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The case does not provide any actual costs or forecasts related to this development. The benefits are all potential ones, dependent on the successful management of the implementation.2- At what stage, and how, should Dean sell his idea to the Joinery Manager and the workers?that it is best for Dean to have a fully worked-out and costed plan, which he would announce to the manager and workers sequentially on the same day, just prior to implementation. This would signal that no dissent was welcomed, and that the change was non-negotiable. It would only directly affect a few of the joiners, and those would be asked to volunteer for positions in the new cell. Another view would argue that this could provoke negative reactions from the manager and staff alike. Most would conclude that the manager should be involved in the feasibility analysis from quite early on. At the very least, there will be technical issues requiring early resolution . In addition, there are also similar advantages in involving the joiners from an early stage too, and this can help break down any resistance to change3- How different would the cell work be to that in the main Joinery Department?The main Joinery Department is a jobbing process, employing about ten skilled “jobbers”, who have extremely wide skills, and a very high degree of autonomy to plan and control their work. They usually work independently, and are fully accountable for the quality of their outputs. Because they share key equipment and work space, they have to be adept at working out of sequence when certain machines are already in use.They experience an enormous variety of products, materials and finishes. The link to estimating appears to be weak, since many jobs exceed their estimated times and costs4- Should Dean differentiate the working environment by providing distinctive work-wear such as T-shirts and distinctively painted machines, in order to reinforce a cultural change?Need to recognise the symbolism of such approaches, and may feel that this will contribute to team identity and the clear formation of a separate identity. Many companies have found benefits in this way. It is important that Dean ensures that the attitudes of all the joiners are favorable. It is quite common for new groups formed by management to be perceived as “management’s pets”, leading to tribal-style behavior. This can include ostracising members of the tribe, name-calling, and even sabotage! The consequences can range from unhappiness to complete disruption. If the whole workforce has “bought-in” to the change, these effects are less likely, and the use of symbolism may assist in the smooth operation of the cell.5-What risks are associated with Dean’s proposal?Many of the risks are outlined in the cost/benefit question.Not handling the change well and not getting ‘buy in’ from the team

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