Mgt 231 - Carrington Inc
Essay by lyn04201992 • September 12, 2017 • Case Study • 2,013 Words (9 Pages) • 810 Views
MGT 231
1ST SEMESTER 2017-2018
CASE ANALYSIS REPORT FORMAT
Cover page:
Case No 1. The Patterson Operation
Group No. 1 Section _______
Members’ names: Signature
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Date Submitted:
September 02, 2017
Content:
- POINT OF VIEW- briefly explain the rationale of your choice
- SYNOPSIS OF THE CASE- not more than 1 page
- PROBLEM ANALYSIS- through the use of the relevant case facts, analyze the root cause of the problem and the symptoms. Provide problem flow diagram, then formulate the Problem Statement (in question form)
- ALTERNATIVE SOLUTIONS- Generate feasible solutions to the major problem (root cause) identified and provide brief explanation for each
- EVALUATION OF ALTERNATIVE SOLUTIONS- Evaluate the alternatives (pros and cons; decision criteria-set relevant criteria to consider and assign weights)
- DECISION. Provide rationale/brief explanation of your chosen best alternative
- IMPLEMENTATION PLAN- Tabular form (who will do what where when, factors to consider)
Activities | Person/People Responsible | When (duration of activities, i.e. 3 weeks) | Where | Relevant/ Critical factor(s) to consider in the conduct of activities |
- CONTINGENCY PLAN- Explain briefly the possible reasons why the chosen best alternative might fail. Then state contingency plan
IX- HBO CONCEPTS APPLICABLE TO THE CASE. Identify HBO concepts and provide/cite the specific case facts which illustrate these concepts
Font style-Arial
Font size- 11
Margin- 1 inch on all sides
Spacing- 1.5
Alignment: Justified
Note:
Case Analysis Reports shall be collected before the start of the case presentation. Beyond this, submissions will be considered late and will have a 7-point deduction to your total score.
All students must be in business attire during case presentations. 2-point deduction to your total score per member of the group who’s not in business attire.
All groups should participate in the discussion (prepare 2-3 questions per group).
- Point of View
The team will be taking the point of view of May Allison, the newly appointed first line supervisor of Carrington Inc. who replaced Fred Hommand. She was credited for the initial changes she made in the operation upon entrant. Being the supervisor in the Patterson Operation, she has the direct control to investigate, evaluate and propose a solution for the top management’s approval prior to implementation.
- Synopsis of the Case
Carrington Inc is an international company engaged in production and distribution of pharmaceuticals, proprietary drugs, and cosmetics and toiletries. The company provides employment for over 15,000 people and has a profit of over $500 million annually.
The management of Carrington, Inc. at the midsouth part was faced with problems of low productivity, low employee morale and high unit costs in “Section 10”, the section responsible for the assembly of various kinds of packages with different assorted products produced by the company.
Even though the employees in Carrington’s manufacturing and assembly operations are unionized, have an outstanding working condition and have Halsey 50-50 Incentive Plan, the discipline in Section 10 was still poor. There was still a troubling increase in unit costs and decrease in the employee’s productivity that made the management generate grievances and rotations from one assembly line to another.
As part of the expansion of Carrington, the large part of the assembly of the deals was moved to a facility located on Patterson Street which is currently being used as warehouse. This operation was connoted by the company as “Patterson Operation”. The warehouse has a very poor working condition, poor ventilated space, poor lighting, and rest rooms and has neither cafeteria nor food services which are sharply in contrast with that of Section 10. Despite this, employees from Section 10 were moved to the Patterson facility.
The Patterson Operation was led by Fred Hammond, an African-American first line supervisor. Upon his entrant, Hammond has induced innovations and drastic changes in the assembly operation as well as the company policies which are entirely different from that of Section 10 and the main plant. Employees even got together in a small room with enough tables and chairs where they can have their breaks and a place to eat which was eventually air-conditioned. With these changes, a shift in the workers’ attitudes started to take place. Productivity increased to an extent that employees were receiving bonuses unlike in their old location which made operation popular. Since then, Fred Hammond was promoted and got replaced by May Allison who in return continued to run the operation.
May Allison was able to earn the respect and good relationships with the employees which resulted to a data of a higher productivity and more bonuses at Patterson than in the main plant. She was able to form a soft ball team at Patterson and was able to implement changes in the work schedule that is tolerated by the management. Though with higher rate of absenteeism, tardiness and turnover, it was not considered significant by the management and low grievances, higher worker morale and better productivity are pleasant surprises to the management
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