Documentos de Académico
Documentos de Profesional
Documentos de Cultura
(G1615155)
(G1510844)
Z A RA FAT H I A M U F L I H A N I
(G1615926)
N A D I A Q A M A L I S A JAWA R D I
(G1618562)
Cutting and
planing into
standard size
lumber
Send lumber to
packaging
department
General
Manager
16
Supervisor
s
180
Unionized
employee
AbreCorp
Lte
Sawmill
Departme
nt
-
Boom
Departme
nt
Packaging
Departme
nt
Planer
Departme
nt
-
Maintenan
ce
Departme
nt
Shipping
Departme
nt
continued
All
department
s have their
own
supervisors
except
packaging
department.
However,
planer
supervisor
responsible
packaging
department
on morning
shift,
Packaging
Whilst,
department
sawmills
is at
supervisor different
on the
building so
both
afternoon
supervisors
shift.
seldom visit
packaging
department.
Especially
sawmill
departme
nt
because
distance
to
packaging
departme
nt is the
furthest.
ArbreCorps Packaging
Performance
PERIOD OF GOOD PERFORMANCE
(BEFORE)
(BEFORE)
ArbeCorp won Boismarches packaging quality award several times over the past
five years,
and received high ratings in the months that it didn't win.
Started to decline over the past year or two, and several clients have
complained about the packaging.
Most customers switched to competitors lumber, saying that the low
quality of packaging of ArbeCorp when it delivered.
Scenario 2 : Bottleneck in
Packaging
The planing and sawmilling departments have significantly increased
productivity due to better operator training, fewer machine breakdowns and
better raw logs selection. Rest remain constant.
Except, packaging department. It has recorded decreasing productivity over
the past couple of years.
As a result, a large backlog of finished product is typically stockpiled outside
the packaging building
Morning shift is
unable to keep up
with packaging.
Backlog left for
next the next shift
Unfortunately, the
afternoon shift
packages even less
product than the
morning shift.
Backlog bigger.
ArbreCorp has
added Saturday
overtime shifts and
extra hours before
and after regular
shifts
Supervisor and
employees notice
counterproductive
behavior and bad
norm in the work
environment
BAD NORM
Analysis
Team Process
Leaders often have the capacity to alter existing norms. By speaking
up or actively coaching the team, they can often subdue
dysfunctional norms while developing useful norms,Mc Shane (2015)
The team being isolated and formed bad team norms
No close monitoring by the supervisor
Lack of supervision in the department
Social loafing was the acceptable norm
Abuse of time is tolerated in the packaging department, motivated
to take longer breaks and leave early
Team Design
Increased productivity, packaging departments should
rearrange the task in the team
The team does not have issue of inadequate of employees
since it has mentioned there were temporary employees in the
team to support the increased productivity.
The company exhibits team design of Sequential
Interdependence -affect other department significantly.
The ineffectiveness team size and task coordination caused
the dropped quality
Should assign effective internal controls in the packaging
department
Question 1
WHAT SYMPTOMS IN THIS CASE SUGGEST THAT
SOMETHING HAS GONE WRONG?
Question 2
W H AT ARE T H E M AIN C AU SE S OF TH E SE SYM P TOM S ?
Question 3
WHAT ACTIONS SHOULD EXECUTIVE TAKE TO CORRECT
THESE PROBLEMS?
HIRE A SUPERVISOR
The only problematic department
Other departments have no problem like packaging department because
they have supervisors
Unreasonable supervisor distribution
AbreCorp has 16 supervisors! At least give on for packaging department.
Marketing is the only business strategy can compete
The only department that need to increase the productivity because
packaging department is the only business startergy that able to compete in
the lumber market
To solve backlog problem
To monitor operation in order to avoid backlog