Engstrom auto mirror plant motivating in good times and bad. Engstrom 2022-11-08
Engstrom auto mirror plant motivating in good times and bad Rating:
Engstrom Auto Mirror Plant is a manufacturing company that produces car mirrors for a variety of different vehicle brands. As with any company, Engstrom has experienced both good times and bad. It is during these times that the leadership and management team must work to motivate and engage their employees in order to maintain productivity and morale.
During good times, it is important for Engstrom to recognize and reward the hard work and dedication of their employees. This can be done through various methods such as bonuses, promotions, and employee appreciation events. These types of incentives not only recognize and reward the employees for their contributions, but they also serve as motivation for others to strive for similar achievements.
In addition to monetary incentives, Engstrom can also motivate their employees through opportunities for growth and development. This can include training and development programs, career advancement opportunities, and the ability to work on new and challenging projects. These types of initiatives not only help to keep employees engaged, but they also help to foster a culture of continuous learning and development within the organization.
However, it is not just during the good times that employee motivation is important. During times of adversity, it is even more crucial for Engstrom to maintain a positive and motivated workforce. This can be challenging, as negative circumstances such as financial struggles or production setbacks can lead to decreased morale and decreased productivity.
In order to combat this, Engstrom can turn to a variety of strategies to keep their employees motivated and engaged. One approach is to focus on transparent and open communication with employees. This can involve regularly updating employees on the company's progress and challenges, as well as soliciting feedback and ideas from them on how to overcome these challenges.
Another strategy is to provide support and resources to employees during times of stress or uncertainty. This can include offering additional training or support to help employees adapt to new challenges, or providing resources such as counseling services to help employees cope with the stresses of their work.
Finally, it is important for Engstrom to maintain a positive and supportive work culture, even during difficult times. This can involve emphasizing the importance of teamwork and collaboration, and promoting a sense of community and camaraderie among employees.
In conclusion, Engstrom Auto Mirror Plant must work to motivate and engage their employees in order to maintain productivity and morale, whether during good times or bad. By focusing on incentives, opportunities for growth and development, transparent communication, support and resources, and a positive work culture, Engstrom can effectively motivate their employees and navigate both the highs and lows of the business.
Engstrom Auto Mirror Plant: Motivating in Good Times and Bad
Downturns were not new at Engstrom. Any month in which labor vs. As a consequence such moods at workplace led to the primary stage when Scatlon plan had not been adopted yet: employees became passive, work became inefficient and employers started layoffs. Bent encountered issues with the staff as productivity was declining, concerns of the quality of the products arose, employee moral hit an all-time low and key customers business relationships were at risk. Ganelli Summary Engstrom Auto Mirror Plant is a privately owned business, operating since 1948, located in Richmond, Indiana.
Engstrom Auto Mirror Plant: Motivation in Good Times and Bad
If the plant produced more per hour of labor spent then a monthly bonus would be given out. The systems approach will be used to determine external and internal factors that are inhibiting profitability within the organization. Employees dissatisfaction When employees are dissatisfied, productivity of a company usually suffers Haynes, 2012. In the case of Engstrom Auto Mirror Plant, this seems to explain what is happening. An internal conflict shook Mr. They are a small business focusing on the production and distribution of mirrors for automobiles and trucks since 1948. Root Cause of Low Productivity 1.
Engstrom Auto Mirror Plant: Motivating in Good Times and Bad
According to the Behavioral Management Theory, managers will better understand the human aspect to workers and treat employees as important assets to achieve goals. At Engstrom 3 critical elements of employees are missing: equity, achievement and camaraderie. Throughout the rest of the case study, root causes will be found and expounded on for the three identified organizational issues specific to Engstrom Auto Mirror. Human behavior theories are connected with reasonably information to explain the numerous root causes related to the issues from a human conduct point of view. He came and implemented an employee incentive program Human Behavior Essay Final Project Milestone 1: Introduction Organizational Issues at the Engstrom Auto Mirror Plant October 11, 2015 Final Project Milestone 1: Introduction, Organizational Issues at the Engstrom Auto Mirror Plant My review of the Engstrom Auto Mirror Plant: Motivating in Good Times and Bad case study allows me to identify certain organizational issues within the company.
