Case Study 6.1.docx - Jessica Conlin Case 6.1 The Hovey and...

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Jessica Conlin Case 6.1 : The Hovey and Beard Company Case Part I The Hovey and Beard Company has manufacturer wooden children’s’ toys. The wood was carefully crafted and prepared in many steps to create the perfect toy. Originally, the toys were painted by hand and completed basically one at a time. With the economy increasing its demand for the toys, the process changed into more of an assembly line. Paint was sprayed in the specific shape and passed along to the next step, with a new toy coming in for the same shape and color, toy after toy. Employees were sitting in cubes that helped cut back on paint fumes. Painters were paid a group bonus plan, which promoted speed and teamwork. However, since the work process had changed, they were given a learning bonus which lessened each month and vanished in 6 months when employees were expected to be able to produce expected results. 1. Since the new job set up has just begun, the output will be much lower initially as the employee adjusts to their new surrounding and job requirements. I predict the output will increase quickly, plateau, then drop a little into a normal production rate that can be maintained 2. Continuing my statement for the prior question, I believe the painter will be opposed to the change at first. Then, once they realize they have the hang of it, production will speed up rapidly. However, motivation quickly fades and the painters realize how monotonous the new daily routine is and production decreases again. This new level should be the expected production rate Part 2 After the first month, the painter’s production was less than what the organization had originally predicted. Because the painters were learning slower than originally thought, frustrations grew, even resulting in a few turnovers. The painters were resisting the change and morale was disappearing. Part 3 The organization hired a consultation to work with the supervisor to help figure out the gap. The consulted suggested to bring all the employees together to discuss their grievances. Their loudest complaint was that the room was hot and poorly ventilated. This issue was taken to management, but they felt it was exaggerated and not worth addressing. The painters counter offered by suggesting large fans be added to the room to help move air around, and this management agreed to. It appeared to have solved the issues and the painters were satisfied, and the relationship between management and the painters was repaired. This encouraged further meetings with the group to discuss other issues and concerns.

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