CASE STUDY 6 EXCELLENT EMPLOYEE

INTRODUCTION

This case Study is about Emily, who works as machine operator in a furniture manufacturing plant. Due to the continuous growth in the business the manufacturing plant management decide to expand the business. Nevertheless, profitability has been flattening and showing signs of decline. As a result, in developing strategic plans management is beginning to focus more on internal factor rather external factor.

Management decides to introduce Cross-training of employees

Emily is named as an excellent employee

Her Supervisor believes that only Emily is capable to handle the system

Due this her supervisor resist the change and refuses the cross training of Emilys job

Some of the reasons for such resistance include:

Loss of control Work overload Loss of confidence

Type of Change:

Mind set change Technical change

The three main areas we focused: The Source of resistance Could the resistance in change be justified or can be overcome Ways of minimizing resistance to change

THE SOURCES OF RESISTANCE TO

CHANGE IN THE CASE STUDY

The Sources include: Self interest Lack of trust Inflexibility

SELF INTEREST
When the piece-rate pay operate the machine, Emily likesanyone else tries tosystem and hopes that which performs a key function the program of the she dont have to participate inin the manufacturing process, there ends up each others jobs cross month, which was to learnbeing a big bottleneck or excessive waste is produced which creates a lot training. trouble for Jim

LACK OF TRUST
Jim explained to the HR manager that Emily works on a machine that is very complex and not easy to operate effectively. She has to babysit it much of the time. Jim has tried many employees on it, and tried to train them, but Emily is the only one who can consistently get the product through the machine that is within specification and still meet production schedules

INFLEXIBILITY
She told him that her machine did not need to be so difficult and touchy to operate, and that with a couple of minor design changes, and better maintenance, virtually anyone could run it. She had tried to explain this to her supervisor a couple of years ago but he had told her to do her work and leave operations to the manufacturing engineers.

WHETHER THIS RESISTANCE TO CHANGE IS JUSTIFIED OR COULD IT BE OVERCOME

Our group believes that this resistance can be overcome

Emily said that her machine did not need to be so difficult and touchy to operate, and that with a couple of minor design changes, and better maintenance, virtually anyone could run it and also if the employees upstream in the process took a little more care to keep the raw material in slightly tighter specifications, it would go through the machine more easily and trouble-free, but that they were too focused on working fast and making more piece rate pay.

WAYS TO MINIMIZE RESISTANCE TO CHANGE IN THIS SITUATION OR IN FUTURE SITUATION

There are many alternatives to minimize resistance to change However, for this case study: Education and Communication Participation and Involvement

EDUCATION AND COMMUNICATION

Situation: when there is lack of information or inaccurate information and analysis.
Ways: demonstration, presentation or discussion Outcome: once they are persuaded, they will often help with implementation of the changes and this will reduce the resistance of change.

EDUCATION AND COMMUNICATION

In the case of Jim and Emily, they were totally unaware of the changes and when HR department suddenly implemented the changes they resistant to change.

PARTICIPATION AND INVOLVEMENT

Situation: when the initiators do not have all the information they need to design the change and where employees have considerable power to resist than this approach can be used.

Outcome: In doing this the employees participated will be committed to implementing the change and any relevant information they have can be integrated into the change plan.

PARTICIPATION AND INVOLVEMENT

Jim and Emily was not involved in any level of the changes, they were just given instruction to change.

CONCLUSION

CONCLUSION
Cross training was an authority decision
The changes was not planned

Education and communicating Participate and involving.

ANY QUESTION

H A N K

Y O U