Prepare the transformation case study from these cases or situations given below. You can consider some of the learnings from the class lectures and video.

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Situation 2

Don Davis is the director of reloading operations for Economy Moving and Storage, a large international shipping company. Due to a corporate reorganization, over 1300 employees had their jobs eliminated, Don was recently transferred to the Dublin center, where he would be in the charge of five front-line supervisors who direct the operations of 90 employees. Don was thankful for the opportunity and was looking forward to the challenge and responsibilities in his new position, but he would miss the camaraderie that he had at the previous location. Maintaining contact via Facebook and e-mail wasnt the same. In Dons first week on the job, it became obvious that the Dublin center had some serious problems that needed to be corrected quickly. He became aware that many customers were complaining that the packages shipped from the Dublin center arrived at their destinations late or in poor condition. For a company that prided itself on quality customer service and timely delivery, these conditions were not acceptable, and it was Dons responsibility to correct the situation. The first thing Don did was gather information regarding the customer complaints. When he checked with Holly Henderson, the human resources director, to gather information on the employee characteristics at the Dublin center, Don discovered that his center had a high rate of employee turnover and lost time injury rates. Absenteeism and tardiness were running rampant, and the number of employee grievances had increased in the past six months. Realizing that unhappy employees, the past six months. Realizing that unhappy employees equal poor customer services, Don decided to meet with the supervisors to understand why employees were performing below expectations. During the meeting, Don illustrated the last three months performance results to Amy, Steve, Joe, Sue, and Ryan and asked for their input. Amy, a long-term supervisor, pointed out that the conditions in which the employees work here sometimes terrible. We have had record high temperature suring the month of June, she said, Last week, it was over 100 degrees in here. How can you expect people to perform in such extereme heat? This place is not air-conditioned and it is awfull. Ryan, the newest of the supervisors, added, Most workers are part time. Some of them have other part-time jobs or are working here.While they attend school. They come here tired and with other things on their minds. Most of the injuries I see are directly related to a lack of concentration. They make stupid mistakes. Even during our safety meetings, many workers seem bored and do not seem to pay attention. Steve complained, The job the employees perform is very repetitious. They seem bored and lack enthusiasm. In fact, on several occasions employees have pointed out that their work is mindless, not satisfying, and needs changes. If you ask me , boredom is the main problem with employee performance. Steve said, I think the performance of some of our employees is affected by a few bad apples. Overall, most of our people are good workers. They want to do a good worker. They want to do the good job. Ive seen them getting frustrated because of a poorly performing co-worker who needs to be reprimanded. I cant do anything about it; we ae often short staffed and if I discipline someone,he or she will probably quit. Thats how it was last week when I leaned on Reuben about his job performance. He essentially said, take this job and shove it! Our employees know what to do, but they sometimes just dont feel they need to do it or do it the right way. Even when I plead with them to improve or threaten to write them up., it doesnt work. If I could only get the poor performance would improve. Last, Sue chimed in, I have trouble motivating my workers. Just yesterday, one of my best workers left with a knee injury and the others failed to pick up the slack. If we dont find a way to motivate our people and improve performance, none of us will have a job.

The real question is: What can Don do to help his front-line supervisors do better job of motivating their workers to perform better? He knew that pay increases were not possible. He knows he will have to do something quickly. What should he do?