...SLOVAKIAN MANAGER ACADEMY THE GOODMAN COMPANY Case Study Analysis People Leadership and Management THE GOODMAN COMPANY Introduction The Goodman Company manufactures small rubber automotive parts. They operate in industrial rubber business. The Goodman Company operates a single plant with three shifts and each shift has its own supervisors. Production manager of the Goodman Company is Joe Smith and he has three supervisors reporting to him. The president of the company is Robert Goodman. The Goodman Company has been doing quite well, plant are fully staffed on each shift and has operated six days a week. Robert Goodman foresees greater opportunities in the years ahead, but increase in production must occur within the present physical plant, because the company does not have money for new equipment. The president of the Goodman Company decided to hire Ann Bennet as a production analyst to see if greater efficiency could be achieved with current equipment. Changes in production The Goodman Company has plant with three shifts. Workers are paid an hourly rate and each worker have to take care of every step in production, it means to procure material, cut material to required size and transport it to curing press and fill the boxes and transport boxes to shipping area. Workers use this system before changes came and Ms. Bennet made plan which should increase motivation and production. Her plan was to change hourly rate system to piecework system. Her main intentions...
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...Case Study #1 1 Perfect Pizzeria – A Not-So Perfect Organization In the case study Perfect Pizzeria, the area supervisor has many problems that need his attention. The largest appears to be the organization. In this case study I will assume that the area supervisor has the authority to affect change within his organization (i.e. he is the franchise owner). Being in an area with few job opportunities should give him the perfect opportunity to recruit bright, ambitious, and motivated people to staff his pizzerias. How can the area supervisor change his organization to achieve a more fluid corporate culture? I think this change can be achieved by human resource changes, structure changes, motivational changes, and reward for good performance as well as accountability for poor performance. Each one of these areas will require a change from the corporate level. For the sake of my case study I am going to assume that the area supervisor (franchise owner) can lobby to achieve this change within the organization. The first area to look at would be the human resource changes needed in the business. Perfect Pizzeria must have a clearly defined and documented process of Recruiting, Hiring, New Associate Orientation, and Associate Retention. Let us first look at Recruiting of new Associates. This would be criteria established for all levels within the organization (manager, assistant manager, night manager, and pizza maker). The process should explicitly state that the company...
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...Three Shifts, Three Supervisors Michelle Minchew LeTourneau University In partial fulfillment of the requirements for: MGMT 3713 – Management and Leadership Barry Fontaine October 11, 2015 Three Shifts, Three Supervisors An effective organization is one capable of implementing its strategy in a manner which satisfies the needs of its multiple stakeholders-customers, shareholders, and employees. A strategy is implemented effectively when people and groups in the organization work in a motivated, skilled, and coordinated manner on the appropriate tasks (Beer, 1994). This theory, or idea, coincides with the path-goal theory which is about how leaders motivate followers to accomplish designated goals (Northouse, 2016). Three Shifts, Three Supervisors case study 6.1 depicts the effectiveness of an organization through four different leadership styles. Brako is a small manufacturing company that entails three different shifts which hold three different job functions. The first shift, supervised by Art, is in charge of the production line and packaging. This job is noted as being monotonous with set rules and standards that require little to no independent decision making. According to path-goal theory, Arts leadership behavior should be constructed around the Supportive style; providing what is missing by nurturing followers when they are engaged in tasks that are repetitive and unchallenging (Northouse, 2016, p.121). The second shift, led by Bob, job scope entails...
