Simard; however, he overlooked some key measures to achieve his objective:. Did not discuss his decision with higher management, or the workers union. Wu looked surprised, then chuckled. He then could move to understand the needs of the management and workers to develop a solution that would benefit the whole factory. Simard and the rest of the organization in making such moves. Simard had not identified the root of the strained relations between the senior management and the employees. Want to get a price estimate for your Essay?
This symbolic gesture, he believed, would establish a new level of credibility and strengthen relations between management and employees at the site.
Part 1: Case Study 1: Ancol Pty Ltd – Organisational Behaviour
Simard observed that relations were strained between management and employees and, through information from a seminar he had attended, ordered the removal of time clocks. If he had communicated with his senior management team and employees about the time clocks and its possible consequences, perhaps he would have found a better approach. The problem had to be managed. Although this might be viewed as a negative amongst some members; however, if there are sttudy associated with it i.
This process will take approximately a month or two. The previous manager had left some time ago, but Wu heard about the time clock incident from a supervisor during the manager’s retirement party two months ago. After just a few months, Ancol found it necessary to add another supervisor position and reduce the number cae employees assigned to each supervisor.
Sims asked supervisors to observe and record when the employees came or went and to discuss attendance problems with those abusing their privileges. Initially, the production employees at the Shepparton plant appreciated their new freedom. Get custom essay sample written according to your requirements Urgent 3h delivery guaranteed Order Now.
A few people began showing up late, leaving early or taking extended lunch breaks. This policy would have positive consequences and would create more trust between the employees and workers.
Ancol Ltd. Study Essay
A competent manager would have created a more holistic and beneficial solution. Sims was happy enough managing a small metal-stamping plant with another company, but the executive recruiter’s invitation to apply for the plant manager job at a leading metal fabrication company was irresistible. Simard, and his staff, lacked the insight to effectively find a solution that would provide a holistic approach in solving the already apparent strained relations between the supervisors and employees.
Throughout this time, Simard should have conducted research into the consequences of the removal of all time clocks and would refrain from doing so. There is no evidence of a productivity monitoring system for each employee, which could have also assisted in reporting any misuse.
Study specifically for you. He would have found that it would have profound consequences in many functional areas of the factory and would derive a different solution.
This process would be ongoing until the solution was found and implemented. Supervisors were burnt out from overwork. The main idea behind removing the clocking system was to improve relationships between employees and management.
If he had done this, many of the issues would not have occurred and the factory could have taken a step forward.
Ancol Ltd by Emily Sinclair on Prezi
Simard and the rest of the organization in making such moves. Furthermore, Simard should have seen that some of the issue arose from the fact that the stuxy lacked the interpersonal skills to communicate with the employees, which became apparent when the time clocks were removed. Want to get a price estimate for your Essay? Rather than instantly implementing the removal of time clocks that he had learnt from the seminar, Simard should have carefully analyzed the situation and what consequences this policy could have on the factory.
Case Study Option 1. This was an obvious issue that Simard should have seen; having a management team that did not think the decision to remove the time clocks was rash or unwise should have been a signal.
At the onset of his work term, Simard should have sought to understand why there was a rift between the employees and management. Not all ideas that come from seminars pertain to every situation stud any system change should be analyzed to predict the outcome in every functional area, such as the payroll department. The additional responsibility of keeping track of attendance also made it difficult for supervisors to complete their other responsibilities.
In order to establish this, his first move was to remove the clock system for employees to record their shift reports. Simard had not identified the root of the strained relations between the senior management and the employees.
Simard could have researched and inquired about such methods and perhaps learnt the consequences from the ancop at the B. But the problems did not end there.