Goodman Company

Case epitome Goodman Company Problem Statement How did the emergent adoption of a impudently conceived end product affect, aimed at increasing efficiency, affect the effect of workers at Goodman Company? How come whatever workers thrived while others buck guide under the raw(a) formation? Analysis The president of the company desire to hire a outturn psychoanalyst so as to increase efficiency at the plant. He viewed their future to be promising if they could keep up proceeds to meet increased demands. Ann Bennet, the saucy production analyst, chose to streamline the work at, whereby work was broken discomfit according to tasks, hoping to make it more efficient. The huckster executive programs were non involved in Ms. Benetts and the presidents plan. They were more or less given orders to implement the new plan effective immediately, thereby non taking into account problems on the floor, or issues workers or supervisors had with the plan. Had they been involved in the mean stages, they could have communicated the pros and cons of adopting the new plan. As a result, separately breaking take aimed and reacted to the switch everywhere differently. The new plan was myopicly use within the 1st agitate. They were resistant to line up to change as most workers on this shift were long cartridge clip employees in their 50s. Their supervisor had been with the company a precise long time. He continued to draw close his job the same way he did ever since he started there. He in any case seemed to be ready to wind grim and worn out(p) a lot of time researching his ideal retirement location. There was great disappointment among workers over the company not sharing profits, as they believed they were more till up to(p) than the other shifts.The employees in the 1st shift did not enjoy camaraderie external work. They went their separate ways after work. The new plan required teamwork to be successful. These employees worked singly prior to the transition and did not look sharing responsibilities. Addition anyy no cultivation was given to facilitate this understanding. Employees clearly were not motivated prior to the adoption of the new process. After the implementation of the new plan, alone of the above itemors contri preciselyed to their decreased performance. In the second shift, the supervisor had no nteraction with his employees and as a group leader it is necessary to move continuously with group genus Phalluss. When he was name supervisor, the group did not readily accept him and he did not socialize that rather believed that they should do their work. Therefore they were averse(p) to speak to him on any problems that they encountered. They favorite(a) to speak with Jim Fask, who was a senior member of the group with a lot of experience, but had no formal authority on them. The supervisor attributed poor performance of his shift to the new plan and to Jim Fasks removal from the group.He did not think communicating with members would realise them. Employees in the 3rd shift were well informed about the new process. They spent lavish time familiarizing themselves with the changes. The supervisor was friendly and set aheadd ideas. He enabled each person to be an operator and thence tried to keep boredom at bay. They socialized outside work and got on well with each other. They understood teamwork and much chose to work in groups. The group realised that the more efficient they made the process the more time they had to enjoy a little free time. Therefore they were able to outperform the other shifts. Lack of talk in the 1st and second shifts led employees being less committed. Workers were not motivated towards goals. Goals were not communicated to them in this case. Therefore overlook of communication, leadership skills, not involving supervisors in last making all led to factors affecting productivity adversely. Conclusions 1st shift workers seemed disgruntled and lacked motivation before the new process was apply. After the new plan was implemented they didnt welcome the change, the supervisor himself was not thrilled about it and didnt enlighten any advise to them.This resulted in poor performance and increased job dissatisfaction. 2nd shift workers lacked a good leader. Their supervisor was not disturbed by the fact that his employees did not communicate with him much and was cheerful with the fact that they spoke about all issues to a senior member of the team. Workers in the 3rd shift seemed to survive the transition, as they were pro-active, flexible, and challenged one another. Their supervisor encouraged them and alert them well for the changes that were to come. Recommendations Goals must be clearly communicated to all members of the organization.This enables them understand what is expected of them and the wideness of their involvement to accomplish them. Prepare employees for change. commute is inevitable. Employees mus t be given enough training to familiarize themselves to the coming changes. Supervisors must exhibit superior leadership skills over groups and must be available to encourage employees to perform. They must set goals, devise methods, and not shudder to incorporate ideas from employees to streamline the process. Employee handle awards can lead to increased motivation.