Engstrom Auto Mirror Plant Essay

The intent of this milestone is to analyze the case study entitled “Engstrom Auto Mirror Plant: Motivating in Good Times and Bad”. Throughout the case study numerous known organizational issues were presented. Human behavior theories are connected with reasonably information to explain the numerous root causes related to the issues from a human conduct point of view. By investigating these causes I will acknowledge the breakdown with tenacious research proof. I went into depth with my examination

Engstrom Auto Mirror Plant: Motivating in Good Times and Bad Root-Cause Analysis Southern New Hampshire University Emeka Ekezie Abstract Engstrom Auto Mirror Plant is facing an internal crisis which primarily is a motivational problem. Ron Bent, the manager, and Joe Haley the assistant has seen workplace culture and productivity decline over the years. Ron joined the company when it was going through a similar issue in the past. He came and implemented an employee incentive program

the pattern and answer from the crises can survive and thrive. The Leadership of the Engstrom Auto Mirror Plant encountered some road blocks and troubled by issues such as productivity in the business. 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

Our solution to this ongoing problem that Engstrom Auto Mirror Plant is facing is firstly, clearly outlining their calculations for each individual’s yearly bonuses — ones that should specifically be a result of employees reaching a certain quota of production. This aids in eliminating distrust within the company to ensure employees that the company is fairly and regularly awarding bonuses for their individual work, which in turn will improve their productivity, according to the equity theory. Also

Issues/Problem In the Engstrom Auto Mirror Plant case, the main problem is the lack of employee motivation. There are a few issues that contributed to this main problem. First issue would be an unnecessary extrinsic motivator of bonuses to the Scanlon Plan. Originally, workers had intrinsic motivation from communication meetings, which provides feedback for the company. However with the additional extrinsic motivator, employees find the tasks over-sufficiently justified under the self-perception

the Engstrom Auto Mirror Plant has experienced while trying to phase out the Scanlon bonus plan in response to the economic downturn that has impacted the industry adversely as well as reduced productivity. The Engstrom Auto Mirror Plant, which has 209 workers, is a private corporation that manufactures car mirrors. In 1998, Ron Bent was made manager at the Engstrom Auto Mirror Plant (Beer & Collins, 2008). He was entrusted with overseeing the implementation of the Scanlon Plan at the plant. The

Introduction (Section I) Engstrom Auto Mirror Plant is a privately owned company in Richmond, Indiana that manufactured mirrors for trucks and automobiles. This privately owned business was successful in the beginning of its business and later the management encountered problems with its employees. Engstrom Auto Mirror Plant faced production delay issues and unprofitability in the late 1990's. The company implemented the Scanlon Plan in late December of 1999 in order to solve the problem they were

Engstrom Auto Mirror plant, as a privately owned business, it manufactured mirrors for trucks and automobiles. The managers aimed to increase productivity for sustainable development of the company. Back in 1998, to pursue highly productivity, the plant was redesigning its production lines to incorporate new technology, however, the transition was not smooth, some problems had emerged, such as the staffs' moral and efficiency declining and the internal contradictions being intensified between the

Engstrom Auto Mirror Plant is a privately owned business located in Indiana, manufacturing mirrors for vehicles with over 200 employees. The Scanlon Plan was deployed in 1999 by plant manager, Ron Bent, to incentivize employees at a time when productivity of the company had decreased. It paid a percentage of all labor savings monthly with a complicated calculation scheme. However, after seven years of good business, another downturn hit, in 2006, the plant went though a reduction in roughly 20%

In this portion of my case analysis, I will be showing ways for suggested solutions in order to help improve the situation at the Engstrom Auto Mirror Plant. I will be showing ways in which organizational improvement outcomes can directly help remedy some of the issues and recommend strategic actions that would lead the organization in a proactive production workforce. The recommendations are creating committees, rework how the Scanlon Plan bonus works, create or use their marketing and sales department