Case study on R. Evaluation of the choice of approach for the experiment In this particular case study, Corpus Christi Experiment uses human resource approach in conducting business activities in desired form. It uses major paradigms shift in way of manufacturing plants involved in traditional ways.
Implementing Self-Directed Taems Wolfe: The assessment took place in the second quarter offour years after the initial implementation of the SDT structure. Need essay sample on Wolfe: Efficiency levels on the third shift were considerably lower than for the first Wolfe implementing self directed taems second shift.
Absentee rates were notably below the average for the first and second shifts, although they remained equivalent for the third shift. The assessment exposed some problems in performance evaluations, ongoing tensions between the technicians and the line operators and material handlers, who felt they lacked status compared to the technicians.
Besides there was worker frustration over perceived management failure to hand over promised control, and critical questions about just how much freedom to give the SDTs. Amasi assumed it would be easy to establish SDTs at Corpus Christi since this was an entirely new plant for the company.
Although Amasi was able to get a new start with mostly new workers and a new plant, he did not consider the cost of the lack of congruence between SDTs and the culture and organizational structure in the broader organization.
Although it is not stated in the case, it seems that there was no pressure to change structure due to any competitive advantage.
Amasi solely took the decision of establishing SDTs in the new plant based on his readings and perceptions about the potential productivity improvement. I believe he needed to evaluate first the skills and culture required for the success of SDTs.
From the case I can infer that the other two plants at Wolfe had a hierarchical structure with rigid job classifications and weight on the worth of seniority. There is strong evidence that the overall organizational culture and management style has historically been authoritarian. Apparently, teams were empowered but at the same time they were not allowed to set performance goals or participate in strategic plans for the overall company.
The limited empowerment might hinder the ability of SDTs to effectively work. The fact that operators complained bout having to wait for maintenance personnel to come in and repair problems, showed that they were willing to carry out these repairs themselves.
I believe this is an indicator that operators were interested in self-management to some extent. This is a positive frame for SDTs success.
A change in the culture of an organization cannot be done overnight, but instead is a process that takes time and perseverance. SDTs achieve gains when there is congruence among culture and organizational structure, skills and ability of the workers, opportunities to participate, supportive management, appropriate mix of team incentives, and the right environmental conditions.
I believe Amasi needed to be more realistic and aware that this transformation required time and systematic OD interventions. Moreover, while higher productivity levels have been associated with the implementation of SDTs at Wolfe, there may be other reasons for this improvement.
For instance, Corpus Christi was a new plant with workers and managers more attentive to tasks and goals. In addition, through the meticulous hiring process, Amasi and Winslow might get better workers than their counterparts in Columbus or Austin.
The attempt of Winslow to solve this issue was rejected by the SDTs who saw this intervention as a lack of keeping the promise to allow self-direction. It might be worthwhile to give the SDTs the tools to investigate the problem. At the manufacturing plant where I was a supervisor, workers rotated across different shifts allowing everyone to set a family time during the month.
They had also a slightly higher remuneration to compensate the hardiness of the third shift. This contributed to an increased gap between the two levels of workers.
One of the principles of SDTs is egalitarian value all members need to be treated as equalswhich had been undermined through these actions.
I would recommend doing some icebreaker activities and training that lead both levels of workers to improve their relationship. Besides, there was a fairly high turnover of floor workers, which means the membership within the teams changed frequently.
This could hinder team cohesion and productivity. Although SDTs might help to perform the same job more efficiently, I believe team players needed a compensation incentive to enhance their commitment.
I recommended a systemized team-based performance evaluation system. Appendix 1 Self-directed team is defined as a committed, multi-skilled, multifunctional group with responsibility for the completion of a fairly whole piece of work and the control of all input, output, and underneath variables and conditions that influence team performance.RL Wolfe: Implementing Self-Directed Teams.
Introduction John Amasi, director of Production and Engineering at RL Wolfe – a plastic pipe manufacturing company was visiting company’s one of the plant - Moon Plastics in Corpus Christi/5(8).
Self-interested agents often end up negotiating inefficient agreements in such It is difficult to reach optimal outcomes in bilateral negotiations with multiple issues when the agents' preferences and priorities of the issues are not common knowledge.
RL Wolfe: Implementing Self-Directed Teams Introduction and Background Analysis This case was about the implementation of self-directed teams (SDTs) at the new pipe manufacturing plant of RL Wolfe located in Corpus Christi, Texas. This report discussed the concept of self-directed teams and analyses the application at a RF Wolfe plastics manufacturing facility in Corpus Christi, Texas.
The rest of Section 1 gives an overview of the layout of the report. Section 2 provides a definition of a self-directed team and provides a. Foreman NEW plant Job Definitions Hiring Team Definition, Boundary of Team Responsability, Role of the Coordinator Team Personal characteristics hiring criteria/simulations Two rotating teams ( persons.
The case study, RL Wolfe: Implementing Self-Directed Teams, displays various issues that arise from self-directed teams. One major issue that stands out is the lack of boundaries given to the employees at the Corpus Christi plant.