...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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...Case 7.1 Three shifts, Three Supervisors 1) Carol is more effective as a leader in the third shift because she has routinely meeting with her subordinates to identify their problems and help them to find solutions. Also, she is showing them the work if they face any trouble during the productions. In addition, she gives them a push to believe in their competencies and potentials, moreover she is spending time and help them to focus on their personal goals. At last, if her subordinates performed a very good work, she stressing the company to rewards them. Otherwise, Art and Bob are not working hard as Carol in achieving the company and subordinates goals while getting the subordinates satisfaction. 2) Art's leadership style affects the motivation by providing them clarified path with certain in setting work. He is acting as a role model by being pensioned and devoted to work. Bob leadership style, also, motivates his subordinates by being caring and sharing his workers special occasions like posting a note for his worker birthday. On the other hand, Carol was the most who affected on her subordinates by supporting, encouraging her workers to believe in themselves, assuring to achieve their own goals and also rewarding them for their good and hard work. 3) If I were consulting with Brako, I would advise Art and Bob to take in consideration to get involved with their subordinates like Carol. Also, I would recommend them to take more lectures about different styles...
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...Week Two Case Studies Case 7.1 Three Shifts, Three Supervisors (Northouse) 1. Based on the principles of path-goal theory, describe why Art and Bob appear to be less effective than Carol? The path-goal theory focuses on motivating followers to achieve goals. It suggests that if followers believe there will be positive outcomes in their efforts, they will be highly motivated to do their work. Leaders, in this theory, use a style that compliments the follower’s needs in order to motivate them. Take the following situation as an example. I am newly hired as a sales manager and the morale in the department is extremely low. A few months ago the department’s profit in sales had been at the highest in decades. Multiple sales associates exceeded their quota, month after month, with no recognition such as bonuses or awards. The sales associates feel no reason to continue exceeding their quota because there are no positive outcomes from it. In the path-goal theory, I would create a recognition program as the incoming manager and motivate people to reach and exceed their goals. Moreover, I would guide them to understand their job and encourage that they are doing good work. Based on the principles of the path-goal theory, Carol appears to be more effective than Art and Bob. As a leader, she possesses behaviors that result in motivated followers. Carol shows directive leadership by ensuring that her group understands what needs to be done and how to do it. She has...
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...CURRICULUM VITAE Name: Sara Ahmed Shareef Khouri Nationality: Emirati Address: P O Box 69666, Al Ain, United Arab Emirates Telephone Number: 050- 3337555 Email: al_5yalah@hotmail.com Objective: Employment with an organization that provides me the opportunity to apply the skills which I have learned in the Applied Business program. EDUCATION :( 2003-2007) 2007 Diploma in Business at the Higher Colleges of Technology- Al Ain Women's College. 2003 Graduated 12th Grade, Al Dhafra Private School for Boys and Girls, Science Stream. WORK EXPERIENCE 2007 Intercontinental Al Ain Resort ( 22nd April-14th June) Front Office • Up dating data • How to take messages • Putting messages in the system • Use the telephone management • Update the VIP guests by entering data in excell • How to answer internal and external calls • How to transfer calls • CID information entry and reports Guest Relations • Guests reports • Room inspection procedure • How to check the guests profile, history • How to check the arrivals and departures • The group check in Reservation • How to take reservations • Types of reservation • The telephone...
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...those challenges? Some of the challenges facing Salesforce is increased competition from traditional industry leaders like SAP , IBM and new comers who are trying to duplicate their success. Expansion into other areas of cloud computing, 24/7 service with no outages and protecting the system from security attacks. Salesforce is working on some of the challenges by teaming up with Google and combining its services with Gmail, Google Docs, Google Talk and Google Calendar to accomplish more using the web and Google apps. It also is partnering itself with Google’s completion Apple. With the great market share that Apple has they hope it would help them to capture more of the market share. It is also trying to expand the cloud computing into three types of clouds; the Sales Cloud, the Service Cloud, and Custom Cloud. What kinds of businesses could benefit from switching to Salesforce and why? Small to medium-size businesses are probably the most likely ones to switch to Salesforce.com because of the cost factors and the lack of having in-house resources to provide the same level of computing capacity. Businesses that are trying to increase the sophistication of their computing capabilities could also benefit from switching to Salesforce as long as the two are compatible. Businesses that rely on smart customer management would benefit...
