: The Hovey and Beard Company Case
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.
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
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
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
After the first month, the painter’s production was less than what the organization had originally
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.
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