Read the case study titled The Frustrated Manager and address the following question:

How would you advise him?

Transcribed Image Text:

The Frustrated Manager would you suggest I get these teams to take the gun away from their own heads? They have a management who is willing to hand over the power. They have the tools necessary to make informed decisions on the shop floor. They just don't have the inspiration to take the power and to run with it. My question is simple: Is it possi- ble to create an empowered workforce in an old union environment? A professional colleague who teaches total quality concepts received the following e-mail from a former student:72 I was wondering if you could offer me some thoughts on a particular situation that plagues the company I work for. Our workforce is unionized and has a long history of anti-company sentiment. Upper management has set up the assembly area as an example of employee involvement and the blossoming empowered workforce to show off to customers. They often bring in customers to help gain future contracts. One customer in particular is very sensitive to cost, quality, and schedule, and has had some bad experiences with us in the past. The customer has clearly told us that it wants to see an empowered work force making key decisions. If this does not happen, it will not award the contract. This information has been relayed to the work teams in the area, but several work teams, in their team meetings, tell us they don't want to be empow- ered. The attitude (as I see it) appears to be as follows: "We know how to build our products, the customers do not. So, get the customers out of our business and tell them to take the product when we're done with it, regardless of how we choose to build it." As many times as I inform them that customers will not buy our products in that manner, I am given the same answer. How How would you advise him? Carla's Quick Service Restaurant Job73 Carla works at a typical quick service restaurant (QSR). She is never involved in any problem-solving activities because the system dictates they must defer to managers when problems arise. In addition, she has never been asked to provide any input at the store level of the organization. Her manager tells her what to do and micro-manages her work. Daily informa- tion, schedules, and work method changes (e.g., when new menu items are introduced) are posted on notes in a break room bulletin board. Carla isn't very happy in her job and is thinking of quitting to find something else. She has seen about half of her co- workers quit in the last year. Discussion Questions 1. High attrition rates in the QSR industry may be attributed to low levels of employee engagement within the organization. How does high turnover The Frustrated Manager would you suggest I get these teams to take the gun away from their own heads? They have a management who is willing to hand over the power. They have the tools necessary to make informed decisions on the shop floor. They just don't have the inspiration to take the power and to run with it. My question is simple: Is it possi- ble to create an empowered workforce in an old union environment? A professional colleague who teaches total quality concepts received the following e-mail from a former student:72 I was wondering if you could offer me some thoughts on a particular situation that plagues the company I work for. Our workforce is unionized and has a long history of anti-company sentiment. Upper management has set up the assembly area as an example of employee involvement and the blossoming empowered workforce to show off to customers. They often bring in customers to help gain future contracts. One customer in particular is very sensitive to cost, quality, and schedule, and has had some bad experiences with us in the past. The customer has clearly told us that it wants to see an empowered work force making key decisions. If this does not happen, it will not award the contract. This information has been relayed to the work teams in the area, but several work teams, in their team meetings, tell us they don't want to be empow- ered. The attitude (as I see it) appears to be as follows: "We know how to build our products, the customers do not. So, get the customers out of our business and tell them to take the product when we're done with it, regardless of how we choose to build it." As many times as I inform them that customers will not buy our products in that manner, I am given the same answer. How How would you advise him? Carla's Quick Service Restaurant Job73 Carla works at a typical quick service restaurant (QSR). She is never involved in any problem-solving activities because the system dictates they must defer to managers when problems arise. In addition, she has never been asked to provide any input at the store level of the organization. Her manager tells her what to do and micro-manages her work. Daily informa- tion, schedules, and work method changes (e.g., when new menu items are introduced) are posted on notes in a break room bulletin board. Carla isn't very happy in her job and is thinking of quitting to find something else. She has seen about half of her co- workers quit in the last year. Discussion Questions 1. High attrition rates in the QSR industry may be attributed to low levels of employee engagement within the organization. How does high turnover

Answer rating: 100% (QA)

CREATING AN EMPOWERED WORKFORCE Introduction Employee empowerment has highly close relationship with employees job associated job performance and organizational commitment An empowered workplace usual... View the full answer