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...may impact communication. Give examples. What can be done to improve communication across cultures? Effective communication is difficult under the best of conditions. Cultural differences may impact communication in many different ways such as language difficulties. In every cultural word means different things to different people. Take for instance some hand gestures which mean different things in different countries. Finger-beckoning sign in the United States means “come here,” in Malaysia it is used only for calling animals while in Indonesia and Australia, it is used for beckoning “ladies of the night.” Communicating by e-mail is not acceptable by some cultures, especially in East Asia. It would be considered as an insult to send a supervisor or colleague an e-mail to announce the birth of a child. Some problems that impact communication when it comes to cultural differences are semantics, connotations, and tone. People speak differently at home, in social situation, and at work. Therefore, when communicating in certain situation you have to be careful because it can be embarrassing. To improve communication across is understanding that no two cultures are alike. Choosing the right words and the form in which message are sent are based on cultural preference, norm, and values. Also, one has to learn how to communicate effectively across national and cultural boundaries and understanding the role of the culture. The advance in technology is a good way to improve communication...
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...and foreign brake assemblies. Their manufacturing plant operates in three shifts, with each shift being supervised by an experienced “Bucknell” senior. The three shifts are all unique in their responsibilities, as are the supervisors that are assigned to them. All of the supervisors are well liked by the employees; however there are some concerns that involve the overall welfare of the employee’s satisfaction levels and their assigned tasks. As consultants with Panther Consulting Inc., we make the following recommendations in an effort to address the employee’s individually agreed-upon task assignments. •&νβσπ;Open the doors of Communication- Because of the tedious work performed by members of Shift 1, they are dissatisfied and un-fulfilled. They’re responsibilities on the production line and packaging area is repetitive, and Art constantly reminds them on the rules and procedures. The rules and procedures are already posted and understood, so a daily reminder is something that adds to their perceived “annoyance” on the job. They respect Art, but they don’t voice their concerns. Members of Shift 2 sometimes find difficultly in their tasks, as they’re involved in the complex computer programs that run the operation. The workers have complained on numerous occasions to the supervisor, Tom, and the upper management, however, nothing has occurred after the fact that would address the issues. Members of Shift 3 are supervised by Carol, and their work seems very efficient. They...
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...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 and maintenance staff, and have the production supervisors collaborate with the crew chiefs. The next step after connecting the staff of each shift should be connecting the staff of the three shifts, by putting in place procedures so they have to communicate with each other and report...
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...As a Marriage and Family Counseling graduate student prepares for their internship, there are different types of models used for internships. One such model is the Systemic Developmental Supervision (SDS) model is a model that focuses on the relationship between the supervisor and supervisee. To be discussed in this paper are the core components of the Systemic Developmental Model (SDS). As well as the methods I would use in the case of James a graduate student in the intermediate internship counseling program. Explore how I would support James, using the systemic developmental supervision model As a marriage and family therapy counselor the steps I would use to support James a graduate student intern, would first be to increase our one-on-one...
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...consists of interpretation of the raw data, data charts to demonstrate response patterns, and suggestions to further appreciate and reduce the causes of turnover of BIMS employees. The unprecedented high turnover rate at the Douglas Medical Center is in accordance with industry standards of 57% to 62%; surprisingly it has climbed over 73% during the past four months. BIMS must control the high turnover rate if it wants to maintain adequate levels of efficiency, service, and success. The data collected from the surveys administered to the three divisions run by BIMS was evaluated collectively, for each department individually. The Human resources department for BIMS was responsible for preparing, and developing the survey tool used to gather the data, BIMS staff was responsible for completing the data entry. Douglas Medical Center Current Situation Barbara Tucker is BIMS General manager at the Douglas Medical Center and supervises the three division managers for the Food Service, Housekeeping, and Physical Plant/Maintenance. Flora Torres supervises the Food Service Division, which provides foods to hospital staff as well as to the public. The Food Service Division staff also supplies specific meals for patient care units. This division provides work for 129 fulltime and 106 part-time workers in a 24-hour operation. Henry Dumas supervises the Housekeeping...
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...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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...of staff Assessment task 1 Shift Supervisor for Star Industries – Interview Portfolio RECRUITMENT AUTHORISATION REQUEST Recruiting will not commence until this form is completed and approved with a Position Description Attached. Date: 09/02/2014 Business Unit: Star Industries Department: Manufacturing Job Title: Shift Supervisor Oracle Cost Code: N/A √ Tick If New Position Replacing Existing Staff Member Name of Present Incumbent: (the person holding the position leaving) Mr Bob Brown__________________________________________________________ Position Reports to: Plant Manager NSW – Gary Denver Proposed Salary: $48,000 - $52,000 Existing Staff Salary: $50,944.40 Target Starting Date: 09/04/2014 Length of Probationary Period: 3 Months Recommended By: Gary Denver Date: 09/02/2014 Department Head: Jim Saunders Date: 09/02/2014 HUMAN RESOURCES Human Resources Advisor: Date: 09/02/2014 AUTHORISATIONAuthorised :Jim Saunders Date: 09/02/2014 (Managing Director of Business Unit): Al Perez Position Description POSITION TITLE:Shift Supervisor DIVISION:Production DEPARTMENT:Manufacturing RESPONSIBLE TO:Plant Manager Production of awnings. Ensuring stock control and stacking and re-stacking of product in warehouse. Maintenance of all plant and machinery. Liaise with suppliers and contractors. Arrange for efficient staffing for each shift, including selection, induction...