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...private, public or government-owned or controlled corporation to engage his/its service to those of his/its security guards for hire, commission or compensation or compensation thru subscriptions or as a consultant /trainer to any private or public corporation. Part of assuring that the assets being used for production such as machines, one company must not only assure that it is functioning but also the physical presence must be seen. Hence there is a need to outsource, the security services to be able to manned or protect the assets of the company which is ready for use by the person on duty. Therefore, the objective of this study is to be able to describe the essence of scheduling in the operations of a security services industry. Proquest Security Management Inc. (PSMI) , a corporation duly organized under Philippine laws will be the subject of this study. The main emphasis is to be able to learn the operations of the organization particularly the scheduling and the deployment of its personnel. II. BODY / CONTENTS HISTORY PSMI was incepted July 21, 2010 where its main office was located in Lepanto, Mankayan, Benguet. The organization was composed of a Detachment Commander, an office staff, three (3)...
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...Transcript of Case study 2: The Treadway Tire Company Case Study 2 The Treadway Tire Company: Job Dissatisfaction and High Turnover at the Lima Tire Plant -The IT company in this movie has a terrible employee organization, as well as over pressured managers who tend to hassle lower employees, which causes main Character Peter Gibbons to be highly unsatisfied with his job and sabotage the company -Retail and Restaurant industry has some of the highest turnover rates. But the retail stores and restaurants that fully train their employees, are flexible and institute a culture that fosters loyalty are the ones that most overcome job dissatisfaction - Balance hiring policy by adhering to 60% internal hires, 30%college graduates & 10% company transfers - Implement rotating 8 hour shifts instead of 12 hour shifts - Re-institure the month long rotational training program for foremen - As they learn new task they gain higher pay so this month long training doesn't cost company too much - Start an internship program that brings in potential employees without having to pay them unless they are offered a full-time job -Assign area managers as formal mentors to expose foremen to the key processes in the plant as well as inform them on authority and Union issues -Then routinely assess job satisfaction and be ready to change plan when necessary Works Cited How to Keep Your Best Employees: Developing an Effective Retention Policy [and Executive Commentary] Terence R. Mitchell, Brooks...
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...group them according to the two categories of formal and personal power. Briefly comment on the significance of the two different categories. (50 words; 2 marks) Question 6A. Robbins and Judge (2013) state that agreeableness (one of the five traits in the Big Five Personality Model) is likely to result in lower levels of deviant behaviour. Briefly consider why “agreeableness” may not always be desirable. (50 words; 2 marks) Page 2 of 7 Section B: Compulsory Essay Questions (total marks = 45) Answer all parts of the following THREE (3) questions. Each question is compulsory, has a word limit of 650 and a value of 15 marks. Question 1B. (15 marks) Word limit: 650 words (no leeway; only the first 650 words will be read) Read the case study below and answer the two questions that follow it. The Currency of Appreciation In tough economic times both employee morale and the money available for financial rewards are in tight supply. In times like this, something more than...
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...CME Case Study David Gold’s challenge encompasses many different elements. The most obvious is the perception of his department, the refill packaging unit, by those in and around the company as either a stepping stone/proving ground or a place where the “losers” work. This has led to a high level of turn over decreasing continuity and confidence. His unit’s supervisors are also struggling with the permissive culture of the company, each having their own perspectives on the consequences of the culture; acceptability of supervisors to hold individuals accountable as well as expectations on supervisor engagement. The unit also lacks a clear vision for the workforce. David Gold laid out goals during the first off-site but hasn’t been able to engage his key leaders with a vision or objectives for the unit. Finally, David’s unit lacks trust. Trust from the supervisors’ perspective that management will support them when they make tough decisions as well as from the management’s perspective, supervisors won’t act in the best interest of the company and aren’t dedicated to their work. This environment has led to a unit not performing as a team with animosity building between supervisors from different backgrounds as well as between supervisors on different shifts. David Gold, the manager, should encourage the participation of all the supervisors in meeting the goals and objectives. He should also insist that the general supervisors collaborate with the production supervisors...
