Slade Plating Case Management Summary Essay

The other problem is that the employees who were not members of the informal teams were excluded. Pearson and Herman were the non-members of the groups. Pearson work harder than anyone else in the department. However, almost no one criticized his effort. He was even expelled by the Tony’s team. “Tony and his group seemed to feel a distant affection for Bob, but the only contact they or anyone else had with him consisted of brief greetings” (Slade, 2005). On the other hand, Herman was the least hard working employee. He was not understood by the group. None of the members sought for Herman’s help. He never really got involved into the group, and he expressed that he preferred keep distant from the people in his department

It is evident that IZL Corporation lost its competitive advantage due to unclear business strategy and as a result its market share dwindled and CEO Chuck Hansen ousted. For IZL Corporation to return to its old glory days, must

Nevertheless, this illegal punch-in-out system has not impacted the overall performance of the company and no delays or significant delays in delivering products were reported to the management.

One of the valued but demanding customer, who had considered Engstrom as a certified supplier, was requesting a large order but Engstrom was unable to deliver on time due to the low productivity problem. The plant manager along with his assistant were already dealing with the troubling numbers when this happened. While the task was a tough bone and not easy to tackle, and there were a lot of factors needed to be taken in to consideration. The leadership started to analyze and break down the main causations other than the overall economic trend that dragged the company into the turmoil, as it turned out, it was the low, frustrated employee morale and diminished work satisfaction.

• Overworking of the engineers and staff may lead to inferior product quality, low staff morale due to lost vacation days and possible dissension within the staff.

Most of them were part time, but there was no established status of workload. Her employees worked when they could to support themselves. They were given basic training on how to use common medical equipment when they were hired. If it became necessary, some employees were given more advanced training. But they didn’t have to have to have professional medical training to get a job. When she looked for new employees, she looked for those who wouldn’t let her or her clients down. Who will collaborate with others, have a willingness to do what is best for their client, is dependable, and can make decisions. And if one did not show up to work, they were fired then and there. She mentioned that in the hiring process, a question she never failed to ask was, “If, on the way to work, you got into a car accident, what would you do?” She was avid about giving her employees the best possible chance and paid them what they needed in order to survive. However, she could not afford to pay for health care benefits as well as workers comp, which was already

Finally, as it relates to case management needs, in this first stage of the engagement, the author considers that it is necessary to cooperate with the social service. The social worker deals with the issue of residence, family, health care, checks for legal issues. Additionally, information is provided for client’s diagnosis and the types of treatment programs (residential treatment, hospitalization, non residential program, outpatient settings e.t.c) that have in the organization; their philosophy, their limits and their daily program. Nevertheless, the effectiveness of case management approach may vary (Graham, & Timney, 1990). Surely, study confirms that case management needs functions positively to people with drug

Employees work an average of 50 hours a week and when deadlines are tight some arrive as early as 5 a.m. and leave as late as 1 a.m. If there is a personnel ‘problem’ it is that turnover is high. Employees tend either to be dismissed quickly after their unsuitability emerges or leave voluntarily after only two or three years. While there

According to the information provided in the case, Joe Chaney is architectural specialist in the construction firm which experiencing elevated concentration of work due to the recent construction boom. However, due to the overwhelming workload and lack of motivation from the management, the efforts and positive attitude of the employees (In this case Joe Chaney) has been declining. Once confident, encouraging, efficient and exited about his work Joe became easily irritated, argumentative with his co-workers, and was also noted for “slacking off” multiple times at his work.

Treadway’s Lima Tire Plant, one of eight manufacturing plants operated by the company, has a workforce of 970 unionized hourly employees and 150 salaried employees. The plant underwent a $100 million expansion and modernization effort which increased capacity and utilized new manufacturing technology. As a result, the Lima plant had become one of Treadway’s top plants for productivity. However, it has faced a very high turnover rate and low employee morale in the position of line foreman. It is believed that once the turnover and dissatisfaction problems are resolved, Treadway can increase productivity, and reduce overall costs. The organizational chart of key persons can be found in Exhibit 1.

NTA & PEP Case Analysis The nuclear tube assembly room is a production unit of the American Radiatronics Corporation, one of the leading producers and an early pioneer in the nuclear electronics industry. This case deals with the approach of a manager Ralph Langley which lead to a massive improvement in the productivity of the department and about the methods are being considered to be put into action to improve the department even more and how these changes will affect the organization and employee’s . Considering the fact that Ralph transformed a hot headed and chaotic group into a highly motivated and productive group shows that he was a good and successful manager. He achieved this by helping his co-workers under him in their work and

Treadway’s Lima Tire Plant, one of eight manufacturing plants operated by the company, has a workforce of 970 unionized hourly employees and 150 salaried employees. The plant underwent a $100 million expansion and modernization effort which increased capacity and utilized new manufacturing technology. As a result, the Lima plant had become one of Treadway’s top plants for productivity. However, it has faced a very high turnover rate and low employee morale in the position of line foreman.  It is believed that once the turnover and dissatisfaction problems are resolved, Treadway can increase productivity, and reduce overall costs. The organizational chart of key persons can be found in Exhibit 1.

Riordan Manufacturing has discovered a disturbing trend that has indicated that many of the employees are dissatisfied with immediate supervisors, department managers and local executive managers, who have failed to communicate and supervise in a professional manner. Employee low morale has begun to affect the productivity of the manufacturing company. Many experienced and talented workers have left the company voicing various reasons in exit interviews. Some of these workers have left without giving the company any type notice to quit employment with Riordan Manufacturing. Many of these workers have been discovered working for many of our competitors. This is a risk that must be addressed immediately. Riodan has invested time, training and money to develop many of the workers skill sets that had made them valuable to the company. Riordan manufacturing has been directly impacted by this risk because many of the products that they have produced recently are of low quality and our production levels are extremely low beyond the standard manufacturing levels. A new project has been initiated to address the risk issues involved low employee morale and product quality and quantity.

By involving the staff more into decissions, a manager could find more easy a way to solve time during the manufacturing process and be able to produce more parts and be more flexible with shorter getting order times. This could be achieved by placing a letterbox somewhere in the company and every worker is allowed to throw in letter with an idea to improve something in the organisation. Suggestions which are really helpfull for the companys performance get a little price like a day off.

Prefect pizzeria has a high turnover of employees. Food wastage was causing the manager to lose out on his bonus. The wastage was curtailing into the business profit. Employees paid no heed to the manager’s request to curtail food wastage. Nick, the manager’s harsh policies began driving a wedge between himself and his workforce and apathy grew within the workforce. The workforce that once a close-knit family began to rebel. No attempts were begin made by Nick to alleviate the problems that pertained his policies. He felt that the issues and problems would iron themselves out once the store performance improved. He had no regards to the employee’s feelings. He dismissed rebellious employees and filled the vacant positions. The loss of talent began to take a toll on the manager as he had to spend more time running daily operations and at times take place of inexperienced workers. This caused friction on the line with the remaining experienced workers because Nick did not agree with their functions of operation. Cost of operation escalated with the higher turnover. Although Nick brought down the costs working on-line, they started to escalate once he returned to his supervisor position. The cause was low morale, dissatisfaction, low self-esteem, no rewards & motivation. He had to find a remedy to his escalating problem.