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...1 BARCASTLE LTD. On his return to work from leave on January 11, 1988, Mr. Henry Smith, Personnel Manager of Barcastle Ltd. in Barbados, knew that he would be forced to make an urgent decision. He had visited the company for a short while on Friday, January 8, 1983, when the General Manager (Ag), Mr. St.Clair Brewster, informed him that he had suspended Mr. Timothy James,' a production worker and shop steward, for the remainder of that day for refusing to comply with a managerial request. After officially discussing the incident with Mr. Brewster and other members of the Management team at Barcastle Ltd., Mr. Smith invited Timothy to explain the circumstances surrounding his suspension. Not only had Timothy refused to comment, but the President of the "local" union, Mr. John Francis, who had accompanied Timothy, informed Mr. Smith that the issue had been referred to the National Workers Union. Mr. Smith referred James to Section 4 of the Code of Discipline (See Exhibits I-III for selected articles from the Collective Agreement) and informed Timothy that his suspension would remain effective until the circumstances were investigated. Mr. Smith wanted to have this issue settled quickly. Yet, he wanted to be sure that he could defend any action taken by the company.. He wrote the Union the following day, explaining briefly the circumstances.of Timcthy's suspension, and requested a meeting. General Company Background Barcastle Ltd. was a public company registered in 1959. It commenced...
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...T6G 2G5, lynn.gordon@ualberta.ca School of Business, University of Alberta, Edmonton, Alberta, Canada T6G 2R6, erhan.erkut@ualberta.ca Lynn Gordon Erhan Erkut The annual Edmonton Folk Music Festival is run almost entirely by its 1,800 volunteers. While people are usually enticed into volunteering for the folk fest by perks, such as free access to the entertainment, gourmet meals, and T-shirts, their willingness to return year after year depends on an intangible degree of satisfaction. In spring 2003, a crew coordinator sought to automate the scheduling process for his crew of about 35 volunteers to save time and to accommodate volunteers’ preferences when possible. We developed a spreadsheet-based decisionsupport tool that generated shift times, scheduled volunteers according to various constraints and preferences, and produced master and individual schedules. Key words: programming: linear; organizational studies: personnel. History: This paper was refereed. T he Edmonton Folk Festival is a four-day outdoor event that has been held annually since 1980 (http://www.edmontonfolkfest.org/). In 2002, 15,000 people attended the afternoon workshops and the evening main-stage performances featuring local artists and internationally renowned musicians. With only a handful of paid staff, the event’s success and longevity are attributable to its volunteers. In 2002, 1,800 volunteers worked on 35 crews (for example, gate, kitchen, and security) contributing over 50,000 volunteer...
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...Case Al’s Exhausting Dilemma Al Munn had promised to take his wife and two sons on a sight-seeing tour of the beautiful Shenandoah Valley in Virginia. They reviewed maps and made the necessary motel reservations along their intended route. They would leave in four days, plenty of time to have their mechanic, John ready the family station wagon for the long drive south. Al had to be back at work in one week and could not risk having car trouble so far from home. John, an excellent mechanic and trusted friend had checked over the wagon on several other occasions. This time, his inspection revealed one problem: small holes in the exhaust system. The muffler and tailpipe would have to be replaced to ensure a safe and quiet car ride. Luckily for Al, the exhaust system carried a lifetime guarantee, so it could be replaced at no charge by any authorized dealer. Yet the nearest shop that could make good on the guarantee was sixty miles away in another city. Al reasoned that he had to have the work done. His family’s safety was too important to let the repairs wait. He made a few calls over the next couple of days to verify that the muffler company had the parts in stock and could do the repairs on Saturday morning, the day before the Munns would leave for Virginia. Al felt pretty good as he gave his keys to the muffler shop desk clerk. The sixty-mile drive had passed quickly as he thought about leaving the headaches of his job for a vacation with his family. However, the situation...
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