Leadership and Performance in the Workplace
Leadership and Performance in the Workplace
Woody’s Veneer Factory is experiencing decreased productivity, an increase in garbage removal costs, and a loss of revenue. The floor workers are grinding up good veneer, an activity that increases garbage fees and decreases productivity and money. There is loss of production because the workers are more concerned with their revenge on management than on being productive workers. They work together using hand signals and text messages to warn others that management is watching so that no one gets caught destroying good product. This paper will analyze different group and team concepts and provide examples of leadership theories that management can implement at Woody’s Veneer Factory. Additionally, this paper will give examples of how management can use leadership styles to improve networking with the floor workers.
Improving Group and Team Concepts Woody’s Veneer Factory hires two types of work groups: management personnel and floor or production personnel. A work group is two or more people who interact with each other and share some tasks that are interrelated. It is the responsibility of the floor workers to produce the veneer and this in turn affects the management personnel through the production efficiency, sales, and costs associated with the production of the veneer (Spector, 2008).
The company would be more successful if the two groups of employees had more respect for each other and improved their communication methods (Spector, 2008). Right now, there is a bulletin board where employees can read the latest news about the business. The management seems to disregard the floor employees as unimportant and the floor employees cannot stand the condescending attitude shown to them by the management personnel.
The floor workers at Woody’s Veneer Factory show a remarkable ability to work together as a team; however, their effort’s this far have resulted in a negative turn of the company’s bottom line. A work
Woody’s Veneer Factory is experiencing decreased productivity, an increase in garbage removal costs, and a loss of revenue. The floor workers are grinding up good veneer, an activity that increases garbage fees and decreases productivity and money. There is loss of production because the workers are more concerned with their revenge on management than on being productive workers. They work together using hand signals and text messages to warn others that management is watching so that no one gets caught destroying good product. This paper will analyze different group and team concepts and provide examples of leadership theories that management can implement at Woody’s Veneer Factory. Additionally, this paper will give examples of how management can use leadership styles to improve networking with the floor workers.
Improving Group and Team Concepts Woody’s Veneer Factory hires two types of work groups: management personnel and floor or production personnel. A work group is two or more people who interact with each other and share some tasks that are interrelated. It is the responsibility of the floor workers to produce the veneer and this in turn affects the management personnel through the production efficiency, sales, and costs associated with the production of the veneer (Spector, 2008).
The company would be more successful if the two groups of employees had more respect for each other and improved their communication methods (Spector, 2008). Right now, there is a bulletin board where employees can read the latest news about the business. The management seems to disregard the floor employees as unimportant and the floor employees cannot stand the condescending attitude shown to them by the management personnel.
The floor workers at Woody’s Veneer Factory show a remarkable ability to work together as a team; however, their effort’s this far have resulted in a negative turn of the company’s bottom line. A work
References: Kopelman, R. (2008). Douglas McGregor’s Theory X and Y: Toward a construct-valid measure. Journal of Managerial Issues 20(2), 255-255. Leadership Quotes. (2010). Retrieved January 5, 2011, from Thinkexist.com: http://thinkexist.com/quotations/leadership/ Spector, P.E. (2008). Industrial and organizational psychology (5th ed.). Hoboken, NJ: Wiley. Three Basic Beliefs and Values. (2010). Retrieved January 5, 2011, from Walmartstores.com: http://walmartstores.com/AboutUs/321.aspx