Case Study 23-26 Synopsis PDF

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John Rossi was the instructor. These are mandatory case study assignments...

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Synopsis: pages 23-26

The rapid growth of Winning Ways has affected many aspects of their organization. A lot of employees understand that they are unable to keep up on certain rituals with the amount of employees. One problem in particular is that employees are sometimes unaware of programs being implemented. It seems as if a lot of ideas are put into place but never really followed through upon. There were no longer team dinners, awards, or special meetings happening. The company has lost a lot of it’s heart while expanding. There is even confusion among workers as to whether or not they should be more team focused or more worried about their individual points. It is said that they are getting mixed signals about how the work should be done. There is believed to be a struggle to balance human and organizational needs with the new direction of Winning Ways. Wolff had started to hold communication meetings between team members but much like all other new ideas the concept eventually “falls by the wayside.” Everything across the board has seemingly taken on a lack of focus, including the training processes. Another thing a lot of employees noted is the lack of promoting/hiring within. The company is doing a lot of outsourcing to find managers. At a time, experience and longevity with the company proved one to be worthy of a promotion, today, education is most important. While they understand how companies evolve and change, this is upsetting to many longtime employees of Winning Ways. Like many contemporary U.S. organizations, there are a small number of senior management members who are female. At winning Ways, there is only one woman senior manager and very few women in supervisor or managerial positions. Many women are frustrated by this idea of a “glass ceiling” within Winning Ways. Management is apparently unaware of the

frustration between the women. Wolff says that there is not a discrimination against women, just not a lot of women interested in manufacturing. One women in the organization claims that it was a previous woman manager that “ruined it for the rest of us.” The managers, however, see the problem as there being too few women to promote.

Personal Reflection: I feel as if it is always upsetting to see such a great company get too big and lose some of the qualities that made it great in the first place. A lot of the charming characteristics that the company had early on are now nowhere to be found. I have also believed hiring within is the best way to hire managers. It is important that the manager has been through the ranks and knows all about the company and what they value so they can continue to display the company in that light. I would suggest to hire an employee who has worked there for a long time to be a manger. It seems as if many of the longtime employees miss how the company used to operate. Everyone understands that the growth of the company has made it hard to keep those values, but it does not even seem like they are really trying anymore. I think if they can do at least some of the old rituals and make it seem more family-orientated, it will be a better place to work. I think that more opportunity should be given to women who are willing in the manufacturing industry....