Facts

1. The employees are not satisfed with their supervisor.

2. They want to oust their supervisor. But why? Not provided.
3. People having difculty to adust with the new supervisor
!. New supervisor is very competitive and competent "ecause although relatively new
in the o"# he was a"le to show some good results such as improving the production
rate.
$. %or&ing environment is not conducive to wor& ' li&e dys(unctional ca(eteria et al.
Statement of the Problem
1. Behavior o( employees
2. )hain o( command * )ontrol Pro"lem * +eadership
3. )ommunications * ,ow do we send the communication across?
!. Production +ost?
,ow do we restore the production line and gain control over disgruntled wor&ers?
Note: Basis for this statement of the problem is the statement in the case.
Statement of Objectives
1. ,ow will the plant manager restore the assem"ly line production?
2. %hat can the plant manager do to prevent (uture interruptions?
3.
Areas of Consideration (Analyses and Assumptions)
!. -otivation theory ' emotional pay"ac& to the employees .what would ma&e them
happy/
$. +eadership theory
0. )ontrol
1. Negotiating and Persuading model
2. )on3ict management
Frameworks
4. Based on Boo&
1. Theory o( Bureaucracy
Principle $5 -anagers must create a well6defned system o( rules# standard
operating procedures# and norms so that they can e7ectively control "ehavior
within the organi8ation. ' -anagement5 )urrent Practices and New 9irections
"y Bruno 9yc& and -itchell Neu"ert# 2:1:
; ,awthourne studies (ound that wor&ers< (eeling and attitudes a7ected their
wor&.... demonstrated that the wor&place was more comple= than previously
thought# that wor&ers were not ust e=tensions o( machines>
> managers understood the e7ect that the group social interactions#
employee satis(action# and attitudes had on individual and group
per(ormance.?' -anagement "y )huc& %illiams# 2:12
2. Theory @ ' involved wor&ers are the &ey on an increase in productivity.
3. )haordic Theory 6
1:. A=pectancy Theory ' relates to motivation.
11. ,er8"ert Theory ' hygiene ' non monitory# motivation ' money# compensation ?
12. Negotiating and Persuading model
13. )on3ict management
Alternative Courses of Action
1!. )all (or Btrong and Cane and as& them the reasons why they did such actions. This
would allow %in(are to identi(y the specifc concerns he needs to address. Ds it
operation pro"lem# satis(action .,E/# "ehavior etc.
1$. Plant manager should "e calm# as& them to come out o( the area and tal& outside o(
the plant.
10. The F30:#::: is already a lost anyway# "y this way this is pegged at this rate. Eather
than challenging them and it would create more damage more than.