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Employee relations case study
Employee relations case study
Employee relations case study
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I used to work at ITW Tomco, before my first daughter was born. I worked there as a unit operator for about three years. I was on second shift for a little over a year then moved to first shift after building up enough seniority. I worked other jobs too but they were all in the Philippines. They were all contractual so they didn’t last longer than six months. Because ITW Tomco is my longest work history so far, I will be discussing its communication climate here. Tomco is a manufacturer of automotive parts, doing different sensor components. It is located in the East Industrial Park of Kendallville, Indiana, about half an hour northeast of Fort Wayne. A multinational company, Illinois Tool Works, bought out Tomco a few years back and thus it became to be known as ITW Tomco. ITW, or Illinois Tool Works, has 49,000 employees worldwide with reported revenues of $14.5 billion in 2014. When I quitted in 2011, there were about 60 employees working for the Kendallville plant. (About ITW, 2015) For a company the size of ITW, hierarchy and bureaucracy in the organizational operation is to be expected. And so, ours was a very tall organization. Our plant manager answered to another manager stationed in Bryan, Ohio. The Bryan, Ohio manager answered to another manager from Illinois. Who the Illinois manager answered to, I …show more content…
I started work on second shift and the atmosphere there was quite relaxed. Todd, the shift supervisor, was approachable. He was trustworthy and he seemed like he knew what he was doing. He made communicating issues with him easier because he acted like he was willing to listen. All the other employees felt more open to each other and more honest. Every one worked harder. From the quality lab to the production floor, it felt like everyone was on the same page. There was less friction. Perhaps this was owed to Todd and the atmosphere that he has set for his slice of the
Question 1: Using NJIT as an example, explain how its organizational structure influences how work is organized, how people and groups communicate, and how decisions are made?
1. Why might Bollenbach have opened his bidding for ITT at $55 per share? What was his likely strategy?
→ The relationship between healthcare and social care systems results in difficulties in moving money between them.
A big thing to me when it comes to what I look for in a working environment, is that the employees get along with one another as well as the employers and their employees. Having tension in a workplace in a nursing setting the patients can see it, and in return have them feeling uneasy by the environment; which is something we as noses never want to do. A major thing with me is that I feed off of energy, so being able to work in a positive setting is very important, because it makes the hardest days not as dreadful. Some other factors that I think result in a great working environment is open communication, being helpful towards others in your workplace, leadership, trust, understanding, and overall for the working environment to have a strong team
If it was a hierarchical then it will take a long time for the information to get to them. The workers will know exactly what they have to do because span of control is small. Also, Castell is saving money because of the size of the business. Disadvantages for Castell: Since Castell only have three directors they will have quite a few people reporting into them.
... the overall attitude of the hospital staff being changed, and when the new hires entered in, they, through observational learning from the more experienced staff, acquired the favorable work attitude.
A healthy flow of upward and downward communication ensures that the communications between managers and employees is complete. For example, in 2010, Kroger surveyed over 200 thousand employees in its “Associate First Tracker survey” and found the feedback both invaluable and “humbling.” Kroger then communicates the findings with their employees who participated which will then generate a new dialog in regard to what the next steps should be (Orgel, 2010). The final channel of communication is the use of horizontal communications between coworkers. This can...
Cohesiveness was the factor that helped them the most. The 11 old employees were kept as the morning shift instead of two shifts, this allowed them to face the new environment and harder task together with cohesiveness they built in last 16
Supervisors who create a supportive work environment policy typically display concern for nurses' needs and feelings. Supervisors must establish positive communication and feedback system as well as informing nurses of organizational goals and objectives towards success. Positive workplace environment will increase confidence and ownership of the organization among nurses thereby increasing engagement levels and improve performance (Andrew and Sofian,
Looking at IKEA’s organisational structure, the chain of command shows a clear line for messages within functional departments, so therefore; it leads to good communication. For example, looking at the organisational structure of IKEA, there is a clear communication within a human resources department. However, the chain of command is very long from the top to the bottom of the organisation because, there are too many levels of management. This will lead to poor communication. For example, it takes decisions a long time to reach the workers at the bottom of the organisation structure.
IBM was modeled the way companies founded in the 1920s were. Alfred P. Sloan, Jr., President of GM in the 1920’s, introduced the concept of a “central office” (Greenburg, 2013). As times changed, however, companies moved “toward decentralizational to promote managerial efficiency and improve employee satisfaction” (Greenburg, 2013, pg. 408). IBM was not taking part in this change, because remember, they were slow to adapt to external market factors. Additionally, there is the concept of departmentalization—a way to structure an organization by function, product, or by function and product (Greenburg, 2013). There was also no clear way IBM was
There are various problems and issues that may confront Tom in the case. Those problems and issues could be classified and analyzed via three categories, as the micro, meso and macro aspects (DuBois & Miley, 2013).
My boss briefly explained to me my tasks for the day. I was alone with my truck and a list of addresses to which had to make deliveries. The boss did not even provide me phone numbers of people that I had to call to verify their addresses. In addition, everyone around me seemed to be too busy in their own packages and deliveries to be willing to help a newcomer like me. Everything that I felt in the first couple of hours of my job was anxiety. The first day at a new job is difficult for many individuals due to several reasons. The initial reason for feeling unease is a natural embarrassment that is accompanied with being in a completely new surrounding. A new person usually is unfamiliar with the local customs of the new company they start to work at, so the first period of time they have to spend as aliens. Next, a new work implies that the newcomer is being tested and watched with special attention; this adds responsibilities and stress. Finally, the new worker is often extremely critical of themselves, being alert of even the smallest flaws or mistakes; they have to learn vast volumes of new information and obtain numerous
Tyco International was founded in 1960 and was regarded as an important electrical and electronic components provider, fire protection system maker and electronic security service provider. It is a diverse producing and serving corporation. Tyco has done business in over 1000 locations in 50 countries and hires 69,000 employees around the world (TYCO, 2012). Tyco International has expanded rapidly and broadly since its IPO in 1973 and has numerous companies among the Fortune 500. The firm’s revenue increased from $3.1 billion in 1992 to over $40 billion in 2004, with the firm’s market value estimated at over $100 billion (TYCO, 2012). Tyco has made numerous acquisitions, including 40 acquisitions since the 1980s.
The staff in this workplace are friendly and helpful. Everyone at the job get along and there are very few disputes between employees. All are treated fairly and there’s minimal to no drama in the workplace. Many of the employees are young and will only be working for extrinsic rewards as they would be just starting their careers. As they adjust and adapt to the work and environment they’re attitude will lean more to do their job for intrinsic rewards and the satisfaction of helping others since you will no longer be focusing on your status and the job you