Goldenstate Manufactures establishment is to maximise organisation profit by manufacturing textile and distributing their product to customers. When their profit is increases, the profit will be distributed to shareholders and stakeholders, that is, the purpose for the establishment is to satisfy shareholders and stakeholders. Its establishment also has a purpose of social aspect which all members of the company work for a benefit of community.
1) Charitable Organisations
The difference between Goldenstate Manufacturers and charitable organisations is that charitable organisation is formed to give help, in terms of food, money, shelter etc. It is simply a non-profit organisation.
2) Governmental Organisation
Governmental organisation is established formally to act or process of governing. The purpose is to control and administrate of public policy. The direction of the organisation is control over the actions of the society, community or citizens in accordance with legislations, therefore the aim of the establishment is not to fulfil stakeholder's welfare, it's essential to the entity of civilized society.
3) Amateur Sports Club
Amateur sports clubs are formed for personal purpose and members consist of people who are gathering to fulfil the desire to play one particular or more sports in a club as leisure. The reason of establishment is not for profit and the purpose of belonging to the club could be to compete with other sports clubs or improve their own skills.
1.2
Mark (CEO)
1) As CEO Mark needs to be value figure head and and needs a strong initiative is required to lead subordinates to be highly motivated to achieve organisation's goals.
2) Mark should implement a strategic planning. It should be a long-term planning which has a big picture of the future and gives the direction to subordinates to follow. To establish the strategic planning, he needs to identify the desired future for the company, then analyse the current situation and set action plans.
Carl (Operations Manager)
1) Carl is to coordinate process of all operational sections and all manufacturing tasks of each section.
2) Disturbance handler and problem solver. Carl should be able to solve all kinds of problems and also keep away all kinds of distractions that may cause disturbance to the organisation.
Quality Control Manager
1) The QC is to check and monitor the product and make sure it is up to the standard.
2. After monitoring, the Manager needs to evaluate each section's achievement, effectiveness and the progress, and then he will provide feedback to each section and subordinates.
Research and development Manager
1) Find new and compatible products for the company.
2). The Manager has another role to provide the relevant and updated information about the textile manufacture industry to the company. The information would include the trend of the industry and threats of other competitors. By informing those threats, the company and workers will be more motivated to develop their products and service and that will contribute to the company to be more competitive in the industry.
1.3
a) Golden Manufacturers does not effectively meet its purpose as the quality of product is going down in last 18 months. Due to insufficient quality of product the customer complaints have increased. The management of the company has not been effectively implemented therefore positive and corrective action plans should be implemented and the management within the company should be improved. The company has overstaffed sections due to high rate of workers turnover. There is inefficient alignment of the production process therefore the resource of the company such as machines, workers, material, cost and time are not efficiently managed.
b)
1. Communication skills
The communication skills of the Operations General Manager is poor which leads to efficiency in da department such as high-rate of turnover or wasting resources. To increase productivity the manager should communicate well with the team and explain their tasks to achieve and identify problems to solve and listening to members.
2) Leadership Skills
Managers should have good leadership skills to guide and direct team members to achieve goals and also motivate them and also motivate members towards goals. The manager should be able to identify the skills of each member and should accordingly assign tasks based on what skill they have. (Wikipedia, 2013)
3) Motivation/ Monitoring Staff
Managers should monitor staffs after assigning them tasks, this will enable the manager to keep a track of what's going on and also see that the tasks are done accurately and done to the standard required.
4) Quality Management Skill
. Managers should lead the team and individuals to focus on achieving total quality. Managers also ensure them to continuously participate in the process of improvement. At the same time, Managers are required to identify problems and to lead subordinates in problem-solving process.
c)
1) Communication Skills
According to this case study, the communication skill of the Operations General Manager is poor and that leads to the inefficiency in the department such as high rate of turn-over or wasting resources. The manager needs to improve oral communication with workers. Also sections-managers blame each other with regards to the issues of production delay and quality. They need to find out the way to solve problems by communicating each other in positive attitude rather than conflicting.
2) Leadership Skills
The Manager should have a strong initiative and clear visions so that workers will follow him, otherwise workers will feel less engaged to the tasks and lose the direction to accomplish the tasks. Therefore, he should share workers values and provide appropriate resources.
3) Motivation/ Monitoring Staff
The manager should monitor staffs so that well track of tasks is kept and workers will also know what id demanded from them. This will help both the manager and workers by maintaining a good standard as to perform tasks.
4) Quality Management Skills
According to this case study, customer complaints have increased with regards to the quality of the finished goods. This means there are many problems caused producing poor quality goods in the Operations department. The manager should explain the importance of maintaining the quality if the goods and make all workers feel involved, sort out overstaffed section and allocate workers adequately, and provide appropriate accessories.
Question 2
2.1
a) Ron's management is aligns with Relationship Based Behavioural Theory, because Ron follows the same approach as Adam's leadership style such as 'My way or no way'. That means Ron puts the importance on maintaining relationship with others, therefore, Ron's leadership style depends on other's behaviour. In this case study, Ron follows Adam's autocratic leadership style, and that effects Ron's attitude that doesn't allow empowering his staff without his knowledge even though the management doesn't work well.
b) Adam: Autocratic Style
He has a firm philosophy of his management style which is that he doesn't give any authorization to his subordinates and his decision making depends on his own idea without referring other's opinion.
James: Laissez-faire style
He gives subordinates freedom of doing their tasks, and that means that James doesn't take initiative to control the Dyeing section. Therefore, the leadership responsibilities are shared by subordinates in the section. He takes this style because he avoids confronting with subordinates because he is afraid of having conflicts between them.
c)
Autocratic style (Adam): His autocratic style is inappropriate in this company, because his leadership style shows the evidence that is the high rate of workers' turn-over. If the manager doesn't value worker's opinion, workers won't feel being involved in any process and they will feel alienated. Ultimately workers' motivation will be decreased.
