Business Needs Improve Performance Management Activities

Although the managers at this company put forth a great deal of effort, there still lies many issues that have areas for improvement. For instance the managers lacked the opportunity to identify the organizational culture. There was an indefinite environment in which the employees were only represented with a vague framework of the culture. The importance of recognizing this is pertinent to both the employees and managers. Without establishing the organizational culture people cannot hold one another accountable, and performance begins to slip. In the same context, the quality of the product begins to slip as well. Engstrom could have attempted to distinguish this when the new plant manager, Ron Bent, came into his position. Although he strived to create a turnaround, he put too much emphasis on extrinsic rewards to validate employee appraisal verses instilling and identifying a culture that fosters it.

The second issue, a lack of effort to reach the company’s stated goals could possible a two-fold issue. It is possible that these goals must be measured both in production count and in production quality. Management may be able to address the second issue and the third issue (no reward for achieving the company’s stated goals) through creating a recognition program and evaluating the level of bonuses given to employees.

The solution to the problem in this case is to develop a strategic plan that will modify the employee behavior, redefine the roles and responsibilities of management, and manage the organizational culture while reducing production costs and gaining a competitive advantage. The solution will require management to examine and modify the current leadership style. In addition, management should address the issue of valence within the motivation equation and establish well-defined goals that will enhance the employee’s perception of their role within the organization. Reformation to the overall morale and culture is critical in order to terminate the work stoppage, reduce costs, and get the shipments back on schedule.

The purpose of the author writing The Goal was to recall his experience of having the task of fixing his plant, he is a plant manager at a manufacturing company. The author presents the reader with an idea of the problem that the plant is incurring and he uses fundamentals of business to see if he can find a solution to these problems before he and the rest of his plant finds himself unemployed. While doing this, he finds the flaws within the plant and how the mindset of keeping things even isn't what makes a manufacturing company thrive like other companies due to things like inventory cost and cost goods sold that not all business structures are influenced by, by setting forth different methods of production he wants to fix the

These issues are significant. Productivity is slipping, and so is workmanship. The workers' sense of entitlement is at absurd levels, and management has fallen into complacency. The

The purpose of this assignment is the analysis of a case study for a manufacturing plant named Engstrom Auto Mirror located in Richmond IN. The company has been in business since 1948, during most of its existence the business ran well and they were successful but by the 1990’s they started a downward spiral toward being unprofitable. In the early 2000’s for a period of seven years their sales had quadrupled but in 2006 there was a downturn in the auto industry which led to cuts having to be made resulting in the unfortunate circumstance of layoffs. They currently have 209 employees which is down from 255, 46 people were layedoff in 2006. The catalyst for their prolonged period of propersity was the 1998 descison to implement an organization-wide incentive program called a Scanlon Plan. Prior to its implemation the company was marked by inefficiency, low productivity, low morale and quality issues, management measured productivity at 40% of expectectations. At the time of the case study the problems of the past were starting to surface again things like layoffs and no incentives for the employees were causing rumblings in the workforce. Another pressure point was the companies relationships with its customers that had been built in part through the gains made by implementing their Scanlon Plan and their customers put a lot of faith in the company to provide high quality products in a timely manner.

Over the past several weeks, noticeably, the pressure of achieving profit goals have been challenging to say the least. I’ve determined there have been no substantial signs of improvement nor collaborative effort from senior level employees to work to increase sales with the new hires. If we continue with our current approach, given the decline in profits and lack of effort from some of our staff, we will no longer function as a profitable company. Since my inception at the organization, I’ve experienced two significant warning signs: 1) disengagement from senior level staff; 2) target goals not being met. These threats pose a major problem that can only be repaired by implementing seven phases that will diagnose the issue so we can

Introduction: There are three sectors of the economy which are public, private and voluntary sector. I have chosen to do research on Royal mail they are they are the largest postal service up to date and has a long history of postal service dating back to the 18th century which is why I will do research on Royal Mail for the public sector along with John Lewis for the private sector.

In order to motivate the employees and in order to increase the speed with which they were working, certain decisions had to be taken which were made strategic objectives and they had to be achieved by adhering to those rules. Thus

* There is a possibility of resistance in the part of the managers thus resulting to delays and inefficiencies.

(a) Total direct costs for the business divided by the total number of units produced.

The four functions of management across every organization include organizing, planning, controlling, and leading. In order for an organization to be effective and successful in the ever-changing business world, these four functions of management are necessary. However, the performance of these functions in any organization is usually affected by both internal and external factors. While examples of internal factors include diversity, ethics, and innovation, external factors include technological advancements and globalization. An analysis of the internal factors shows that ethics impacts leadership and controlling functions of management as diversity and creativity affect leading and organizing functions.

It has a reputation of delivering healthy gourmet pizzas. Their main goal is to provide customers with the whole pizza experience while taking away the guilt factor and bringing back the enjoyment of eating takeaway food.

Brent is concerned because he is in-charged of the subrogation unit which is known for their low productivity and performance as they are failing to meet the goals and low quotas. Brent worries that he and his team will be affected by this downsize activity, with more emphasize on his concerns over the conflicts among the members in Team 9, as the latter are full of interpersonal conflicts, and behavioral issues ? which affects the productivity as well. With this, the problem statement is how can Brent increase the productivity and performance of the team 9 members, so that he and his department will not be affected by the downsize.

Prefect pizzeria has a high turnover of employees. Food wastage was causing the manager to lose out on his bonus. The wastage was curtailing into the business profit. Employees paid no heed to the manager’s request to curtail food wastage. Nick, the manager’s harsh policies began driving a wedge between himself and his workforce and apathy grew within the workforce. The workforce that once a close-knit family began to rebel. No attempts were begin made by Nick to alleviate the problems that pertained his policies. He felt that the issues and problems would iron themselves out once the store performance improved. He had no regards to the employee’s feelings. He dismissed rebellious employees and filled the vacant positions. The loss of talent began to take a toll on the manager as he had to spend more time running daily operations and at times take place of inexperienced workers. This caused friction on the line with the remaining experienced workers because Nick did not agree with their functions of operation. Cost of operation escalated with the higher turnover. Although Nick brought down the costs working on-line, they started to escalate once he returned to his supervisor position. The cause was low morale, dissatisfaction, low self-esteem, no rewards & motivation. He had to find a remedy to his escalating problem.