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Question: 1
Why is this group a team?
A large university medical school and teaching hospital has two institutions,
a state school and a state-supported hospital. There was hostility and
competition between the hospital and the medical school as only one top
official was common—the provost.
The most complicated and unstructured part of the hospital and medical
school was the financial part. The hospital workers were the civil worker so
they had a civil salary scale, but the medical workers had no salary scale. So
the medical workers frequently used grant money to supplement the salary
scale.
Dr. Robert Uric, head of rental unit, was most popular by the hospital
workers with whom he worked. Although he was a source of wonder and his
staffs’ works were sincerely appreciated by the patients and their families,
but other faculty members found Uric to be a constant source of
embarrassment and discomfort.
Dr. Uric was a successful researcher in kidney transplant. He had several
federal grants from the National Institutes of Health to pursue research on
kidney transplantation. The characteristic of his research was that, he began
by solving small, individual problems for specific patients and then
generalizing and publishing the solutions.
When Uric invented a new thing and offered it to the NIH, NIH officials
refused to accept his innovation. Then Uric offered it to a large nursery
supply manufacturer, and the firm named it flower Life. The story broke in
the newspaper, so Uric and his peculiarities were no longer a private joke.
As a result the faculty became concerned about the reputation of the
hospital, and Uric had been dismissed from his position.
Dr. George Conrad, who was the in charge of the dialysis unit, was the idle
person to assume the responsibility for the rental unit by the executive
committee.
But with the disposition of Dr. Uric, the structured work of the rental unit
was broken down. Though the executive committee expected a period of
adjustment, but the disruption of the routine exceeds anything the members
imagined. Finally to handle the situation the executive committee decided to
place Dr. Uric as head of the rental unit.
Case 3
Creative Toys Company
John Wilson, a carpenter by hobby, is the founder of the creative toy
company, which produced wooden toys for the children. One department in
particular had been highly productive, the transportation department that
produced toy cars and trucks in the firm’s product line. Total 8 people work
in transportation department. When 4 made car in morning other 4 made
truck, and in evening the work between those employees reversed to
decrease monotony.
In the past, upper management allowed each department to determine its
own procedure and methods. But in recent time when demand for the
product increased, management decided to coordinate between the
department. On the other hand decision regarding the work lay out on the
transportation department also taken. This shift of the work of the
transportation department decreased the productivity of the transportation
department.
Case 4
As a result, labor turnover had been increasing, employee morale had been
dropping and food cost percentage is climbing while profit margins on sales
were declining.
Question: 1
Question: 2
Impacts:
• Labor turnover has been increasing, employee morale has been
dropping, and food cost percentage is climbing, while profit
margins on sales are declining.
• Food cost was rising as a result of the amount of theft and waste.
• Potential sales of the season were reaching their peak, actual sales
and profits had declined.
Case 5
Goodman Company
Case 11
The Oilwell Cable Division is part of the Industrial and Energy Segment of
TRW that represent 24 percent of its sales and 23 percent of its operating
profits. The Oilwell Division is a acquired business by TRW what was
Crescent Wire and Cable Company of Trenton. The four reasons for moving
the Oilwell cable (Crescent Wore and Cable Company) from Trenton to
Lawarence are
• The wage rate for the Lawerence area are very reasonable
Gino stripoli, formal general manage, was gien the task to start operations in
Lawrence and he established new management system. He established
eleven team relating the activities and all teams were doing their jobs very
well. There is also a co-ordination team.
The team is successful. Though there were some problems initially. There
was a good deal of mistrust among employees regarding management’s
motives. There were also some technical problems. But after two years Gino
solved the problems.
Though TRW has ten competitors in the cable market, its market mainly
depends on the demand of the submersible pumps. Because the basic
product produced by the Oilwell Cable Division is wire that provides power
to submersible pumps used in oil drilling.
Question: 1
Evaluate team management at TRW’s Lawrence plant. What
organizational behavior system is it most similar to? Does it
reflect theory X or theory Y assumptions?
Answer:
• There were in total 11 teams where five production teams are formed
around the production process.
Question: 2
Examine the results from team management at Lawrence. Do
they support a “satisfaction causes productivity” or a
“productivity causes satisfaction” relationship? Explain.
• There were some initial start-up problems, but late it seems to be a
success.
Question: 4
NO, from my opinion, though during normal times participative and team
management approaches work equally but during organizational crisis it
can’t work equally.
Section 10, a assembly room that was located in a part of the main room.
The working conditions of the room were outstanding; the work area was
very clean; well lighted and air-conditioned. In spite of good condition
discipline in section 10 was poor and supervisor was constantly having
problems. As a result, performance is poor.
Despite of some problems in new plant surprisingly the moving gave the
company better profit. The new supervisor of the new plant established some
fules and regulations. That gave the ci,pany increased productivity and the
employees getting incentive bonus frequently which was seems to be
impossible in the section 10 plant. Employees had influence and opinion in
decision making. As a result employees came to view Patterson as their own
“company”
Question: 1
Has the Patterrson operation been successful? To the degree that it can be
judged a success, what factors have contributed to it?
Yes,
Factors
• Manager’s decision that individuals could work on the same job until
the particular order was completed.
• Others nonstandard conditions that workers did not have to follow any
dress codes.
Question: 2
Identify the leadership styles of Fred Hammond and May Allison. Apply
several of the leadership models to the case, such as Fidler’s contingency
model and Hersy Blanchard situational model.
Behavioral Approaches
• Positive leadership
• Participative leadership
• Employee orientation
Participating Delegating
Fred Hammond
Telling Selling
Question: 3
Comment on the informal organization at Patterson. In what
ways did the employees create their own “company”?
Answer: Employees came to view Patterson as their own “company”, in
the following ways-
• Employees got the incentive bonus and profit bonus so they were
thinking as own company