Executive Summary

The overall objective of this report is to establish study and analyze the problems at Clayton’s Paints and using two management approaches, that is, Scientific Management and Human Relations to identify and develop solutions so that the efficiency, productivity, and working conditions at Clayton’s Paint can be improved. The two theories help us recommend solutions to fulfill the new CEO’s aim that is to make Clayton’s Paints’ more responsive to the needs of its customers and to gain competitive edge over its rival in terms of both price and quality. By understanding the concept of theories, we manage to provide reasons to endorse the proposed solutions by looking at the problems with different perspective. Some of the recommendations made to the problems are: CFT’s objectives and organization goal; standardization and relevance of new instruction manuals; importance of feedback gathering; job enlargement and job rotation; production targets setting; and using skilled worker to train another worker.

Table of Content

1. Introduction
2. The Agenda
3. Scientific Management
3.1 Taylor’s Functional Foreman and The Gantt Chart
3.2 Irrelevant Manuals? The Need to Progress
4. Human Relations
4.1 Importance of Feedback Gathering 4.2 Job Enlargement and Job Rotation 4.3 Production Targets Setting 4.4 The Need For Change
5. Conclusion
6. References

1. Introduction

“Productivity isn’t everything, but in the long run it is almost everything”
— Paul Krugman
Productivity is probably the biggest factor for organization growth and survival over time and can be rated by how much an organization’s employees produce at a period or timeframe. High productivity translates into higher profits and the potential to raise wages. Although much emphasis is placed on productivity, efficiency and positive