1) Use the Force Field Analysis or the Differentiation & Integration diagnostic model from Chapter 5 in the text to explain what is happening in this case. Include the appropriate chart/table.
Seen how Johnson Engine Company headquarters are in Indianapolis, Indiana and the factories are located in rural areas known for their highly educated work forces, strong work ethics, and low tax rates the Differentiation and Integration model seems to be the appropriate diagnostic for this company. Differentiation and Integration model focuses on departments or division since many departments or organizations work independently. The diagnostic model begins with a study of how much differentiation exist between the work units, high differentiated aspects exist be because of self developed organizations based on geographic dispersion, background of members and many more.
Many of the managers have been employed for various years which allows me to make the assumption that they have created a culture based on their background and seen how the managers have no management education. Based on the managers practical experience of 10-25 years the culture and work ethics are very traditional. This culture was affecting the organization since new employees were quitting after 6 months of dull, monotonous work, and coercive supervisors.
Part of the analysis is the integration requirements between work units. Cooperation and collaboration are required between departments in order to achieve the integration required. With managers having been employed around the same period of time the culture established within their organizations could possibly be similar which would allow for cooperation and collaboration that is required.
Seen how some of Henry Shapp’s (CEO) priorities and concerns were manager’s management education, union acceptance and the diagnoses of
