Southern Discomfort Case Study Analysis

The Pullman Palace Car Company, a manufacturer of railroad cars cut the already low wages of its workers by about 25 percent, but didn’t introduce corresponding reductions in rents and other charges at Pullman's company town near Chicago, where most Pullman workers lived. In result of this many worked and their families faced starvation. A large section of workers tried to present their problems about low wages, poor living conditions, and

Once the plans are put in motion interventions are designed to gain the necessary compliance. The manager needs to provide information by doing so he can change an individual’s perception, attitudes and values this is a plus for the manager. Training the employees to the new way will give them information and skill practice it show them how to perform in a system not how to change it. When possible the manager should use groups to discuss issues that are perceived as important and make relevant, binding decisions based on these discussions. Individual and group implementation can be combined so whatever methods are used participants should feel their input is valued and should be rewarded for their efforts. In some cases people are not always persuaded before beneficial change is implemented, sometimes behavior changes first and attitudes are modified later to fit the behavior (Sullivan & Decker, 2009, p. 71).

Step 2 is forming a powerful guiding coalition. Leadership will have to be on board and on the same page in regards to the change. Kotter and Cohen reveal the core problems people face when leading change. Their main findings are that the central issue concerns not structure or systems but behavior and how to alter it (Farris, 2008). The success of the changes will depend on the ability of the managers to show their commitment to change and motivate the employees to do the same. Without any process to track the implementation, the change can also fail.

The ways that these corporations expanded and the new ideas of production were not always the safest for the workers. The hours were long and the environment was dangerous, occupational hazards were not addressed nor were they a concern. Men and children working in

Taking after a flare-up of fever among the kids working in their cotton processes, the general population of Manchester, England, started requesting better working conditions in the manufacturing plants. Open weight in the long run

Gary, a founding chairman of U.S. steel, mentioning that he was an abolitionist from childhood, and would not stand the company feeding from forced labor. He directed the company to abandon convict leasing, but “as soon as possible” and according to the testimony of a lawyer from Tennessee Coal, Iron & Railroad, because he did not want to be connected with the penal system of the state of Alabama. These statements already point to a self-interest, not an understanding of and a stand against the inhumane conditions of forced labor in the mines. (335) It seems that the correspondences between company executives back this position as they note that the chairman did recognize the benefits of the convict workforce, which he was in no rush to give up even though he was discomfort able with the system. (336). The company instead increased health standards and invested in PR, bought more convicts, and when Alabama did not supply enough convicts, they

Rum, a favorite alcoholic beverage for many is consumed by millions around the world and according to Montauk Rum, Americans consume about 30 million gallons of rum each year, but do these rum drinkers know about the poor working conditions and mistreatment the workers go through? One author, Clarissa Wei wrote in her opinion article “The Silent Epidemic Behind Nicaragua’s Rum,” published in late 2015 by Munchies where she argues that while few improvements have been made in terms of working conditions on the field, however the changes are just not enough. Wei begins builder her credibility with testimonies from non-governmental organizations and other reputable sources and attempts to use emotion by using testimonial anecdotes from the workers talking about how they get mistreated.

At the beginning, I want to let them be aware of this initiative as soon as possible, so my first 3 choices are to issue e-mail notice, walk the talk and hold town hall meetings，and I thought that would be a good way to start. But result is not good at all, no one seems to be affected, at that moment I noticed how difficult it is to bring a change into the company, no one wants to move from

The principal decade of 1900 denoted the purported the dynamic period in the Assembled States. The US had quite recently experienced a staggering increment in the modern development which prompted a monstrous work issue. There was a quick move from agrarian to urban culture. Therefore, there was an enormous blast in the extent of the populace in urban regions. Settlers from various parts of the globe ran in the urban communities in the Joined States. The greater part of them was in a scan for work in industrial facilities. There was a clog, a condition that prompted one of the most exceedingly bad work issues. The working conditions in the production lines at times were despicable. The working hours were too long, for the most part, more than 10 hours and the wages were too low with normal of $500 to $600 every year. Government control of production line operation was insufficient and subsequently, there were uncontrolled manufacturing plant mischances. Many individuals were executed while others supported wounds. The period additionally denoted the ascent of tyke work in plants. Offspring of as low as under 16 years functioned as unskilled workers in hazardous industrial facility condition. These specialists lived in poor ghettos in smudged conditions. The once lovely condition was supplanted by stopgap structures that obliged poor specialists.

The more active the participants are in the planning, the less resistance there will be later (Sullivan & Decker). If staff does not trust leadership, does not share the organization's vision, does not buy into the reason for change, and aren't included in the planning, there will be no successful change, regardless of how brilliant the strategy (Goman, 2000). How people react to change is important to understand. Change takes an emotional toll on people, some more than others. It is important not to underestimate that toll and understand who will have a harder time adapting to change. Fear of change has many roots. Those roots can be a lack of trust, fear of failure, fear of loss of income or a belief that the change is unnecessary (Sullivan & Decker). By understanding the reason for the resistance a manager can help the employee overcome his or her fear and become a supporter of the change. The last two steps are to provide feedback mechanisms to keep everyone informed of the progress of change and evaluate the effectiveness of change (Sullivan & Decker). People need to be kept informed of the change process to minimize anxiety. Sometimes there are unexpected consequences to the change, and it is important to have a system in place for those consequences to be discussed and if needed more changes made in order to accommodate those consequences.

The setting of this case study was the Texas Plant. The Texas Plant produced excellent quality goods, but it was not competitive because of its slower speed of product changeovers, higher costs, and environment of “bureaucratic status quo” (Pryor et al., 2011, p. 111). In addition, the plant’s union leaders, management, and employees lacked positive, working relationships. Corporate leaders hired a new, aggressive vice president, David, to transform the plant by empowering employees and establishing continuous improvement processes (Pryor et al., 2011). David, in turn, bypassed the plant’s Human Resources (HR) and hiring director, Harvey, and hired Paula

"The old ball-and-chain" is a phrase that many Americans are familiar with. Oftentimes we imagine it spilling forth from the lips of some distressed, fatigued, overworked man who is with his nagging wife. It is this image that the advertisers for Southern Comfort are trying to reproduce. They want the person looking at the ad to sympathize with the man in the image, the man dragging his imaginary "ball-and-chain". We associate the ball and chain with oppression, hard labor, and unfairness. These connotations are probably derived from the images that we have seen in old prison movies where the convicts are forced to work the fields, shackled by a ball and chain. Let us back up for a

Communication – Talk about the change vision, if people have anxieties then address these openly and honestly. Tie in the vision to all areas of the business from training to performance reviews

In the case of warehouse operations, similar tactics must be utilized to ensure that the facility can compete. The way that this will be accomplished is to focus on a specific person inside the organization and the way they are impacting the work environment. The person that was selected for this analysis is the supervisor of the plant. The nature of the working relationship has been okay. The main reason is because this individual will often use the stable and homogenous management style. This is when they are assuming that a one size fits all approach will work in dealing with a host of issues. The problem is that these kinds of techniques will often lead to a conflict in the work environment. This is from creating situations where staff members are unable to effectively respond to a host of issues. Once this happens, is when the employees will feel that this

OVERVIEW: This case deals with a manufacturer of women’s shoes that purposely changes styles frequently to take advantage of the flexibility of a small organization. However, decision making in the organization follows such a convoluted pattern that conflict is a given. Work flow needs to be re-examined, and adjusted for efficiency.