Management has increased emphasis on productivity numbers and a heightened concern for quality. Consequently, workers are encouraged to put forth additional effort, and production standards have been raised to the point where many of the production workers, have complained of the faster work pace. One of the workers commented about the lack of concern management had over the workplace, "If you came in and took a look around, you would find guards off machinery, no written safety procedures and you wouldn't find any WHMIS data sheets on site." Just last month another employee was injured, this time by a filing cabinet falling over in a storage room. He had to be taken to the hospital. Recently, a group of employees got so ticked off about that and they walked off the job in protest. They sat outside for a couple of hours and then went home. The employees receive an annual performance appraisal consisting of a completed checklist and a brief meeting with their supervisor. The employees are told verbally by the supervisor what is written in their performance review, but they do not see it. The supervisors are not diligent in recording incidences throughout the year. The supervisors complain that they have "hundred higher-priority things to attend to". When it was time to complete the performance appraisals, some supervisors will spot-check one or two things the employee was supposed to have done and tried to find fault with it. From the supervisor's point of view this would provide justification for a poor rating. There are few complaints to management since employees have learned lessons from other employees who were fired for questioning the decisions made by supervisors. One employee, who was fired for refusing to follow the orders of a supervisor, launched a wrongful dismissal lawsuit against the company. He felt he was asked to complete a task he wasn't trained to do. Due to the recent Covid-19 pandemic, the demand for medical equipment increased over 50%. Recently, the company announced that another production facility will be opened up in Moncton, New Brunswick. Due to some recent plant closures, the unemployment rate in Moncton is much higher than the national average. The decision to open the eastern plant had been made in hopes of cutting production costs, through lower wages, while increasing overall production to help meet the growing demands. The company will be hiring approximately 200 employees with the majority being production workers. Most of the machinery in the new plant will be şimilar to that already being used in Mississauga. One machine, however, a robotic frame assembler, is new. Implementing this new assembler will result in a need to provide additional training to those employees who will operate the robotic frame assembler.

Management has increased emphasis on productivity numbers and a heightened concern for quality. Consequently, workers are encouraged to put forth additional effort, and production standards have been raised to the point where many of the production workers, have complained of the faster work pace. One of the workers commented about the lack of concern management had over the workplace, "If you came in and took a look around, you would find guards off machinery, no written safety procedures and you wouldn't find any WHMIS data sheets on site." Just last month another employee was injured, this time by a filing cabinet falling over in a storage room. He had to be taken to the hospital. Recently, a group of employees got so ticked off about that and they walked off the job in protest. They sat outside for a couple of hours and then went home. The employees receive an annual performance appraisal consisting of a completed checklist and a brief meeting with their supervisor. The employees are told verbally by the supervisor what is written in their performance review, but they do not see it. The supervisors are not diligent in recording incidences throughout the year. The supervisors complain that they have "hundred higher-priority things to attend to". When it was time to complete the performance appraisals, some supervisors will spot-check one or two things the employee was supposed to have done and tried to find fault with it. From the supervisor's point of view this would provide justification for a poor rating. There are few complaints to management since employees have learned lessons from other employees who were fired for questioning the decisions made by supervisors. One employee, who was fired for refusing to follow the orders of a supervisor, launched a wrongful dismissal lawsuit against the company. He felt he was asked to complete a task he wasn't trained to do. Due to the recent Covid-19 pandemic, the demand for medical equipment increased over 50%. Recently, the company announced that another production facility will be opened up in Moncton, New Brunswick. Due to some recent plant closures, the unemployment rate in Moncton is much higher than the national average. The decision to open the eastern plant had been made in hopes of cutting production costs, through lower wages, while increasing overall production to help meet the growing demands. The company will be hiring approximately 200 employees with the majority being production workers. Most of the machinery in the new plant will be şimilar to that already being used in Mississauga. One machine, however, a robotic frame assembler, is new. Implementing this new assembler will result in a need to provide additional training to those employees who will operate the robotic frame assembler.

Management, Loose-Leaf Version

13th Edition

ISBN:9781305969308

Author:Richard L. Daft

Publisher:Richard L. Daft

Chapter10: Designing Organization Structure

Section: Chapter Questions

Problem 2ED

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