1. What is the managerial context in which these managers will be Operating? Do you think training desired to help managers understand the context they will be operating in will be helpful? Why or why not?

Case Study 1. An automobile parts manufacturer (APM) was attempting to institute employee problem-solving teams to improve quality. This action was strongly encouraged by its biggest customer, a major automobile manufacturer. The competition in the original equipment manufacturing (OEM) business is especially fierce. The major automobile manufacturers (Ford, GM. Daimler Chrysler, Toyota, Honda, etc. now demand high quality parts at extremely low costs, and they often play supplier against the other to force OEM Industry to meet their standards. A training needs analysis of middle-level and First-level production managers was conducted. These managers were responsible for the operation of the parts production system, a system is that is highly mechanized and somewhat automated. The labour force in this area is primarily high- school graduates, but many have less education. The manager's responsibility prior to the change was to ensure that the hourly workers did their jobs in the proper manner and that the right amount and type of parts were production schedule. The TNA showed low technical knowledge among these managers because they had been hired to monitor the hourly employees. They did not really understand the machinery and equipment and had never operated it. Most of them used a confrontational style in dealing with their subordinates because they felt that if they took a gentler approach, the unionized workforce would take advantage of them. They managers were all selected on the basis of their high need to control their environment; high need to achieve and willingness to work with others to get the job done. These traits still characterize this group of managers