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...In this case, there were many problems within the Treadway Tire Lima factory plant. All of the problems were caused by the inefficient system that was in place. Most of the lower level leaders within the company were either under trained or not trained at all. Three things that could have been done to fix the system would be an organized training system within Treadway Tire, less pressure on the foreman and supervisors for immediate results on things that were outside their control, and shorter shifts. If Treadway Tire implements an organized training program, the supervisors and managers won’t have to come up with everything on their own. It will eliminate the sink or swim mentality forced on the foreman and supervisors. The training should have the following important aspects: 1. Plant operations 2. Interactions between Treadway Tire employees and Union Workers 3. Proper disciplinary actions for employees 4. Areas for personal management education and advancement In starting an organized training program, the initial training would have to happen right away for all management from foreman to managers. The initial training would help all of the leaders to be on the same page. After the initial training, it would be important to have a refresher training course every six months to a year so that the leaders would know what they could and couldn’t do. As the training program continued, the foreman and supervisors would be asked for feedback and the training program could...
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...assault, abuse and neglect. Dawn has discovered that she does not typically have a daily schedule at her placement, nor does she have specific tasks. However, her only responsibilities are going to her placement at a set date and time as agreed upon between her supervisor and herself, and to maintain patient/client confidentially. Although Dawn does not have a typical schedule, she has been exposed to several things at her placement with her supervisor. She has visited sex trafficking victims at hospitals with her supervisor to obtain information about incidents relating to the client and/or patients. She...
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...Structure in regard to staffing and the skill, education and certification of staff; process in regards to measuring aspects of nursing care related to assessment, intervention and RN job satisfaction, and outcomes by improving the rates of specifics in relation to patient outcomes such as in this particular case preventing hospital acquired pressure ulcers, improving patient satisfaction and restraint prevalence. Nursing Sensitive indicators are only specific to nursing and in 1998, ANA developed a National Data base of nursing quality indicators (NDNQI) so they could continue to collect and build on data from studies to expand nursing knowledge related to factors that influence the quality of nursing care. Why is this important? The nursing profession has the responsibility to measure, evaluate and continually improve practice. NDNQI identify where and how the staff is needed and show the need to increase staff in particular areas of nursing care that need improvement. The NDNQI mission is to help the RN in patient safety and quality improvements by providing research based national and comparative data on nursing care in relation to patient outcomes. In this particular case, if the nurse was educated and had an understanding of nursing indicators, she would be able to identify particular nursing sensitive indicators and apply the knowledge from EBP to improve patient outcomes such as preventing HAPU, restraint prevalence and improving patient satisfaction. Hospital data on specific...
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...According to the case study, the main problem is the packaging department is lack of supervisor. This department is being taken over by two supervisors, however, the packaging operation house separates with other departments, so supervisor seldom visit them. Those under panopticism are aware that they may being observed but never sure they are actually being watched at that moment. (Clegg et al. 2011 P451) The workers need to improve their efficiency and quality because the buyers will look closely at the packaging when deciding whether to buy from Treetop or another mill. Although this company is competitive in the market because of the quality, a large number of consumers switched to the competitors. Even if other departments have improved productivity and reduced operation to just one shift per day. With the problems caused by the packaging department, like decreasing in productivity, which prevent the smoothing functioning of the whole factory. The morning shift of the packaging department is unable to keep up with the combined production of the sawmill and planner departments, so the unpackaged output left for the afternoon shift. So that the company's industrial chain tends to collapse, which decline the profit of the whole company. Those managing and being managed should create more value than would be paid to them in wages and salaries. (Clegg et al. 2011, P458) Because of this. The manager’s key task as ensuring that organisation goals-because where individuals worked...
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...Case Study: Treadway Tire Company 1 Case Study: Treadway Tire Company Case Study: Treadway Tire Company S. LaDuew GB520: Strategic Human Resource Management Case Study: Treadway Tire Company 2 Treadway Tire Company When Ashley Wall had just finished attending a meeting at work, the plant manager Brandon Bellingham stated “we have a serious problem” (Skinner & Beckham, 2008, p.1). Wall had just presented the figures for the plants projected turnover rates for foremen the year ending in 2007. Bellingham was not happy because they had 50 foremen at their Lima Plant and in 2007 23 of those positions were turned over. When the Treadway plant closed in Greenville, South Carolina in 2006 Ashley Wall was transferred to the plant in Lima where her position was going to be the Director of Human Resources, since she already had over 10 years of work experience in the Human Resource department with Treadway Company. Wall had decided to make it her top priority to do what she could to reduce the foremen turnover rate at the Lima Plant since it had the highest foremen turnover rate out of all of the other Treadway plants in their division. Wall planned...
