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Question: PLease ANSWER THIS , I HAVE POSTED THIS THREE TIMES Case Study #2 Steven Rice is the supervisor of t...

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Case Study #2

Steven Rice is the supervisor of the Packing Department of the Amcee Novelty Company. He supervises 15 employees, predominately young workers in their twenties, whose job it is to wrap finished products in tissue paper, put them into cardboard boxes and then glue labels to the outside of the boxes. He is known as an experienced and firm supervisor. After observing and timing the operations frequently, he arrived at what he considered to be a fair standard of how many items each employee could box during an eight-hour day. However this standard was seldom reached. In order to improve the situation, after additional studies he installed a different layout, rearranged the work benches, simplified the procedures, and did all he could to raise the output of the department. But output remained considerably below his expected standards.

As a last resort, Rice decided to try an idea that had greatly impressed him. During the last two months, once a week, the company had made it possible for all supervisors to attend a series of lectures given at a local college. These lectures covered the basics of good supervisory management. During the last lecture, the professor had discussed the advantages of decisions reached by those who will be concerned with the outcome. The professor stated that, in such cases, the employees usually will do their utmost to carry their decisions through to a successful conclusion. He compared them with decisions handed down unilaterally by supervisors, which employees only grudging comply with.

Rice decided to apply this method and called a meeting of the workers in the department. He told them that a new standard of output had to be set. Instead of establishing the new production standard by himself, however, he wanted them to decide as a group what it should be. Of course he hoped, but he did not say this, that they would arrive at a higher standard than the level at which they had been operating.

Several days later, much to Rices amazement, the group arrived at a standard that was significantly lower than the level they had recently been achieving. The group claimed that even with the new work arrangements, the current standard was too high. Rice realized that he now had a more serious problem than before.

Instructions:

Complete the Case Study Hand-In Sheet and submit into the assignment dropbox on the Learning Hub.

Problem-Oriented Approach

question 1

What are the symptoms and key factors in this case study? A symptom is an observation or statement that can be seen or identified. It is evidence to the root problem. Do not interpret or make conclusions at this point.

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question 2

Make a brief statement of the problem in this case study. Be specific enough that you can apply a specific course of action. (Pick only ONE problem to deal with, the one that you think will be the most benefit to the situation)

question 3

Determine 3 different alternative course of action that could solve the problem you have identified. Indicate 3 different pros and cons for each alternative.

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Pros	Cons
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Pros	Cons
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Pros	Cons

question 4

Recommended solution? State what is to be done, when, how and by whom.Justify your recommendation. Explain why your solution will work