Issue Within Treadway Tire Company: A Case Study

At this point UPS had become a very successful and powerful company with profits in the billions. Years prior to this there had been a pretty close division of full and part-time workers. But, that had begun to change and the part-time workers had greatly increased and were only paid 8 to 9 dollars and hour. The company of course, felt quite confident that it had some leverage in the negotiations of a new contract. They were pretty secure that the Teamster were having problems with finances because the union had to use union funds to finance the oversight of the government over the union, as well as the fact that Carey who was still union president, had led several strikes already (Leumer, 2007). UPS was ready and some of their demands were they wanted to make full-time positions part-time, vacation, holiday and personal days would be decreased and they even wanted to hire self-employed drivers for the highway which would eliminate some union jobs. Well the union and Ron Carey was also ready, they had prepared for the negotiations a year in advance. They had workers to fill out a questionnaire to find out what was important to them concerning their jobs and they overwhelmingly stated that it was the need for full-time positions. The teamsters made that issue their number one demand (Leumer,

Employees under the union contract don’t want to follow the hotel’s rules which causes a conflict between the union leaders and the hotel management. Also the union employees take advantage because union employees are hard to get fired even though the hotel management know that they don’t perform a good job, this become an issue for the hotel.. These employees argue that they are under the union contract and fight until they get their job back or solve the problem to their

There are many factors that appeal to leaders why organizational change is needed in today’s business to stay competitive. Weiss (2016) noted “Factors such as technology and globalization have made the world far more interconnected” (p. 4). These factors can create more risks and opportunities for organizations to succeed or fail. Change management is inevitable, in order to successfully bring an organization into the twenty-first century, leaders must recognize this, develop plans and successfully execute them to remain relevant in today’s economy. This paper will provide an overview of Discount Tire Co. and diagnose the strength, weaknesses, opportunities and threats and present a plan using Kotter’s eight-step change process and

This report summarizes the history of work attitude for hourly workers and managers, who controlled the quality of the products and sale growth, at Ford Motor Company during and before Economic recession. It is representative of how Ford Management has run the manufacturing sector since 60s in order to meet demand. The purpose of this report is to analyze how Sharonville Plant of the Ford Motor Company can advance work behaviors, enhance training, establish work environment, and motivate workers.

In Document B, which was explained by David A. Wells, an engineer and economist, was informative on how working condition were analogous to a military organization, “in which the individual no longer works as independently as formerly, but as a private in the ranks, obeying orders, keeping step, as it were, to the tap of the drum, and having nothing to say as to the plan of his work, of its final completion, or of its ultimate use and distribution. In short, the people who work in the modern factory are, as a rule, taught to do one thing—to perform one and generally a simple operation; and when there is no more of that kind of work to do, they are in a measure helpless.” (Document B) Which meant that workers at the factory basically don’t hold responsibility to themselves, as workers mainly are only trained to one job, relating to David A. Well theory. Document F sourced by Samuel Gompers, also portrays how the conditions were explaining that there was too many workers trying to fit in one factory place, and poor conditions. This was how union were created, to regain benefits, as well for better working

This might be consider creed or against the law now days but at the time there was no law that protect the employees. This helped keep prices low on steel and help builders buy steel for cheap which cause a boom on huge projects like building huge bridges and building like never seen before. With the big boom on building also cause people to move to cities and kept them there because they had steading work. This gave a rise to modern cities all across the United Stated and creating professionals jobs has we see today. “America's emergence as the world's greatest industrial power at the end of the nineteenth century was based on the mass production of steel. In the process of contributing to the transformation of the country's economy, the steel industry itself was transformed. The technological and organizational changes in the American steel industry during the nineteenth century were both causes and effects of an increasingly diverse, rapidly urbanizing industrial society (Carnegie, Andrew)."

With a waiting line for a full-time job so long that it will be another five years before Cortez would achieve full-time status. Teamster 's union strategists and the UPS bargaining committee took a look at the problem of part-timers like Cortez. Knowing that his future was up in the air, Cortez and others sharing his interests would unite and keep the union members on the picket line as long as necessary (http://www.igc.org/dbacon/Strikes/07ups.htm).

They were not willing to make any concessions. They wanted them to continue with the long hours as mandated by them. If the workers didn’t agree to these terms they would be fired. Employers knew that people needed jobs and were not concerned about filling vacant positions. In today’s age, if you’re working that many hours we believe that we should get paid for what we worked. They felt they same way, but because of the union they didn’t receive those rights.

Another issue in negotiations was full-time versus part-time positions. UPS employees argued that too many workers were working 35-45 hours a week, often at two different jobs, for part-time pay. Having about two-thirds of all teamsters being part-time this was a central issue. They wanted these part-time positions to be converted into full-time positions. UPS claimed that it did not want to guarantee full-time positions because of fluctuations in work and wants flexibility for competitive reasons (UPS vs Teamsters). Along with full-time positions and the pension arguments, strikers wanted limits on giving work to subcontractors, and health and safety improvements.

The intense requirements put on the laborers are causing problems which lead to unfair treatment. Most of the laborers were not properly trained with the equipment because that was not the manager’s main concern. Management was trying to be productive with speeding up production, but in return got angry employees working in unsafe areas. It is understood that there is no trust in the labor management relation, making it almost impossible for improvement. The overall problem should have been taken care of by the president when it first started many years ago.

That being said, the worker's problems did not end once they found steady employment. Employers were harsh and unforgiving in how they treated their employees. For example, if an employee was one minute late they were penalized an hours pay. If they were 20 minutes late they forfeited their employment. Worse yet, if they were injured or hurt on the job the company takes no responsibility and the worker is forced to recuperate on their own time without pay (i.e.; when Jurgis sprained his ankle and had to recuperate at home for 3 months). The final insult to the workers was that even if they were always on time, worked hard and maintained their health they could lose their job due to the

I have worked at Metform for the past three summers in a variety of departments: maintenance, engineering, quality, shipping, and human resources. All of the ideas below are my own beliefs. I did speak with the Human Resource department through the course to gather information for my paper; however, I did not perform an interview. This paper focuses on hourly employees because Metform is responsible for hourly employees’ wages and training, not corporate. Metform, a division of MacLean-Fogg Component Solutions (MFCS), is a manufacturing business located in Savanna, Illinois. In 1929, four years into the company’s history, MacLean-Fogg engineered a water-tight bolt which started the family’s legacy. Metform, the Hot Forging division of MFCS, specializes in forging steel, light machining, and light assembly of parts for the transportation industry (SITE 2). Metform’s largest clients include Chrysler, ZF, Ford and Caterpillar. During the last four-years, Metform has over doubled its production and workforce. Consequently, the organization is in a strategic business transition which includes revamping Human Resources. Metform promotes a differentiation competitive business strategy founded on innovation. John MacLean Sr. said, “Help the industry… and we will help ourselves. Solve the customer’s problems, at a fair price, and on time” (SITE). The company’s mind set is to create or modify a product to better fit demands without compromising quality. Other points of emphasis are

The union leadership thought this agreement would spread throughout the other companies. PD decided not to follow the agreement claiming they did not have the funds. That is when they decided to shut down for a strike. PD had the power and was going to maintain it no matter the cost. Cultural.

A union is an organization of workers who join together in order to have a voice in improving their jobs and the quality of work within the organization. In many occasions, unions help employees of an organization negotiate pay, benefits, flexible hours and other work conditions that may arise. Unions have a role because some degree of conflict is inevitable between workers and management (Noe, 2003). In this paper, I will be discussing the impact of unions and labor relations within an organization.

RL Wolfe operates two other plants with unionized workforce. The union contracts at these plants have workers in two divisions: production and maintenance. The maintenance personnel were paid a higher wage than production personnel, and workers lack the flexibility to work across divisions even when simple intervention would prevent shut down of the extrusion line.