Nut Island Effect

As some of the interviewed staff mentioned, “it is the responsibility of top management to assure that all employees are getting the information that they need” and that “top management needs to take a more active role in making greater amounts of information available to all employees.”

Not only were the workers not treated well, the building was also very unsanitary and unsafe. They worked on top of each other in cramped spaces where there were just lines and lines of sewing machines. The exit doors were locked in order to stop the workers from leaving to go to the bathroom. Only the foreman had the keys to unlock the doors.There were four elevators that had access to the factory floors but only one of them were in working condition. In order to get to the working elevator, the workers had to go down a long narrow hallway. This elevator was only able to hold 12 people at a time. Factory floors had no sprinkler system and the entire building only had one fire escape that was not big enough for all of the people in

As a result of the approach, there was high turnover of staff and there was very little initiative amongst the remaining staff. Individuals were initially reported as being highly competent but later were blamed for things going wrong, shortly before they left. The team was very tightly knit and generally appeared supportive of the team leader.

No one knew how to properly use the equipment because they were never taught and there was no directions to help them. It's diffucult to work with equipment that can be very dangerous. Often times there were fires because an error happened with the machinery. One of many, The Shirtwaist Factory Fire hurt many people, one hundred and seventy five died and more than one hundred were injured. They were unable to escape because  the fire was on the eighth, ninth and tenth floors. Also because the employers locked the doors to make sure they kept on working. There was no fire escape plan either, many had to jump to their death. The company refused to install sprinkler systems. There were many ways were the bosses could have avoided that

Hinrichs’s active management of change within the factory and focus on worker satisfaction and buy-in resulted in a lot of small victories that he used to win over the workforce’s trust and respect. In the process, Hinrichs transformed the plant from one that was resistant to change to one that embraced and was excited for change.

Additionally, the OD was assigned both professional and unionized to assist in transformational strategies the OD established. Even though the OD and the HRD failed to see equal results of the plans in place, the OD continued with positive steps and the HRD began a subversive revolt against the OD. While the OD established agreeable mission, vision, strategies, tactics, and result measurement goals with the Texas Plant employees, the RHD believed this effort was out position scope for the OD. The HRD allied with the Plant Manager (PM) to derail the OD for their cause to reinstall previous behavior of the Texas Plant prior to the arrival of the OD (Pryor, Humphreys, & Taneja, 2011). Although the HRD and the PM attempted to ruin productivity, the OD established industrious teams.

There was much dissatisfaction throughout the plant among the workers due to workers being treated unfairly by management (Engelmann, 2014). According to Engelmann (2014), “Foremen “traded” workers back and forth between departments – one of them laying off a worker and the other hiring him back at a lower wage”. Many workers throughout the plant would complain about being denied a day off to attend the birth of a child or a funeral service of a friend or family member or to care for their ill spouse or child. Furthermore, company foremen were instructing workers on how to vote in local and national elections, and threatened with layoffs if they did not comply (Engelmann,

The success of Southwest Airline and their substantial growth are unquestionable, despite some of their recent setbacks, and they are even used as an example in American business colleges as one of the best organizations to work for. They have been often praised for their culture of going the extra mile for their employees and customers; and consequently they have a series of unions which historically they have had good relations with. As previously discussed in actuality southwest is having some internal disputes over the new union contracts and this is causing turmoil within the company (Maxon, 2014).

Every day the healthcare organization is changing with new developments and enhancements that are supportive to the new millennium. With the new changes a power source is needed to construct an efficient healthcare team. According to Kelly (2012), the ability to utilize resources to achieve goals results in a powerful organization. Power is essential to guide an individual and group (Kelly, 2012). NJ uses her power to encourage team members to perform within their scope of practice that will results in minimum medical errors. The level of success achieved with any team is partially based on the influential aspects of the leader and the response driven by the group (NJ, personal communication, 2016). Therefore, power should not be abused

Southwest Airlines (SWA) has been considered as the most successful airline company in the United States. SWA had the lowest fare for about 45% lower than other airlines, however, still being profitable for many years. Their successful company also has been recognized in many reputable business magazines and newspapers, such as Fortune and The Wall Street Journal as they consistently achieved appreciations for their well-managed organizational communication practices. They unconventional ways of managing their employees and running their business showed significant improvements in their performance. Therefore, it is essential to review and understand their actions and applications accordingly to organizational communication strategies, which they used in Southwest and the book “NUTS! Southwest Airlines’ Crazy Recipe for Business and Personal Success” by Kevin L. Freiberg and Jacquelyn A. Freiberg provides an insight of the strategies.

One far too often hears of issues that arise within organizations. While these issues can be minimal, others can affect an

“Your employees come first, and if you treat your employee’s right, guess what? Your customers come back, and that makes your shareholders happy. Start with employees and the rest follows from that” (Byrne, 2012). This quote from Herb Kelleher, co-founder of Southwest Airlines, embodies the leadership at the airline. Southwest is the leading low-cost airline based in Dallas, Texas and founded in 1967 by Herb Kelleher and Rollin King. They dare to differ from other carriers because their philosophy revolves around people both internal and external. Communication, culture, and leadership are the cornerstone of their success. This paper explores key leader’s communique tactics, the role communication plays in daily operations, how the mission, vision, and culture reinforce the goals, and the prominence of connecting with internal and external stakeholders. A clearer understanding the role of communication and culture at Southwest are beneficial in developing best practices for any organization.

The aviation industry, due to its fast paced and extremely performance oriented nature, is an ideal example of how proper organizational behavior lends to the growth, and ultimate success of a company. Often, mitigating operational hurdles and constraints becomes the focus of leadership in this industry as problems such as financial limitations continually arise. This unfortunately can result in employers neglecting the most essential part of their company, the employees. The ability for an employer to recognize and resolve threats to employee job satisfaction and security, conquer lack of employee motivation, and proactively negotiate internal and external conflict allows for a company to thrive.

Southwest Airlines, a major airline company in the United States says there’s something they value more than its customers and that something, is their employees. Organizational structure is referred to the system of shared ideas, values, and beliefs which basically controls how employees behave in organizations. These shared ideas and values have a strong influence on the organization and its employees in the means of how they dress, act or even how they perform their jobs. Southwest Airlines is known for their organizational culture and this is also considered one of the key factors contributing to their success. However, it is very unusual to hear that a company will put their employee happiness above their customer satisfaction. Southwest Airlines lists the employees first, customers second and shareholders third. If the company treats the employees right, the employees will treat their customers right and this all results in increased profits which will make everyone happy including the shareholders. Southwest has created a culture that is fun, full of values and ideas which is to help employees to enjoy what they do and take pride in their jobs. The airline as well teaches and encourages the employees to put others first and show great customer

Communication is essential in all facets of an organization. It can aid in decision making, planning and conflict resolution. The ability to effectively communicate allows facilitation of relationships between superiors and subordinates; essentially this creates higher job satisfaction (Dogra, A., 2012). Open communication where employees have opportunity to voice their ideas and concerns, corelates to employees feeling a sense of value within the organization, which creates motivation (Dogra, A., 2012). Furthermore, in conjunction with these ideas, a sense of partnership and loyalty begin to develop between subordinates and superiors. The responses to this are typically seen in greater responsibility being given to the subordinate.