Case study of Cranston Nissan

2. What were the weaknesses of each of the following methods of stabilizing the industry?

2. The U.S. Steel Corporation had been build were those who work for them were treated/paid unfairly.

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.

This portrays illustrates that the company ignored importance of the mission and goals that were currently in effect for of the departments currently in effect, the needs of employees which they are serving, evaluation of each department’s organizational structure, development of staff, and relationships among departments and the recommendations for change that they proposed.

a. The 1911 Triangle Factory Fire killed 146 workers and exposed the cold truth about the unfit conditions beause…

Question 5How did you go above and beyond the call of duty when dealing with a customer?

1. Identify four possible consequences of inadequate training or training that does not meet an organisation’s needs or requirements.

In addition, Craig fails to use his managerial position to delegate second level tasks to others, who are capable of handling those tasks. By focusing on second level tasks, Craig loses time and effort that could have been used to accomplish important tasks. When individuals at work focus only on what is urgent rather than what is important, organizational problems such as poor delegation which was previously mentioned, poor organization at work, and weak organizational hierarchy tend to occur. In this case, poor delegation of tasks makes it difficult to organize work activities within the company. Poor organization makes people less efficient and less effective. Less efficient and less effective individuals lead to weak organizational hierarchy. A weak organizational hierarchy can lead to a decrease in the overall productivity of the company.

Instability of the management, laying more stress on general leadership experience, and "fitness program" led to inefficiency and low moral/accountability among staff.

The second problem they face was the develop of job assignments, for this matter, training was also the obvious and more accurate

1. The main Organizational Behavior problem in “The Overhead Reduction Task Force” case is in creating a leading an effective team, specifically “Office of the President” team. Williams is fretting nervously and rightly so. Our take on the situation is that Dixon just “threw him under the bus”, by putting him in charge of the team and leaving for much needed two weeks vacations after being on the job for one week.

The changes in the work situation that increased productivity were accountability, self-inspection, and self worth. First, accountability for each employee was achieved by making that individual responsible for the work that they were doing. Second, the additional training gave each person additional understanding of how the steps worked together and if they did something wrong on a previous step, it would make it more difficult for them to continue to produce the hotplate. Before this change, the worker did not know what happened to the hotplate or even if it actually made it to the customer. Third, the controllable rejects likely dropped because each employee could see the problems that were a result of their own work and each employee would continue to learn how to do the job better on their own. This increase in job satisfaction leads to a faster pace and a more enjoyable work experience, further decreasing bad parts coming out.

After the 2011 Earthquake and Tsunami that hit Japan, Nissan was able to recover faster than other leading automobile manufactures, such as Toyota and Honda. Nissan was able to recover so quickly because the company had a crisis plan already in place, which involved international connections, relationships and deals with suppliers. In this essay, Nissan’s operation management functions will be discussed, in addition to the critical path method (CPM) and the program evaluation and review technique (PERT) and how these methods can be fused with the company’s project management.

Lack of project management clarity: the planning activity had lot of material but lacked content, clear action items and lack of consensus on the milestones. The difficulties in the project only increased with time and a more performance driven style would have kept things on track if introduced early on.

The company wanted to add an additional 20 hours of labor to all of its stores in order to bring service time down to less than three minutes. Their goal was to enhance the bottom line by achieving sales of $20,000 a week per store. They needed to tie customer service to the bottom line in order to justify their plan to add the additional labor. We will address this issue in our alternate solutions. Other problems identified from this case include the following: