Based on the below mentioned case, peer pressure and new skills provides training in action explain the concepts. (10 minutes) (2 marks for concept+3 marks for training explanation =5 marks) (25-40 words for each action). Ford needed a new plant and was determined to implement a more flexible work system that included teamwork in this new plant. So, before agreeing to build the plant in Windsor, Ford management insisted that the Canadian Auto Workers union sign a "special operating agreement" to allow such changes. However, the union was strong, and many of those who transferred to the new plant were strong union members who believed in the old way of working. They laughed at the idea of teamwork. Peer pressure in such a situation was a concern. It could derail any effort to institute this major change to the way work was done. If peers on the shop floor were making fun of the idea of teamwork, it would be difficult to get others interested and willing to be involved. At the opening of the plant, all workers who had transferred to the new plant were required to attend a week of training. To deal with this potential negative impact of peer pressure, Ford incorporated information designed to change attitudes toward this more flexible system of working into this training program. In the beginning, some trainees were openly hostile to the training. One said: "The Company pays me to come here, but they cannot force me to learn this stuff." Others, by their lack of participation, were likely feeling the same but were not as vocal. However, by the end of the week, many were actively involved, and when asked at the end of training what they thought of the more flexible work systems, most indicated a positive response. Was there transfer to the job? There was no formal evaluation, but most did become actively involved back on the job. Although there were still those actively opposed to it who did not get involved, there were not enough of them to create the pressure on peers to stay uninvolved. Based on the below mentioned case, peer pressure and new skills provides training in action explain the concepts. (10 minutes) (2 marks for concept+3 marks for training explanation =5 marks) (25-40 words for each action). Ford needed a new plant and was determined to implement a more flexible work system that included teamwork in this new plant. So, before agreeing to build the plant in Windsor, Ford management insisted that the Canadian Auto Workers union sign a "special operating agreement" to allow such changes. However, the union was strong, and many of those who transferred to the new plant were strong union members who believed in the old way of working. They laughed at the idea of teamwork. Peer pressure in such a situation was a concern. It could derail any effort to institute this major change to the way work was done. If peers on the shop floor were making fun of the idea of teamwork, it would be difficult to get others interested and willing to be involved. At the opening of the plant, all workers who had transferred to the new plant were required to attend a week of training. To deal with this potential negative impact of peer pressure, Ford incorporated information designed to change attitudes toward this more flexible system of working into this training program. In the beginning, some trainees were openly hostile to the training. One said: "The Company pays me to come here, but they cannot force me to learn this stuff." Others, by their lack of participation, were likely feeling the same but were not as vocal. However, by the end of the week, many were actively involved, and when asked at the end of training what they thought of the more flexible work systems, most indicated a positive response. Was there transfer to the job? There was no formal evaluation, but most did become actively involved back on the job. Although there were still those actively opposed to it who did not get involved, there were not enough of them to create the pressure on peers to stay uninvolved