Goodman Case
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INTRODUCTION
The Goodman Company is a manufacturing company that specialises in producing small rubber automotive parts such as boots for floor-mounted automobiles and truck transmissions, boots for brakes and clutch and accelerator pedals. The president of the Goodman Company is Mr. Robert Goodman and directly under him is Mr. Joe Smith who is the production manager. The organisation consists of three shifts, each of which is headed by a different supervisor. The three shifts referred to in this case are shift one, supervised by Mr. Cleverson Anthony, shift two, Mr. Norm Leonard and shift three, Mr. Bob Jackson. The president had recently hired a production analyst by the name of Ms. Ann Bennet in hopes to obtain recommendations that would facilitate greater output throughout the organisation. Her main intentions were to replace the existing process, which had entailed each employee to complete each step within the process individually to job specialisation, where each employee would be responsible for a specific function within the process. Although this seemed like a good recommendation it proved not to be totally effective since output decreased on the first and second shifts whilst the third shift was able to maintain their level of output. But was hiring Ms. Bennet the initial problem? This led us to identify what we thought to be a concise and applicable problem statement which states that “The core problem of the entire implementation process was the ineffective structure employed by the management of the Goodman Company on the basis of their poor leadership styles/skills which then resulted in a breakdown in communication, a lack of motivation amongst employees that caused them not to be satisfied with their jobs therefore influencing how they behave.”
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THE CORE PROBLEM AND ITS CAUSE
The Core Problem
After thorough
INTRODUCTION
The Goodman Company is a manufacturing company that specialises in producing small rubber automotive parts such as boots for floor-mounted automobiles and truck transmissions, boots for brakes and clutch and accelerator pedals. The president of the Goodman Company is Mr. Robert Goodman and directly under him is Mr. Joe Smith who is the production manager. The organisation consists of three shifts, each of which is headed by a different supervisor. The three shifts referred to in this case are shift one, supervised by Mr. Cleverson Anthony, shift two, Mr. Norm Leonard and shift three, Mr. Bob Jackson. The president had recently hired a production analyst by the name of Ms. Ann Bennet in hopes to obtain recommendations that would facilitate greater output throughout the organisation. Her main intentions were to replace the existing process, which had entailed each employee to complete each step within the process individually to job specialisation, where each employee would be responsible for a specific function within the process. Although this seemed like a good recommendation it proved not to be totally effective since output decreased on the first and second shifts whilst the third shift was able to maintain their level of output. But was hiring Ms. Bennet the initial problem? This led us to identify what we thought to be a concise and applicable problem statement which states that “The core problem of the entire implementation process was the ineffective structure employed by the management of the Goodman Company on the basis of their poor leadership styles/skills which then resulted in a breakdown in communication, a lack of motivation amongst employees that caused them not to be satisfied with their jobs therefore influencing how they behave.”
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THE CORE PROBLEM AND ITS CAUSE
The Core Problem
After thorough