Slade Plating Case Management Summary Essay -- Business Management Stu

Slade Plating Case Management SummaryDespite the success of the Slade Company as manufacturer of metalproducts designed for industrial application, the production manager,Ralph Porter, was concerned about the dishonesty among employees inthe Plating Department. Some of the workers were misusing the punchin-out system for those who wanted to pass early or arrive late.Given the long operative hour and low payment, they lacked of motivationin performing their tasks, resulting in the dishonest action. However,because of informal groupings among about of them, they operated as ateam to work harder doing peak orders. Therefore, the desired outputof the department was still satisfied. Yet, some employees who werenot in the main group were slack up off and misused the system evenduring the peak period, which potentially resulted in internal appointment in the department. Thus, in order to motivate employees andprevent the dishonesty, we extend to remove punch in-out system andlaunch a b etter payment system with both financial and non-financialincentives. Also, the working environment should be improved with unhomogeneous campaigns to enhance the unity in the department. We also movean employee who could not perform fully his talent to other departmentto maximize his capacity. With these solutions, the Slade Companycould motivate their employees, kick upstairs the teamwork, avoid internalconflict, and finally increase the productivity in the PlatingDepartment.Analyzing the present situationThere were 38 workers in the Plating Department of the Slade Company.Their jobs, working conditions, values and tasks varied significantly.They were all dependent on each other as they only received theirworkload after work at the prior stage was done. Work wassupervised by a punch in-out system and a supervisor, Otto Schell.Payment was low and the working hours were long due to the company indemnity to keep training and benefit cost down by requiring overtimeinstead of hiring new workers. In addition, informal groupings wereformed in the department, which significantly bear on the daily runof the work. The largest group was the Sarto group, which couldpractically influence the whole department as others tended to copythis groups ideas and values. Without doubt, this group was a real impetuous force of the department, both ... ...However, for Herman Schell, he is found to be inappropriate andnon-manageable and thus to be removed from the department, to say,promoted to other department to maximize his personal abilities andtalents that we unfortunately cannot habituate in this department. This,we acknowledge, is a very easy and usually not the managers way tosolve an issue like that. But we see we scarcely identified the casewhen a significant and sustainable change is not likely at all and bygetting rid of him would eliminate the conflict source from the groupand enhance group dynamics on the floor in all. Of course, a con tothat is the feeling of sa fety, the lifetime job experience of theworkers. Yet, we believe this does not endanger the good workerspositions and therefore does not pose threat to the regular employee.A reason why he might not wipe out been sacked before apart from thegeneral practice of the department is probably the family ties toOtto Schell, the supervisor. In our opinion, such ties can be good butin no way shall be hindering performance, and this shall not be a basefor delivering improper results both professionally and personally inthe workplace.