Engstrom Auto Mirror Plant Motivating in Good and Bad
For more than a year, plant manager Ron Bent and his assistant, Joe Haley, had focused their Friday meetings on the troubling numbers, but the tenor of their May 14, 2007, meeting was different. Secondly, there was a question of fairness when some employees thought that they should receive more bonuses as they are putting more efforts and work than other ones. He evaluated the situation and began to identify modifications and alternative solutions for the Scanlon plan. This is proof of poor management practice. According to the expectancy model or theory, people will choose how they behave according to the perceived outcomes Newstrom, 2015.
Sirota 2013 states that these basic conditions are not related to the position or performance of an employee, rather, they are expected by virtue of the employment relationship. First of all, occurred distrust that bonuses are not calculated in truthful way. They stopped suggesting ideas which is why Bent saw the drop from hundreds to 50 a year. Sales had started to decline in 2005; a year later, plant manager Ron Bent had been forced to lay off more than 20 percent of the work force. Throughout the case study numerous known organizational issues were presented. If the employees are not feeling appreciated and supported, they lack in their work ethic. It is the process or measures taken, in which decide whether these companies succeed or submit to failure.
Ron joined the company when it was going through a similar issue in the past. The more they work the faster they roll towards their bonuses; this magical spell is a win-win situation for both the employees and the management. Sales began to decline and employees did not receive their bonus for 7 months, per the Scanlon Plan. Production efficiency of the plant has become unsuccessful and the quality of their products has significantly declined. Organizational issues from a human behavior perspective Engstrom Auto Mirror plant competed well in the developing market for 50 years until the late 1990s. In May 2007, the plant faces a crisis due to many factors, a main one being that business and sales were declining for the second year in a row since 2005.
He assumed it was due to the new technology implementation, increasing demands from the union, and poor leadership. Although initially successful in inspiring a collaborative culture and strengthened productivity, the workforce became untrusting of the plan structure, because of the complexity of the calculations. There are three distinct organizational issues that need to be addressed. Therefore, it leads to the conclusion that in this case the main issue is appropriate employees motivation and satisfying job conditions, which could be achieved by choosing right incentives plan. Theoretical survey relevant to the situation 8 4.
Case Study Review: Engstrom Auto Mirror Plant Free Essay Example
Remove Scanlon and try another plan? The culture in a Scanlon plant also typically becomes more change-friendly, as workers have the opportunity to make more money by changing the status quo for the better Beer et. For example, team building exercises would be great to help foster business relationships in a positive way. Decreased motivation of the work force will be examined through the lens of the Supportive approach to explore if there are frustrations in current processes that are no longer serving the work force. Poor Management Both Bent and Haley new that there was a problem with the plant. Lastly the Contingency approaches will be used to determine if in this new state, improved upward and downward communication can improve relations and ownership by the labor force Newstrom, 2015. Other intrinsic rewards should have been slowly introduced to the workforce in an attempt to phase out or allow modifications to the Scanlon Plan.
Solutions Given the employees heavily relied on the bonus as part of a monthly pay check, a revision of the Scanlon method must be implemented, firstly, the bonus system must be distributed on each quarter of the fiscal year rather than monthly, as well as tying the bonuses to a quarterly goal, rather than more production without a demand for the supply. Decline in Efficiency of Production In May of 2007, both Ron Bent, who was the plant manager, and his assistant Joe Haley noticed that business and sales were declining for the second year in a row. Suggestion rates dropped precipitously, down from hundreds to 50 a year. On the other hand, employees have been complaining for months, getting more and more hostile and fed up with the Scanlon Plan. This created a downward ripple effect amongst the remaining employees, causing employee morale to decline.