Case Study: Facilities Scheduling at Mayer Manufacturing

As mentioned above the unequal division of responsibility within department due to lack of job design also results in a bad coordination within the organization. Examples of instance referred to in the case of Duplox would be the interdependence between the TSS and FSM teams; the sales department and the TSS’s, where the sales team don’t put much weight on the argument by the TSS’s that improper installation can cause higher repair and service cost. This not only creates discontentment between department but also affects the bonuses the Directors and managers gain based on the TSS’s productivity which is either met or exceed the past year. High- involvement managerial strategy the supervisor no longer would be the primary controller and evaluator instead would be the facilitator. They would help remove barriers to adequate performance and provide resources and assistance to subordinates to perform efficiently and allow decisions to be made at the lowest possible levels in the organization. The overall leadership style is participative or democratic in nature.

While working for the department, it became very apparent that the practices and management style of the Department Director significantly affected the culture and daily activities of the individual sections under his leadership. First, he would set objectives and standards for the individual sections. These objectives usually looked good on paper but were often unrealistic when applied to daily operations. These lofty ideals, set as goals to middle management, seemed overwhelming and out of touch with the reality of hands on field operations. As a result, middle management would frequently choose to either change or completely disregard the given directives. This disconnect in the chain of command would often cause confusion and inconsistencies at the operations level. Additionally, lack of follow-up meant the Department Director assumed his set objectives were being carried out while lower level employees remained uninformed.

The paper is divided into three sections, the first of which will establish a timeline of events. This project background will serve as a case study for the analysis in the following section that will be structured such that each of the previously mentioned facets will be independently analyzed and contrasted with project management principles. Finally the paper will conclude with a summary of the analysis and recommendations based on

Larson, E., & Gray, C. (2010). Project management, the managerial process. (5th ed., p. 158).

     Another management issue that was apparent in the organization was the coordination of the aquarium’s structure. The aquarium was a classic laterally coordinated organization, and there were issues that arose when the students came into an

The main issues in the case include allegation about one of the supervisors in the building safety office, the assistance of the deputy city attorney, the division of Building and Construction Permits and Inspections and the necessary step to take about the allegation. Major human resource themes that are related to this case include scientific management, paradox of needs, the changing workforce in regard to generation x and personnel administration.

Gray, C. F. & Larson, E. W. (2008). _Project Management: The Managerial Process_. Boston, MA: McGraw-Hills Companies, Inc.

And finally, there is the issue of staff mismanagement. The supervisor, Keith Frazier, is only checking in with this department one to two times per week. Mr. Frazier is aware that Pat is making international phone calls. He is also aware that Pauline found a way for Pat to make these calls from the building’s elevator once he had the phone system modified to only allow internal calls. Mr. Frazier has also been fielding complaints from the accountants about not receiving their tax schedules in a timely fashion. However, he has failed to confront either of these issues. This lack of management can be attributed to the following:

If management is looking to improve production at the machines before product assembly, they should concentrate on reducing wasted employee time. There is a lot of wasted time at the drilling and grinding machines, even though there are a lot of these machines. Either there are not enough employees, the employees are not utilizing the machinery efficiently or the machinery should be updated.

Eichenberger, J. (1998). Project management, part III budgets for projects. AAOHN Journal, 46(5), 268-70. Retrieved from http://search.proquest.com/docview/101346

The internal roles exhibited in the management of each department included leading or leadership by Chief Davis. While both provided varying measures of management to their departments, the level of management Fortier provided was not geared towards creating or guiding, but rather the inputs such as equipment, reports, arrests…

(Project definition: Planned set of interrelated tasks to be executed over a fixed period and within certain cost and other limitations)

Problem employees inevitably surface in most workplaces and sometimes employers need to counsel their employees and on occasions employers must discipline the employee. In an organization top-management often formulate the standards that supervisors must use when they have to deal with problem employees. A supervisor must have the skills required to organize, staff, lead, and control which includes the ability and talent required to deal with problem employees.

Without true finite capacity scheduling, any implementation for manufacturing execution, whether it is ERP, SCM, or MES, cannot realize the goal of enterprise efficiency and agility. All aspects of OM for manufacturing execution fall behind the lead of FCS, which is the bridge between planning and execution. Real tangible return on assets rests with FCS.

Bob fashioned a management team based on trust and openness. He wanted his managers to be committed to eliminating hostilities that lingered between the stamping and components operations within the plant as well as between hourly and salary employees. He was also looking for people who would support his informal and highly participative management style and who would work to increase the level of involvement among Parma?s hourly employees. Bob was successful in keeping weekly floor board meetings so that union officials and superintendents discussed plant floor issues and by doing so, engaged them as active and productive in decision making. He also kept biweekly meetings with his staff and the Shop Committee chairman, the president of Local 1005, the Shop Committee members to continue and keep a high level of team work, communication, decision making and as a vehicle of power for this group to exercise change at Parma.