Part I Organizing
Organizing is one of the major functions of the manager and entails development of organizational structure in addition to the allocation of human resources in order to ensure there is an accomplishment of set objectives (Colquitt, Lepine & Wesson, 2011). Organization’s structure is, therefore, a framework where efforts are coordinated, and in most instances, it is represented using an organizational chart providing a geographic representation of the organization’s chain of command.
In organizing the manager will design individual jobs within the organization and aligning people to the task of production. Decisions should be made about the duties and responsibilities of each job in addition to how the duties must be performed. Further, the manager will have to decide the most effective way to departmentalize jobs within the department in order to coordinate efforts effectively. In the process of departmentalization, the manager will have to select the most effective strategy either organizing by function, product, or even customer demands (Colquitt, Lepine & Wesson, 2011).
Delegate your assignment to our experts and they will do the rest.
Organization at a particular job level, the manager will have to determine how best to design each of the individual jobs to use human resources effectively (Lussier, 2011). The manager will further have to strike a balance between the worker’s specialization and the need for these employees to have those jobs with variety and autonomy. It is important that jobs be designed based on core principles such as teamwork, empowerment, and job enrichment.
The management must ensure that they recruit the right type of employees for the organization since this will determine the direction and the success of the company. Currently, the production staff is 124 employees per day shift and 91 at night per plant. The majority of tasks are covered in both shifts hence the need to increase the number of employees with two 3D printer operators for the day shift and two for the night shift. Also, the organization must have a full-time night position. By having the right type of personnel, the organization will be able to cut on the cut of training employees.
Resources are critical in the organizing stage; therefore, it is the duty of the manager to ensure that the company has adequate resources that will facilitate effective organization. For instance, each branch will require about $300,000 for the total production budget. The other issue that the management must address is related to training for operating the 3D printers. A right type of persons or organization must be identified to train personnel who will operate the printers (Colquitt, Lepine & Wesson, 2011).
The decision making authority is the CEO. The structure was chosen because it serves the entire decision making flow within the organization effectively. This will reduce potential conflicts and delays when it comes to the decision making process.
Part II Leading Motivation
The low motivation problem is one of major concern for the organization and might impact the operation of the company. In most instances, employees with low morale often lead to reduced productivity, employee retention problem and high employee turnover. Several reasons might have led to low employee morale within this organization. For the management to effectively deal with the issue of low morale, there is the need to understand the cause of declining morale. With the introduction of 3D, employees were worried about their job security by the following year. This is because 3D had shown a high level of speed and accuracy and the organization might reduce the workforce since most of the theory jobs would be taken up by the 3D. The fear of losing a job is thus a major factor that will kill the morale of these workers hence the need to for the management to assure them of their job security. Additionally, the management can also adopt incentives including raises, benefits, and even employee recognition programs.
The introduction of the 3D will significantly change employee goals, and this will have a greater effect by exhausting employees who are currently aiming to do a good job. According to Lussier (2011), employees will have the feeling of lack of accomplishment. In order for the management to motivate the employees, there is the need to assign them specific tasks that they will consider possible to be accomplished in addition to clear guidelines on how to accomplish these tasks.
Misunderstood expectations are another major factor that might affect employees’ morale. With the introduction of 3D, there will be the significant level of confusion, and when employees lack a clear guidance, they might not be able to understand what is expected of them. This will make them perform poorly about the management’s standards. However, the management can remediate this problem. It is important that the management makes job expectation clear and further arrange for training to all employees on the correct procedure and deadlines. When employees understand the methods of accomplishing the new task, then they will have a higher morale, and this will result in increased productivity (Lussier, 2011).