In management process, making right decisions is important, however, Adam forces workers to follow his way and there is no compromise to take other's opinion. That means he might make a wrong decision which gives serious negative impact on the organisation.
Laissez-Faire style (James): This style does not work for this company.Laissez-Faire works when every worker has freedom to do their own job, but also if they have the same directions to achieve their goals. Due to absence of James initiative this style lacks control in the dyeing section. The workers become demotivated because of lack of control and this leads to decrease in productivity. It is vital to take creative ideas in this leadership style but James doesn't encourage workers to be creative and reframes taking any action to their work. (Cherry, 2013)
2.2 a) Herzberg's two-factor theory: This theory has two factors which motivate a person. First factor is "Hygiene Factors"(Satisfier Factors).It fulfils basic needs such as working condition, job security, quality of supervision in the work. The second factor is the "Motivational Factors". This includes achievement of tasks, rewards for the achievement and personal growth. Hygiene factors are not sufficient to motivate the person. If the hazardous working environment is improved and is appropriate to work safely the person will be satisfied however this doesn't mean that the person will be motivated. The person will only get motivated if he or she gets rewards from the company In form of bonuses thus this will lead him to achieve the next task easily.
There are three phases to make a person motivated. The person is not satisfied and demotivated without Hygiene Factors. The person will be satisfied but not motivated when Hygiene Factors are fulfilled in the second phase. The last phase is the person will be motivated if he or she has a positive satisfaction when motivational factors are fulfilled after Hygiene Factors. (theory, 2013)
Mark can give appropriate advises and closely monitor .In that way Carl will feel having a good supervison.Mark can intervene in the relationship between Carl and section managers and also can allocate a specific task to set goals for Carl. Mark can also give rewards for promotion for Carl's achievement and can give feedback when Carl finishes his tasks.
b) 1. He must improve workers sense of responsibility
He must explain them each ones responsibility for the task by allocating the right human resource to the right task. In this way each worker will have higher motivation and more strong sense of responsibility.
2. He must recognise workers achievement and reward them
In this Case Study The productivity of the Knitting Section is going down. He can set goals such as increase the productivity by 50% in three months. If they accomplished this goal then they should be rewarded.
3. He must appreciate the section managers and subordinates. He must introduce democratic style that shares opinions with others in the process of decision making.
He doesn't appreciate other workers ideas and forces workers to follow his decision. He will have a staff meeting in regular basis to change this situation and find out the problems or their concerns. He will consult with them or explain to others why the decision has made to seek others agreement after decision to change the situation.
4. He must design specific, challenging and accepted goals for subordinates.
Adam should set goals that are challenging to keep them remaining in the company. To perform effectively each worker needs to accept these goals. He must support them and monitor each process so that when they achieve the goals they will be motivated for the next challenge. In this way they will be more conscious about their productivity.
2.3
a) 1. Delegation helps manage time effectively
Ron doesn't allow his staff to take the liberty of doing things without his knowledge. That means that Ron spends his time to doing many tasks and keeps himself busy. If he delegates his tasks, he will be able to save his time and reduce his burden.
2. Delegation increases productivity
If Ron delegates lower-skill-needed tasks to subordinates, he will be able to focus on more important and difficult tasks/issues. The manager has to ensure that the recipients of delegated task have ability to achieve the task. When both of delegator and the recipients play each roles, the tasks will be effectively completed and increase their productivity. That will reduce issues of production delay.
3. Subordinate will be motivated and learn more skill
If Ron delegates tasks to subordinates that they have never done before, they will learn new and higher skills by being trained or supervised in the delegation process. When the recipients complete the delegated tasks, they will feel more confident to do same kind of tasks and that brings them better motivation. (Foley-Lewis, 2013)
b)
1. Select the task and right person to delegate
In the first step, Ron should select which task he can delegate. The task would be less important or less skill needed task. Then he can choose who are capable and accountable to complete the task. Then he will give authority to the person/team.
In this case study, Ron can delegate a supervision task for each finishing process to improve the quality and productivity of goods. He will select suitable skilled person for this task.
Step 2: State results should be achieved
In this step, Ron will explain why the task is delegated, how the person/team should implement the task, what results are expected, and until when it should be completed. Ron needs to ensure that the task is understood by the recipient of delegation, at the same time, an agreement between Ron and recipients needs to be done. The recipients need to confirm their responsibility.
Ron will explain the current situation about the production quality and inappropriate productivity. Following that, he will explain the required result such as 'Increase the goods productivity 20% and improve its quality in three months'. Ron ensures the expected result is understood and agreed by the person.
Step 3: Allocate resources required
Ron needs to assess what resources are required to successfully complete the task. Then he will provide the resources to them as needed.
Ron will provide adequate budget, accessories, materials and information that are required for each finishing process.
Step 4: Monitor and support the person/team
During the delegation process, Ron needs to monitor and ensure by communicating with the recipients that the delegated task has been done as required. If there are problems, Ron should intervene and support to solve the problems.
Once in every one or two weeks, Ron will check if the process has been done properly within the timeframe. If he identifies the problem such as the machine breakdown, he should deal with it immediately.
Step5: Evaluate and feedback on results
Ron must evaluate the delegated task has achieved the required results and the delegation was effective. He also needs to identify problems should be improved. After the evaluation, feedback should be given to the recipient.
When the deadline is over, Ron will evaluate if the quality of goods is improved and the productivity is adequate level as required. He will also evaluate the person's supervision was effective and efficient. Ron can give the person a reward in accordance with the achievement.
