Procter and Gamble.

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The Goodman Company is the manufacturer of small rubber automotive parts. Robert Goodman plans to expand his business to enhance the company productivity. However, he can’t afford to purchase new equipments. Therefore, the company had hired Ann Bennet, a production analyst to improve the efficiency of current equipments. After the implementation of the new manufacturing process, Mr. Goodman starts to question his decision of hiring Ann Bennet. The below will be discussing the overall problems which lead to the failure of Ann Bennet’s proposal. 1. What changes took place at Goodman, and what contributed to the difficulty in implementing them? Before Ann Bennet’s proposal was implemented, the entire production process is operated by…show more content…
Although he knows the company very well, he did not improve and enhance the productivity of his shift. Apparently, the department can run by itself without any instruction from him. His existence in the department is not really needed and the workers don’t really see him as their leader. Norm Leonard, the leader for the second shift is lack of management by exception and laissez-faire (Changing Mind, n.d.). The worker will look for Jim who is one of the senior workers whenever they have problems even though he doesn’t really have any formal authority. In other words, Noam doesn’t interfere with the workers work or decision making. For the third shift, as a leader, Bob Jackson did not push his men to perform their best. Bob is actually lacking path-goal theory (Changing Mind, n.d.). After the changes are made, Cleverson asked for early retirement while the other two leaders try to adapt to the changes. However it didn’t go well for the second shift as Jim was taken out of the regular production. In term of communication, the workers in the first shift get along well doing work but they go separate way after working hours. They don’t really socialize with one another. This might due to cultural relativism developed in the first shift culture. In their culture, they don’t interact with each other and they do not think that it is necessary to communicate after working hours (Martin Ryder University, 2010). While for the second shift, it is more towards

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