Part 3 Control
3 (a)
Focusing on the standard specifications data, it is clear that the cost was 7.56, that of Toledo were 7.67, Dayton was 7.87, White Plains was 7.45, Huntsville was 7.52, and that of Juarez were 8.01. Among the branches, Juarez had the highest cost, followed by Dayton then Toledo. On the other hand, White had the least cost of about 7.45. Standard specifications data is slightly lower compared to that in Juarez, Toledo, and Dayton. Additionally, looking at the time taken, Juarez took a lot of time of about 7.59 followed by Dayton with 7.46. The time taken by standard was about 7.36 higher than the time taken by Toledo with 7.32, White Plains with 7.31 and Huntsville with 7.32. Looking at the quality control problem ratio (per 500 units) it is clear that Standard had the least with about one implying that it eliminates potential quality control problem significantly compared to the rest of the branches. It was the followed by White Plains with 1.5 then followed by Huntsville with 1.75. Juarez had the most quality control problem of approximately 8.75 followed by 4 Dayton then Toledo with 2.5. Training time taken in standard was 30 hours, but this was not the least time for training since Juarez had 25 hours which was the least. Training time was the highest at Huntsville with about 48 hours followed by White Plains with 45, Dayton followed by 38 then Toledo with approximately 35 hours of training.
Shipping problems were the highest at Standard with 1 among all the branches where Toledo had 0.333, Dayton with 0.222, White Plains with about 0.133, Huntsville 0.178 and lastly Juarez 0.4. Dayton had the least shipping problem among all the branches with 0.222. Focusing on the 3D problems, Huntsville had the least problem of about 1 then followed by White Plains with 0.111 then standard with 0.2. Juarez had the most 3D problem of about 0.4, followed by Dayton with 0.286 and then Toledo with approximately 0.25 as its 3D problems. Lastly, focusing on the total number of pieces that were produced per year, Huntsville produced the most with approximately 700,000 followed by White Plains with 650,000. Based on the data, Standard produced the least number of pieces per year of about 400,000 followed by Juarez with 450,000 then by Toledo and Dayton each with 500,000.
Based on the above analysis, it is evident that standard was much effective, but there are certain areas that require further improvement to make it highly effective. One of the areas that need improvement is that related to Shipping problems where Standard had the higher of about 1 among all the branches. This area should be improved to make the standard more effective. There is also the need to make a significant improvement in the 3D problems where it had 0.2 which was slightly higher. Lastly, the other core area that standard should make an improvement is the area of a total number of pieces that were produced per year where Standard produced the least number of pieces per year of about 400,000.
Corrective action is simply improvements that are required to an organization's processes and are often undertaken by the manager to eliminate potential causes of nonconformities or even potential undesirable situations. Keth must take corrective actions to address certain areas to make standard highly effective including areas of shipping problems, 3D problems and in the total number of pieces that were produced per year (Bateman & Snell, 2011).
3(b)
Based on the specifications data provided, it is clear that the project was highly promising and would transform the success of the company. It is important that training on 3D printers focusing on repair and maintenance be enhanced and this will have an impact on the long-term strategic planning where the company will only have trained personnel who are reliable in areas to relate to 3D printers repair and maintenance. Secondly, there is the need to motivate employees using various incentives to boost their morale, and this will have a long-term strategic planning impact where they will be able to retain them while at the same time reduce employee turnover. This will help the organization, especially in Mexico to retain their employees rather than losing them to their competitors. The third aspect that should be focused is on 3D training. The company supplying 3D should ensure that they provide initial training and follow-up training immediately to address potential problems of employee turnover resulting in a positive long-term strategic planning impact top the company by reducing a cost for recruiting and training new employees since I will reduce employee turnover and enhance employee retention.
Conclusion
Long-term planning is critical in this improvement because the possible adjustment will have to be carried out gradually. Therefore, controlling process and long-term planning are closely related in this case to achieve a positive improvement of the project. It is recommended that the manager should introduce several incentives that will help improve the morale of employees within the organization including taking workers to holidays, monetary and reward incentives and compensating them adequately whenever they meet the set target. This will help the organization to prevent employee turnover and increase employee retention.
References
Bateman, T. S., & Snell, S. (2011). Management: Leading & collaborating in a competitive world.
Colquitt, J., Lepine, J. A., & Wesson, M. J. (2011). Organizational behavior: Improving performance and commitment in the workplace . McGraw-Hill Irwin.
Lussier, R. (2011). Management fundamentals: Concepts, applications, skill development . Cengage Learning.
