida calls a meeting of manager and line supervisors to give them the details of the TQM program. Yoshida than went and email all employees an outline of the TQM plan and told them to ask their managers or supervisor for more details if they had questions. After that rumors began to…
In the spring of 2012, our management group, group 7, was assigned to take over a business as top level management. With the only guideline of creating a drastically more capable and profitable organization within a year, we had a lot of work ahead. The business belonged to Old Joe, an absolute genius engineer who was lacking in business management skills, Fred, a failed engineer with underlying personal issues resulting in counterproductive activity, and Netty, Old Joe’s wife. This division of the business specializes in the creation of medical products, and has customers globally. The backwards situation the business was in cannot be overstated. There was a huge set of order back logs, quality problems, inventory issues, social and culture problems within the company, and several others. With the business in such a dire state, we began our work.…
The planning was not done appropriately or was it effective. There were questions that were unanswered because they were not asked. The executives took it upon themselves to make all decisions without consulting with the employees who this would affect. The purpose of the integration of these three groups was done so that they could form an entity that would be able to with stand the economy and the insurance companies and with the payout on insurance claims decreasing significantly this is something they felt they had to do. They needed to change the scope of the business but did not consult any of the employees about what they thought. Not only did they encounter changes in their roles and responsibility but they had new people to report to, the name of the organization changed and modifications had to be done they had to contend…
One can point to several symptoms of an underlying problem such as poor morale, reduced performance levels, excessive sick leave usage, conflict, and work overload. However, it is necessary to ask why these problems exist. The manager has made an attempt to bring the staff together in order to develop some mutually acceptable solutions. This is the typical solution advocated for dealing with operational problems. There is an idyllic view that, if only we can involve people, they can come up with the necessary solutions to bring an end to workplace issues. However, in this case, the staff are so ‘wrapped up’ in their day-to-day issues, that they cannot see beyond their own particular grievances.…
Cerjugo SA is the largest manufacturer and distributor of beer in a country in Latin America.* Started in 1960, Cerjugo currently sells 360 million bottles of beer annually with revenues last year in excess of $200 million. Cerjugo employs 2500 employees and its four beer brands account for 98 percent of the market share. The beer manufacturer has been growing steadily with the GDP of the country thanks to little competition and no new entrants in the market. Cerjugo has its own distribution fleet and manufacturing facility, its entire customer base is local, and customers are loyal to the flagship brand.…
The storming phase of our team development was simply caused by the difficult time we had getting our project proposal approved. This lead to frustration because the project was not meeting our earlier expectations. Our team became worried that we were not going to be able to meet our goal as we began to express our concerns to each other. I do not believe this frustration was targeted to any members of the group or to the management process its self but simply to the expectations of the assignment. In this stage we had to challenge each others ideas since these ideas were ultimately competing for consideration. However, I think this confrontation was handled well and was ultimately healthy for the group and for the outcome of the project.…
The lifestyle of a slave in Cuba during the period of independence seemed pretty horrible as Montejo explained but the slaves managed to find ways to get through it. Where they lived seemed like the harshest part, which were the barracoons. The barracoons were crammed and locked up by a padlock during the night. Montejo describes them as very hot and unsanitary. Since it was hot, Montejo claims that the place swarmed with fleas and ticks that gave the entire work force infections and diseases.” They were put in disgusting living quarters. Montejo explains to us that they would bathe themselves in a stream, which was nice because there was one near every plantation. He tells us that the slaves themselves would cut their own hair with a long knife provided to them by their masters. He claims he became the master of cutting hair and described their heads as looking like “melon skins.” When they would brush their teeth they would use soap-tree bark and Montejo said that it made their teeth very white. These slaves did a great job of maintaining their social and cultural traditions, every Sunday they woke up and there would be drumming that started around twelve of one o’clock. While this didn’t entirely give them a sense of more freedom, Montejo explains that it made their day on the plantation a lot easier because everyone was joyful and upbeat about the drums being played. They played these instruments they made throughout the day and that gave them a little piece of their culture back to them. The Spanish Crown put limits on how much they were punished, but that doesn’t mean they weren’t. One of the cruel ways the plantation owners would punish them would be by betting on the “Maní” dances that the slaves would perform and that would essentially turn into a one on one fight. Sometimes, the masters would force the slaves to fight those until the death, which is horrifying. The differences between the lifestyles of…
Andy, I know I’m always reminded that whenever I go to a new branch I needed to get to know the team first, and observe everything and make a mental note of what’s working and what’s not before embarking on new challenges. I do believe in the phrase, though, ‘if it’s not broken, don’t try to fix it.’ It sounds like the new GM needed to fit in first before presenting her ‘wonderful’ plan. In addition, she lacked the important characteristics of ‘openness, candor, informality, and closure.’ It seemed as though, it was either her way or the highway.…