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...CASE STUDY - I PRATHAMESH STEEL (PVT.) LTD. Prathamesh Steel (Pvt.) Ltd. founded 15 years before by Mr. A.M. Bapat was having booming time. At that time, Mr. Bapat, worked both in the office and in the factory and knew his men and they knew him. Production standard were always maintained and labour turnover was practically non-existing. As the business mushroomed, the number of employees has progressively increased. Thus, Mr. Bapat's greetings and conversation with his workers became less frequent. In fact, he had so many things to do, that he could no longer supervise the factory. Thus, he hired another man, Mr. Godse as a plant supervisor. As this time though the number of workers increased to about 500, labour turnover and absenteeism increased along with the labour cases. The only thing that decreased was productivity. In order to meet the situations, Mr. Bapat granted substantial increase in wages which were already high and made some arrangements for increment earnings based on merit rating on seniority. Yet labour turnover and absenteeism continue at a high rate. On investigation, it was found that the new plant supervisor lacked the patience and understanding which is necessary for dealing with the employees. When something was found wrong, he was scolding the employees but no attempt was made to find the case of faulty work. Meanwhile, labour unrest developed. The ,Worker began to complain about working on Saturdays and not having either time or facilities change...
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...Case Study Treetop Forest Products Inc. Outline According to the case study (Organizational Behavior 2000), Tree Top Forest Inc. is a sawmill firm located in Oregon, US, and it is working under authorized by a large forest products company, but it is operating independently of its mother company. It has a history of 30 years already and its machines are up to date. The company’s main products are two-by-four inch and two-by-six inch pieces of lumber used to building constructions. 60% of the products are logs in high quality, they’re sent to packaging department directly and the rest 40% are in lower quality and needs further improvement and refinement, so they’re sent to planing department for further works. The management of this company has many hidden problem which leads to the decline of the rating of this company, loss of its sales and customers, as well as the problem of over-stockpile of its products. The first problem I discovered is that every department in this company has two supervisors on operation, but packaging department doesn’t have. As we all know there are four levels of management, top managers, middle managers, first-line managers and non-managers. Based on the information of textbook (Management A Competency – Based Approach, 2002), first-line managers are directly responsible for the production of goods or services. A production supervisor belongs to this group. This level of management is the link between the operations of each department and the rest...
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...Case Study Analysis Felix Cruz University of Phoenix COMM 215 October 25, 2012. Dr. Santiago Case Study Analysis My suggestions for Arthur to make this summer of replacements hires more successful than those in the past are pretty simple. But in order to obtain these suggestions we must review this case with details to see where the missing factors are. I pretend to review the case of Arthur Reed a warehouse supervisor of the Blue Grocery Stores. He had been in the business for over 20 years and he is in charge of the shipping dock, both first and second shift. The issue here starts when the company gets close to summer because apparently, most of his senior staff suddenly wants to take theirs vacations. The ones that do not get vacations trends to make call-ins related to sickness without any advice in advance which make this a stressful situation for Mr. Reed. This supervisor has to deal with these absences and personnel shortage situations in a daily and weekly basis. He had tried to implement different options such as replacing workers but unsuccessfully because of the higher cost for both the employee and the employer. In addition, we sum the fact that, it is hard to keep people in this job, especially since replacements were not guaranteed any minimum hours or given any benefits and they will be paid at $6 dollars per hour which is a very low rate compared to the higher cost of uniforms, steel-toed boots, and the payments for the union dues. After making...
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