Bridging the Two Worlds - The Organizational Dilemma
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1. There was a lack of communication between management and shop floor employees, as management only issued orders and demands without inviting employees to meetings. 2. This caused conflicts between values and attitudes as employees felt underappreciated and management used complex memos that caused misunderstandings. 3. As a result, job satisfaction and performance decreased as employees experienced stress and withdrew from work due to the negative environment and counterproductive behaviors.
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Bridging the Two Worlds - The Organizational Dilemma
- 1. ADHIATMA NUGRAHANTO 1406658446 ALLAN YUDA PATRIA LAI WIE 1406658502 ASTRI DITA FERANY 1406658572 FENNY FEBRIANITA Z 1406658704 GROUP 4
- 2. CASE STUDY : BRIDGING THE TWO WORLDS THE ORGANIZATIONAL DILEMMA
- 4. WHAT CAUSED THIS? In General : Management and shop level employees were not accustomed to have a direct communication; Management only issues orders and demands’ Management never invited shop level employees to daily meetings, unless there was a specific problem; Management had separate washrooms, separate lunchrooms, etc. Communication was build using complex memos, which leads to miss-understanding.
- 5. SCHEDULE!!! ORDERS!! DEMANDS!! SHOP EMPLOYEE VERSION OFFICE MANAGEMENT SHOP FLOOR EMPLOYEES
- 6. THE SHOP LEVEL EMPLOYEES DID A GREAT JOB.... MANAGEMENT VERSION TONY’S LANGUAGE IS HARSH
- 7. THE AUTHOR
- 8. THE RESULTS OF THE NEW APPROACH Improvements in Scheduling of Jobs; Efficiency in manufacturing; Reduce of waste; *the greatest contributor was the shop level employee. + Calculation & Track Inventory Better Planning and Forecasting; Reduce the new order turnarounds.
- 9. JOHN’S REALLY GOOD, WE SHOULD PROMOTE HIM. IT WOULD BE GOOD IF HE RECEIVE THE NEWS FROM YOU DIRECTLY. THAT’S A GREAT IDEA! JOHN, I’LL SEND YOU FOR TRAINING SEMINARS. AFTER ALL MY EFFORTS AND WORK, YOU GUYS SENDING ME FOR TRAINING SEMINARS? SO, AM I NOT GOOD ENOUGH FOR YOU?
- 10. PROBLEM IDENTIFICATION 1. Lack of communication between top level management and employee. George and John “cold war” make no direct communication between them and every memo George made way too complex and too long Top level management never include floor employee on board meeting, no chance to give insight from floor side 2. There are big gap between each role especially between management and floor employee, different social habit such as manager only talks with manager (separate lunch room, separate office, separate washroom) 3. Complacent attitude towards better communication 4. There are some employee that have negative attitudes towards everything that happen in the office (harsh language that create demoralizing between employee)
- 11. PROBLEM ANALYSIS ANALYSIS : VALUE CONFLICTS ATTITUDE MAJOR CORRELATES & CONSEQUENCES OF JOB SATISFACTION COUNTERPRODUCTIVE WORK BEHAVIOR
- 12. VALUE CONFLICTS INTRAPERSONAL CONFLICTS Harsh language A lot of other employees were offended
- 13. VALUE CONFLICTS INTERPERSONAL CONFLICTS Confrontation Leads to bad communication No respect
- 14. VALUE CONFLICTS INDIVIDUAL- ORGANIZATION VALUE CONFLICTS No direct communication Demoralization Pressure only, no Compliments Memo’s again…..
- 15. ATTITUDE According to the nature of attitudes theory, if someone has a positive/negative attitude about something, it will influence his/her behavior. Overall attitude toward someone or something is a function of the combined influence of all three components; affective, cognitive and behavioral components.
- 16. I’m Upset What? I’m not good enough??ATTITUDE AFFECTIVE COGNITIVE BEHAVIORAL Let’s talk using Memos
- 17. MAJOR CORRELATES & CONSEQUENCES OF JOB SATISFACTION Motivation Job Involvement Organizational Citizenship Behavior (OCB) Withdrawal Cognitions Perceived Stress Job Performance
- 18. COUNTERPRODUCTIVE WORK BEHAVIOR John feels that George didn’t treat him well and confront each other in majority of their conversation. John became underperformed because of the negative situation at office and his conflict to George. John always sees negative things even for positive feedback. Tony always swearing and offend other people at the office by his language, mainly because he never see thing positively. All things in the office he sees it negatively.
