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Topics: Employment, Morale, Productivity Pages: 5 (1715 words) Published: December 17, 2012
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Tardecilla, Ella May M.| |
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NAME| TITLE OF THE BOOK| NAME OF LIBRARIAN| DATE VISITED THE LIBRARY| QUICK, Nelson| Principles of Organization Behavior “8th edition”| | | NAHAVANDI, AfsanehMALEKZABEH, Ali R.| Organizational BehaviorThe Person organizational Fit| | | REUVID, Jonathan| Managing Business Risk“3rd edition”| | |

1. Has the Patterson operation been successful? To the degree that it can be judged a success, what factors have contributed to it? 2. Identify the leadership styles of Fred Hammond and May Allison. Apply several of the leadership models to the case, such as Fiedler’s contingency model and the Hersey-Blanchard situational model/ 3. Comment on the informal organization at Patterson. In what ways did the employees create their own “company”? * Employee’s came to view Patterson as their own “company.” A feeling of mutual cooperation prevailed, as evidenced by the willingness of individual worker’s to assist others when possible. Employee is more at ease when they have mutual coordination, each of them has the willingness to help their co-workers and they perform their job well. 4. Review Herzberg’s two-factor model. Why didn’t the change in physical working conditions (a deterioration of a hygiene factor) have a negative effect on productivity? Why did cause the workers to be productive?

* Employee’s attitude
* Increase of unit costs and decrease of output labor for hour * Discipline was poor and supervisors were having problem because of lack of discipline and employee’s attitude * No employee’s were able to earn a bonus under the incentive plan. * Most of the employee’s don’t excel because they didn’t receive any incentive that’s why they are not motivated

a) Manager’s held a brainstorming session that led to a decision to move a large part of the assembly of the deals to a facility. b) The building housing the Patterson operation had been thought to be acceptable only for warehouse use. c) Working conditions contrasted sharply.

Carrington, Inc., is an international company engaged in the production and distribution of pharmaceuticals, proprietary drugs, and cosmetics and toiletries. In it’s worldwide operations, Carrington employs over 15,000 people and has sales of over $500 million annually. At the mid south plant of Carrington, Inc., management was faced with problems of low productivity, low employee morale, and high unit costs in the section responsible for the assembly of various kinds of packages containing assortments of different products made by the company. These “prepaks,” or “deals” as they are referred to within the organization, are specially prepared to the specifications of the individual customer. From Carrington’s standpoint, the objective of using these product displays is to create additional shelf space for Carrington’s products. Assembling the deals is essentially a job-shop-type process, and prior to last year the “assembly room” was located in a part of the main plant known as Section 10. The employees in Carrington’s manufacturing and assembly operations are unionized, and the firm uses a Halsey 50-50 Incentive Plan, a time-saved bonus plan. Under the Halsey Plan, a worker who can do her or his job in less than the standard time receives a bonus of 50 percent of the hourly wage rate multiplied by the time saved.

The assembly of prepaks in Section 10 used roller-type conveyor belts which supplied each worker with the products to be included in a particular package. The working conditions were outstanding; the work area was very clean, well lighted, and air-conditioned. An attractive cafeteria for employee use was available in the...
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