Project #22024 - BMGT DISCUSSION

Learning Activity #1

 

Based on your workplace experience, identify a particularly competent and successful executive that you have known or for whom you have worked.  Using what you learned in Chapter 6, discuss whether this executive exhibited more management or more leadership behavior and was this preponderance of behavior appropriate to the situation in which the organization found itself.

 

Be sure to integrate the course material. .

 

 

 

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Learning Activity #2

 

Chapter 7 talks about different aspects of the employee in an organization.  Managers spend a good bit of time recruiting good candidates and once hired the job is not done.  Managers are held accountable for productivity and this means that employees must be motivated to get the work done. 

 

Read the following case study.   Using one of the motivational theories outlined in Chapter 7, analyze the case study.  Feel free to research the motivational theories.

 

 

 

Motivation:   Production Slowdown at Bendum Metal Fab, Inc. 

 

Scenario:

 

When the new supervisor improves production dramatically at the expense of employee relations, the plant must face rumblings of rebellion. The incident calls for considering grievances, using authority, gaining acceptance of change, generating motivation, obtaining commitment, and linking output with job satisfaction.

 

Incident:

 

May B. Wright had been made supervisor of a production line at Bendum Metal Fabrication, Inc.(BMF). The plant manager, Sommer Flimsay, made her responsible for operating the entire production line efficiently and effectively. Wright supervised 6 forepersons and 48 assembly line workers.  Her job was to keep the assembly line going at the scheduled 150 units per hour.

 

When Wright took the supervisor's job two months previously, the production line was losing 90 minutes of production a day.  Line stoppages, maintenance problems, absenteeism, and workers stopping the line for repair were some causes of lost production.  The 90-minute loss was approximately 20 percent of the daily operating schedule.

 

Wright reduced absenteeism and took other steps to prevent the loss of scheduled production time. She kept the main line going even when some feeder lines stopped. "The workers don't like it," said Wright. "They resent working the required 7 hours and 45 minutes a day instead of only 6 hours and 30 minutes."

 

The disgruntlement of the production line workers toward Wright seemed to be centered in Izzy Short and Monica-Lou Inski. The complaints against Wright were varied and included the following. Both Short and Monica-Lou said that Wright laid off workers for being two minutes late.  They also said that Wright had forepersons picking up trash. Short said that Wright had threatened him with an iron bar about eight inches long and claimed that Wright was guilty of using "speed-up" tactics. Insky said she had friends in high places and would do whatever it took to get some action.  As a result of these events, the two filed a formal grievance targeting Wright.

 

The plant manager knew that Wright was the target of increasingly vitriolic verbal protests by Short and Inski. Both were openly defiant and implied that they were ready to take matters into their own hands, especially Monica-Lou.

 

Confronted with this high and rising level of employee unrest, the plant manager reflected upon Wright's inability to achieve simultaneously adequate production and adequate behavioral relations with her workers. He wondered "Are these two goals necessarily incompatible? Does the problem lie with Wright, the assembly line workers, or the situation?" More importantly, Flimsay knew that prompt decisions and actions were essential to defuse the explosive situation. He particularly didn't want the press to get hold of all this and blow it all out of proportion.

 

While action was immediately needed to extinguish the agitation among the assembly line workers, the plant manager wished to use Wright in a positive role, and he desired to maintain the improved production rates achieved under Wright's leadership. For the longer run, he reasoned that developing specific operational policies would be essential in areas such as  supervisory training, introduction of change, team building, and other areas relevant to balancing supervisory concern for task performance with concern for behavioral relationships. Implementation of these policies would be difficult, and he knew it. As the plant manager pondered his plight, his stress increased. He was uncertain where to begin. Should he call his lawyer first, or later?

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Due By (Pacific Time) 02/05/2014 12:00 am
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