Xographics is a division of a large telecommunications company. Ellen Bohn, the vice president of production, had recently moved to Xographics from a firm where she had been the manager of a large office staff. The three managers reporting to Bohn at her new job all had 20 or more years of experience with Xographics. They had seen it go from an effective production division to one that was badly troubled with problem workers and poor performance. Shortly after her arrival, while talking with one of the managers, Bohn learned that many of them were upset because of the previous vice president’s insistence that employees report any machine breakdown to him or one of his assistants within 15 minutes of the breakdown. They felt that this didn’t give the employees the opportunity to repair the machine themselves. The manager told Bohn that the word was that once an employee had five breakdown reports, he or she was taken off the machine and given a lower paying job.
1. What should Bohn do?
2. What other problems (unidentified by Bohn) might be present?
3. What additional steps might the managers take?