GE was suffering from a lack of strong leadership and the existence of to much bureaucracy. As Welch took over he found that GE's rigid organizational structure, resistance to change and bureaucratic climate made it impossible to perceive an effective environmental change when change was necessary to remain an industry leader. In fact, if
The Industrial Revolution’s factory system was an inadequate experience for laborers thanks to long, taxing working days and the lack of concern towards the personal hygiene of factory workers. The average workday for factory laborers was approximately ten hours, starting at six A.M. and ending at half past five P.M (A Working Day in a Manchester Cotton Mill 155). This was very demanding to factory workers when compared to today’s 9-to-5 workday, which is still considered tedious. Also, the punishments for not meeting the requirements for the workday were very harsh. For the act of being even momentarily late to work, workers were charged twopence, and some factories would even close the gates of the factory, which disallowed workers from going to their job if tardy (A Working Day in a Manchester Cotton Mill 154).
Is it any wonder why turnover is a problem? • Because of the union, demotions and terminations were out of line foremen’s control so even getting rid of bad workers was difficult. In addition, “grievance
Roads and railway were inadequate to meet the demands. Transport and housing were also inadequate to cope with the number of town dwellers. Under the NEP there had been unemployment, a shortage of labour. Many of the new workers were in experienced peasants. Wages rose how ever there were too few goods on which to spend money.
This seldom happens as there is a perception that by helping John, he may be next in line for an executive promotion. As for the procurement function, the project manager is forced into assuming the responsibility and spends a significant amount of time in tracking down raw materials. The site superintendents believe that they should function as true project managers; are very unhappy for not being involved in the procurement function and hence are not supportive of the project managers. From the above, it is quite clear that roles and responsibilities across the organization are not clearly defined. There is no structure in the organizations’ chain of command.
Multiple divisions were added and then removed from the company and it eventually settled down focusing on what it did best; making mattresses Simmons started experiencing lack of coordination and motivation amongst the employees during its “downfall period”. Instead of working towards a common goal, there was competition amongst the different manufacturing plants. An innovation in cost savings or efficient production procedures discovered by one plant was not shared with the other plants. Moreover, the terrorist attacks of September 11th made the situation for Simmons even worse. U.S. economy suffered greatly after that incident.
Now add a union environment, no formal training for foremen, no chance of upward mobility, and a lack of communication between management (foremen, general supervisors and area managers), and you end up with a high turnover rate. According to the Plant manager, “Meeting performance goals is the most important duty of a line foreman.” This statement has caused the foreman to only focus on line metrics. Foremen have been threatened with poor performance reviews if production numbers are not met. This behavior has created a hostile work environment and isolated the foremen from the rest of the plant. They feel that their contributions are undervalued and their concerns ignored.
The staff was not comprised of employees who had a lot of experience working in the prison system, so they were not familiar with the types of problems that can and often arises in the corrections department. The prison has a history of employees quitting soon after being hired because they find working in the prison system is not a job they want to perform long term. Finding people who are willing to work in the system for low pay and great hazards is a hard task for the officials of the department of corrections, and staffing issues continue to play a major part in the problems having qualified individuals at the right
Case Study: Steel Inc. Analysis According to the description and data offered to me, here comes out a brief analysis of this case. The very serious problem for this company is how to lower inventory. (1) From the perspective of Specialty division, we should not deny that this one has made heavy contribution to the whole business, approximately bringing in 67% of the total revenue and the largest customers bringing in 10%. But unfortunately, it also has brought a lot to the cost, especially inventory cost.
The managers will not be good with foreman and will not discuss with them. There is a lot of turnover in the company. 43% of the 23 foremen who left the company left voluntarily. Some foremen don't have idea what industrial engineering is. They don't know how to manage the dispute.