The organizational silence of the workforce is another issue that, if corrected, could help expedite the process of turning the company around. With employee suggestions dwindling, perhaps distributing open ended, anonymous surveys at regular intervals (annually or semi-annually) to the workforce would increase employee engagement and further open up two-way communication [Kom10]. Once this communication barrier is broken, and if management makes use of what the surveys have to say, the employees will feel more appreciated and become more engaged. This leads to increased productivity and will contribute to getting the company back on track [Kom10]. Additionally, perhaps the committee structure could be revamped slightly as well. If possible, the screening committee could meet less often and in the vacant meeting places,meetings could be held including all of the members of all committees. These meetings would increase from ten participants to twenty-five, which isn’t an extraordinary jump for a, perhaps quarterly meeting. This way each production committee is adequately represented, giving each area of the plant equal say, and equal representation. It also gives the employees more representation at the meeting, making them feel as though their voices are being heard by the management, making them feel more empowered. Workplace AnalysisI am currently a relationship banker at one of the largest regional banks in the United States. Our bank employs over 16,000 people at over 700 branches throughout our footprint. In my current capacity at the bank, I do whatever staffing calls for. This ranges from opening accounts and taking loan applications to processing general teller transactions. While it is made
A Case Study of the Engstrom Auto Mirror Plant9clear on a daily basis what my role is to be, the bank is not always the best at communicating new and updated policies and procedures. Additionally, while certain policy changes are requiredto comply with federal and state regulations, changes that are made to internal controls to better align with the bank’s risk appetite are not always made with ease of implementation at the branchlevel in mind. On a local level, our regional manager’s recent hires and several branch closures over the last few years have also been grossly upsetting the office dynamics at many, if not all, ofthe branches in our region.The main issue with not keeping the retail branch employees updated does not necessarily lie in lack of communication. On the contrary, the bank provides its employees with so much information on a weekly basis that many of these updates get lost in the shuffle and aren’t necessarily internalized by requisite branch employees. On any given Friday, retail branch employees get three to five e-mails, each of which have anywhere from seven to twenty differentarticles in them, most of which are about things such as charitable donations and employees volunteering in a major metropolitan area within our footprint. Occasionally, they will sneak a
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- Summer '18
- Brett Gordon
- Management, Final Project, Auto Mirror Plant, Engstrom Auto Mirror