Question 1, introduction of overview? 2, Identify the problem and solution? Professor Suzanne Baxter was preparing for

Question                                                                                                                                                                                                                                                                    1, introduction of overview?                                                                                                                                                                                                                                  2, Identify the problem and solution?

   

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Professor Suzanne Baxter was preparing for her first class of the semester when Shaun O'Neill knocked lightly on the open door and announced himself: "Hi, Professor, I don't suppose you remember me?" Professor Baxter had large classes, but she did remember that Shaun was a student in her organizational behaviour class a few years ago. Shaun had decided to work in the oil industry for a couple of years before returning to school to complete his diploma. "Welcome back!" Baxter said as she beckoned him into the office. "I heard you were working on an oil rig in the United Kingdom. How was it?" "Well, Professor," Shaun began, "I had worked two summers in the Texan oil fields and my family's from Ireland, so I hoped to get a job on the LINK650. It's that new WestOil drilling rig that arrived with so much fanfare in the North Sea fields a few years ago. The LINK650 was built by LINK, Inc. in Texas. A standard practice in this industry is for the rig manufacturer to manage its day-to-day operations, so employees on the LINK650 are man- aged completely by LINK managers with no involvement from WestOil. We all know that drilling rig jobs are dangerous, but they pay well and offer generous time off. A local newspaper there said that nearly one thousand people lined up to complete job applications for the 50 nontechnical positions. I was lucky enough to get one of those jobs. "Everyone hired on the LINK650 was enthusiastic and proud. We were one of the chosen few and were really pumped up about working on a new rig that had received so much media attention. I was quite impressed with the recruiters-so were several other hires-because they really seemed to be concerned about our welfare out on the platform. I later discovered that the recruiters came from a consulting firm that specializes in hiring people. Come to think of it, we didn't meet a single LINK manager during that process. Maybe things would have been different if some of those LINK supervisors had interviewed us. "Working on LINK650 was a real shock, even though most of us had some experience working in the oil fields. I'd say that none of the 50 nontechnical people hired was quite prepared for the brutal jobs on the oil rig. We did the dirtiest jobs in the biting cold winds of the North Sea. Still, during the first few months most of us wanted to show the company that we were dedicated to getting the job done. A couple of the new hires quit within a few weeks, but most of the people hired with me really got along well-you know, just like the ideas you men- tioned in class. We formed a special bond that helped us through the bad weather and gruelling work. "The LINK650 supervisors were another matter. They were mean taskmasters who had worked for many years on oil rigs in the Gulf of Mexico or North Sea. They seemed to relish the idea of treating their employees the same way they had been treated before becoming managers. We put up with their abuse for the first few months, but things got worse when the LINK650 was shut down twice to correct mechanical problems. These set- backs embarrassed LINK's management and they put more pres- sure on the supervisors to get us back on schedule. "The supervisors started to ignore equipment problems and pushed us to get jobs done more quickly without regard to safety procedures. They routinely shouted obscenities at employees in front of others. A couple of my workmates were fired and a couple of others quit their jobs. I almost lost my job one day just because my boss thought I was deliberately working slowly. He didn't realize-or care-that the fittings I was connecting were damaged. Several people started finding ways Professor Suzanne Baxter was preparing for her first class of the semester when Shaun O'Neill knocked lightly on the open door and announced himself: "Hi, Professor, I don't suppose you remember me?" Professor Baxter had large classes, but she did remember that Shaun was a student in her organizational behaviour class a few years ago. Shaun had decided to work in the oil industry for a couple of years before returning to school to complete his diploma. "Welcome back!" Baxter said as she beckoned him into the office. "I heard you were working on an oil rig in the United Kingdom. How was it?" "Well, Professor," Shaun began, "I had worked two summers in the Texan oil fields and my family's from Ireland, so I hoped to get a job on the LINK650. It's that new WestOil drilling rig that arrived with so much fanfare in the North Sea fields a few years ago. The LINK650 was built by LINK, Inc. in Texas. A standard practice in this industry is for the rig manufacturer to manage its day-to-day operations, so employees on the LINK650 are man- aged completely by LINK managers with no involvement from WestOil. We all know that drilling rig jobs are dangerous, but they pay well and offer generous time off. A local newspaper there said that nearly one thousand people lined up to complete job applications for the 50 nontechnical positions. I was lucky enough to get one of those jobs. "Everyone hired on the LINK650 was enthusiastic and proud. We were one of the chosen few and were really pumped up about working on a new rig that had received so much media attention. I was quite impressed with the recruiters-so were several other hires-because they really seemed to be concerned about our welfare out on the platform. I later discovered that the recruiters came from a consulting firm that specializes in hiring people. Come to think of it, we didn't meet a single LINK manager during that process. Maybe things would have been different if some of those LINK supervisors had interviewed us. "Working on LINK650 was a real shock, even though most of us had some experience working in the oil fields. I'd say that none of the 50 nontechnical people hired was quite prepared for the brutal jobs on the oil rig. We did the dirtiest jobs in the biting cold winds of the North Sea. Still, during the first few months most of us wanted to show the company that we were dedicated to getting the job done. A couple of the new hires quit within a few weeks, but most of the people hired with me really got along well-you know, just like the ideas you men- tioned in class. We formed a special bond that helped us through the bad weather and gruelling work. "The LINK650 supervisors were another matter. They were mean taskmasters who had worked for many years on oil rigs in the Gulf of Mexico or North Sea. They seemed to relish the idea of treating their employees the same way they had been treated before becoming managers. We put up with their abuse for the first few months, but things got worse when the LINK650 was shut down twice to correct mechanical problems. These set- backs embarrassed LINK's management and they put more pres- sure on the supervisors to get us back on schedule. "The supervisors started to ignore equipment problems and pushed us to get jobs done more quickly without regard to safety procedures. They routinely shouted obscenities at employees in front of others. A couple of my workmates were fired and a couple of others quit their jobs. I almost lost my job one day just because my boss thought I was deliberately working slowly. He didn't realize-or care-that the fittings I was connecting were damaged. Several people started finding ways

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Overview In this scenario Shaun ONeill a former student of Professor Suzanne Baxter shares his exper... View the full answer