Editor's Notes
- The Aluminum Elements Corp. (AEC) is a manufacture company which most of its product are from aluminum. In this company, the employees were not accustomed to the management to talking to them, Management only issued order or made demands. It could be seen by the daily meeting which is held by the management, which is no one from the shop floor were invited to the meeting. Beside that, the management had separated the washrooms and lunchrooms, so there is a barrier between the management and shop floor employees.
- The Aluminum Elements Corp. (AEC) is a manufacture company which most of its product are from aluminum. In this company, the employees were not accustomed to the management to talking to them, Management only issued order or made demands. It could be seen by the daily meeting which is held by the management, which is no one from the shop floor were invited to the meeting. Beside that, the management had separated the washrooms and lunchrooms, so there is a barrier between the management and shop floor employees.
- And the shop floor employees felt that the management did not really feel they had anything to learn from them. John, a worker on the aluminum slitter, had a number of unpleasant encounters with George, the vice president of AEC. There’s lack communication between John and Gorge, even George usually sent written memos to the floor to avoid a direct confrontation with John. Tony, a worker who worked at the machine next to John’s, feels that the office guys only cared about the schedules, not about the people on the shop floor.
- New approach, being the bridge, creating more friendly athmosphere A new manager of customer service group, sees that the main problem in this company is the lack of communication between the management and the shop floor employees, and he introduce new approach such as involving shop floor employees insight on board meeting through him, creating more friendly atmosphere between him and shop floor employees.
- John & The Author As a result of this approach, the employees motivated and showed initiatives on how to improve the scheduling of job, better ways to combine the slitting sizes and reducing waste. In fact, the greatest contributor is John.
- The top management realize the contribution of John and offered him a promotion by giving him a management skills seminar. John receive the information about this training directly from George, but John get it wrong, he thought that his works is not appreciated so he must attend the training seminar.
- Tony has intrapersonal conflict that makes him always complained even offend others by his language. This also create low morale between him and other employee
- Interpersonal conflict between George and John, long term confrontation that lead to bad communication and no respect between them.
- Individual-Organization value conflict, no direct communication between top level management and floor employee. This problem caused demoralization in floor employee because they feel top management only put pressure on them and not give them compliment.
- As we can see in case Bridging the Two Worlds, John has predisposition to respond in unfavorable manner to his vice president, George. Anything George said to John, John sometimes misunderstanding with the words and have a negative thinking with that. The affective component of John’s negative attitude can be seen by the attitude which is John was very upset, he looks like everything was just fine but from the looks of his body language, it seems like there’s something behind that he’s willing to talk. The cognitive component can be seen by the John’s attitude which sometimes have a negative thinking toward George, for example, at the time when George decided to send John to management training seminar, instead John think that his ability is not good enough. Last, the behavioral component can be seen by the bad relationship between John and George, which they always have a confrontation, that’s the reason why the message from George to John always deliver with memos.
- These are only some of the important major correlates & consequences of Job Satisfaction : Motivation The employees feel they weren’t motivated at all, until the new manager comes in. Motivation should come from managers through various attempts to increase job satisfaction. Job Involvement When the new manager comes in, the employees had better chance in job involvement, which creates improvements to better planning and efficiency. Managers are encouraged to foster satisfying work environments in order to fuel employees job involvement. Organizational Citizenship Behavior (OCB) The OCB in the company has become weak because of the exclusivity. Employees won’t do anything beyond the call of duty. All they do is fulfill the manager demands. After the new manager arrives, though, the OCB went higher. Withdrawal Cognitions In the case we had the withdrawal of John. This is caused by the misunderstanding from George’s goodwill to promote John. John’s thoughts and feelings were caused by the accumulations of unpleasant encounters between them. It would be different if the author himself talks with John directly. Perceived Stress Some employees have stress issues that lead to viral infections. The example in this case is Tony, which use bad language towards others and offended most of the office staff. Managers should attempt to reduce the negative effects of stress by improving job satisfaction. Job Performance Managers can positively affect a variety of important organizational outcomes. This is what the author has done in his early employment months. By giving a more friendly managerial approach and being the “bridge” between the two worlds.