 General Supervisors: The relationship between the general

supervisors and line foremen is frosty. There is a lack of

1) What is the relationship
between line foreman at
Treadway’s Lima Plant and other
groups within the plant: general
supervisors, area managers and
hourly workers.
communication between them and the supervisors are reluctant to
devote enough time for training the line foremen. The foremen are
given unrealistic targets and are verbally abused on not meeting the
forecasted target level.
 Area Managers: The area managers were oblivious to the problems
faced by the line foreman. The foremen perceived the area managers
to be insensitive towards their ordeal. Area managers were reluctant
to train the foremen, were authoritative and had counter-productive
interactions with foremen.
 Hourly Workers: Hourly workers and line foremen had an adversarial
relationship. The workers would often come in late or call in sick due
to strenuous nature of the long-shifts. This would enrage the foremen
who would shout and scream orders at the hourly workers. So, the
hourly workers felt that they were mistreated, unheard and
disrespected.
  Unheard: The foremen felt that there was a need for more
communication and attention from the upper management as most of
their concerns were ignored

 Untrained: The foremen complained about the lack of guidelines

and training modules. They were overburdened with targets and did
not have the proper support system to meet the targets. 76% of the
foremen don’t feel prepared to accomplish their duties.
2) How do line foremen feel
 Unfairness: The Union would always protect the hourly workers. So,
about their jobs and why?
the foremen were unable to discipline the hourly workers and felt as
if they had no authority or control over the workers.

 Unsatisfied: 56.8% of the foremen do not believe that they are

satisfied with the morale of the company and 46% of the foremen
believe that the management is insensitive to their problems.
  The foremen were struggling to execute their job
efficiently and grew increasingly frustrated at the lack
of sensitivity from the top management. They started to
vent out their angst on the hourly workers which
compounded the problems further.
 The turnover of foremen had increased substantially.
3) What are the The foremen comprised of a third of workforce and the
consequences of those attrition could cripple the plant’s operation and
feelings? reputation.

 New managers were not being produced. Morale and

productivity were periled.
 Communication gap between foremen and hourly
workers, and foremen-managers was increasing and
this could cripple the plant’s production in the long run.
 4) What are the elements of the workofsystem
 Lack that
training contribute
of the .
to the problem
line foremen

 Lack of proper communication between the different tiers

of the system

 Most of workers had to operate strenuous long shifts

4) What are the elements of
the work system that
contribute to the problem?
 Lack of power with foremen to discipline the hourly
workers
 The Union also supported the hourly workers and let them
go without punishments.

 The new vacancies are filled by new college graduates,

instead of internal hires, leading to dissatisfaction among
foremen.

 Foremen not consulted when area managers set goals for

them.
  Training: The area managers must be encouraged and incentivised to train the
foremen on how to work efficiently and how to handle hourly workers
effectively..
 Reduced work hours: The work hours in the shifts must be reduced. 8-hour
shifts must be encouraged. This will create vacancies for more employees and
will aid in intake internal hires and external hires without leading to
disproportions. Moreover, satisfied employees are more productive and will help
generate more revenue.
 Employee satisfaction: The upper management should respect the
contributions of the foremen or else face action
 Team activities: There should be social activities to promote bonhomie among
the foremen and top management
5) What action plan should  Authority: More authority should be given to foremen so that they can handle
Ashley Wall recommend? the hourly workers in a more efficient manner.
 Hiring: The proportion of external hires from colleges must be reduced a bit, so
that the foremen get a chance to ascend in the corporate ladder.
 Talent pool: The current foremen candidate pool composition should be
changed.
 Leadership sessions: The managers, supervisors and foremen can be trained
by an external leadership trainer, which will reduce conflicts and will help in
effective team leadership.
 Feedback: The management must take feedback from all employees about the
work culture and job satisfaction. New policies must be brought out on this basis.