At this point in time, the group is not yet even development. It almost seems as if all the individual organizations are storming because they want to make sure that each one of their opinions is heard, and they have control of the situation. No one wants to give up their own power or control. They have started off correctly as it is stated in the case that HR representatives from each organization have been selected to pick individuals from each organization that they feel will have the best impact and will be proficient leaders. The individuals chosen need to understand the stages of group development to help them get along and build a cohesive coalition. They will have to understand that the initial stage will be the forming. Here the newly formed group will test each other out. They will be able to get a feel for whom their co-workers are, what strengths and weaknesses each member has, and they will be able to develop a set of guidelines on what is acceptable behavior for the members. This is when they realize that they are no longer individuals representing just their organizations but instead their own group of people representing the students, and the students’ best interests with the backing of their individual organizations. They will lead into storming, where they will butt heads over power and what steps to take first. I believe here is where the true leader of the group will come out. It will be the individual who will be able to get the storming under control, get everyone to focus on what the main goal is and will help guide the group into the norming stage. In the norming stage, the main goal will be highlighted, the scope of the project defined, and a project plan created. Goals and guidelines will be set along with milestones and progress meetings. This is where they will start feeling like a group and…
2. What are the organizational problems in this case? There are several foremen in the central plant and they should be responsible for their areas. However, after reading the case, it appears as though they or at least some of them lack initiative and leadership abilities. It’s as if they do not know how to take charge. Several of the foremen are coming to Chet and asking him to solve some of the most simplistic things. It’s incredible! Asking Chet to find a replacement? That’s something a foreman can do. That’s his job, that’s his area, and that’s his employee. Total lack of control.…
My goal to get the group to communicate effectively, I will try to increase their understanding, discussion needed to resolve conflicts expands the group awareness of the situation, giving them an insight into how they can achieve their goals without undermining those of other people. This situation can be handling by Increasing the group cohesion, when conflict is resolved effectively, the team members can develop stronger mutual respect, and renew faith in their ability to work together. Also, improving their self-knowledge will push them to examine their goals in close detail, helping them understand the things that are most important to them, sharpening their focus, and enhancing their effectiveness.…
Full cooperation of senior management in the implementation of the plan. Mr. Nakamura 's plan will fail if he never got the full cooperation of the whole management team of MEI. To get the cooperation, he must be able to get management to fully understand and believe in the principles of his plans, as the senior management team will serve as the implementers of the plan. They will also be the one who will drive the employees to the direction that they want to go. With management being clear with one goal prevents confusion among employees. This would also avoid any sabotages or complacency out of conforming attitudes from some management. Mr. Morishita was faced by many opposing parties especially from the powerful division managers. This led him to give up his plan because he couldn 't push it through, as the implementers won 't implement. I feel that Mr. Otsubo, who was responsible in revamping the current manufacturing system in Kadoma, sabotaged the whole process. I believe Mr. Otsubo made sure that the physical manufacturing system was changed as efficiently as he can so that nothing can be said about him not following nor is his performance affected because it was done very fast and efficiently. However, I think he intentionally ignored the need for staff training with the change of the system to prove that the plan will fail. It is impossible for Mr. Otsubo, who did an "all out effort to implement the change" and is supposed to be "highly capable and experienced factory manager", would have overlooked such a basic task that should be done.…
During the conversation between Ron Davis – the relatively new general manager of the machine tooling group at Parker Manufacturing and Mike – a plant manager who reported to Ron, Ron had violated some principles of supportive communication and supportive listening. First of all, Ron had violated Descriptive and Problem-Oriented principles. For example, Ron expressed his thinking and opinion about what Mike did and stated Mike’s personalities: “I think you’re too chummy with some of your female personnel” or “I think you’re creating a substandard impression by not wearing a tie” and “Having things in disarray reflects poorly on you.” Ron also violated Validating and Supportive Listening principle. For instance, Ron said he felt strongly about the issues he had mentioned regardless of Mike’s opinions and need Mike to correct.…
The movie is about two writers of the film who seek to make a film or documentary to show the real events in the life of the national hero, Dr. Jose Rizal. Not just an ordinary movie about Rizal's life, but a film that depicts the issues about his heroism that most Filipinos have not been aware of. This became a problem for the writer of the movie, what would be the main subject of their film or documentary. Rizal's life has been filmed by foreign directors, and not to liken their projects in the pre-movie they want to vary the angle. Another problem they have is how they write and how they can communicate to appropriate viewers the message they want to convey.…