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Instructions for Case #1
In the first formal case write-up (see attached case “Evergreen Willows”), you will use the Psychosocial Systems Model (PSSM) to structure your analysis and the theories we have read and discussed online (management, motivation, communication, etc.) to analyze the problem in this case and provide some ideas on resolving the problems.
Use the relevant concepts in the PSSM to describe/understand the problems in the case.
Use the outline for case analysis I provided in week 1. Upload your analysis through the Assignment Section found in this weeks content. Your response should be in a MSWORD document, number 12 Arial font 1 ½ inch spacing and 1 inch margins all around. Your response should take no more than 5 pages.
Atlantic Store Furniture
Introduction
The Atlantic Store Furniture (ASF) case is about two operation processes, metalworking and
woodworking, and how each group takes a different approach to managing the process cycle
and their teams.
ASF employs 25 people with annual sales of about $2 million. Modern shelving is their
main product with the highest sales and revenue stream but they do offer other items such as
display cases, acoustical screens and workbenches.
Leadership Style
Ralph Jamieson, the plant manager, manages the two operations. James Savoie is the
foreman for the Metalworkers and Sam Ki
y oversees the Woodworkers.
James Savoie once worked alongside his team therefore has a great relationship with
them. His leadership style is laid back with a participative approach, "let’s work together." He
also hangs out with his co-workers and they seem to get along well.
Sam Ki
y on other hand is quick-tempered but a loyal foreman. There is a distinct
hierarchy among the woodworkers based on seniority and ability. Sam is very proud of the
apprenticeship program he created as it has produced a number of good carpenters. Sam’s
team does not hang out with each other outside of work.
Ralph Jamieson appears easy going with a “liazze-faire” approach towards the
woodworking group but very involved and interested in the metalworking group displaying a
more participative approach. Ralph spends a good deal of time in the metalworking operation
planning and discussing problem areas with James the foreman. The two of them also spend
time outside of the workplace and have become friends.
Context factor
Metalworking operation employs on average 8-10 workers ranging from 22-54 years old. Most
of the metalworkers are francophone Canadians who have a high school education or have
completed a technical program. The men in the metalworking group have united by their
common identities and formed a few subgroups based on their common interests.
These subgroups hang out during the day, taking their
eaks and lunches together
along with socializing after work at functions such as horse shows, bowling, and hockey games.
The foreman’s group is the most influential. These men joined the company around the same
time and go to the lunchroom first, sit together in the most comfortable chairs and even punch
the time clock first at the end of each day. James is quite happy with the way his operation has
een running. His boisterous, good-humored attitude has created a great rapport with these
men resulting in low absenteeism. The case does not mention a reward system but the
cohesiveness of the metalworking group provides them intrinsic rewards. This group is clearly
happy with their work resulting in job satisfaction. The culture of this group is one of
camaraderie.
As for the woodworking operation, most of the men are middle-aged and Anglophone
Canadians and consider themselves as real “craftsmen” and take pride in their work. They
consider themselves having with a higher degree of quality to those in the metalworking group.
Except for an occasional beer, this group does not hang out together outside of the work place.
There is also minimal interaction between these two operations, as there tends to be rivalry and
competition between them.
The metalworking procedures are quite simple and organized in an assembly-line
method. The equipment used in the operation is both modern and costly but the technology is
quite simple. The metalworking operation is located on one side of the plant. The demand for
product is high and production is constant. The group adjusts well to order request changes
and the pressure of overtime on occasion. Products vary in size and style but for the most part,
they are standardized items with very little custom work. The recent addition of two new
salesmen made some noticeable contributions to the company, especially the metalworking
group. Salesmen provide a constant flow of orders with a small backlog.
The woodworking operation is new to the plant and has had some success. The
woodworking operation is considerably different from that of the metalworking operation as the
majority of the work is custom. The organization of the wood shop floor appears to be
disorganized and haphazard. Tools, equipment and supplies are left lying around among
partially completed projects. Though it may appear messy which reflects on the nature of the
operation, these men see themselves are real craftsmen. There are multiple projects going on
at the same time. The flow of work is steady but not as busy as the metalworking group.
The rivalry and competition between the two groups is fierce. Because the metalworking
group is so busy, they needed to store some of their completed units in the woodworking area,
which of course the woodworkers do not like, as they feel intimidated by the metalworkers, who
are taking their space and inte
upting their work. The woodworkers also dislike the shouting
and joking from the workers next door.
Infighting between the two shops was out of control. Storage space was the real issue
etween the two groups. Sam became quite annoyed with the intergroup rivalry therefore he
asked Ralph and Howard Wyles, the vice president, to settle the problem between the two
groups. It was decided that metalworkers were only allowed to enter the woodworking area
when necessary and with the consent of the foreman, Sam. Sam talked to Ralph again trying to
find a solution to the problem and it was explained that it was the metalworking operation that
was “turning out the work” and they needed the extra space. Sam did not like the outcome
knowing that Ralph was committed to the metalworking operation. .
Well of course, things continued to escalate and the metalworkers became increasingly
taunting and i
itating in their interactions with the woodworkers, taking every opportunity to
insult them in French. The woodworkers grew resentful and their work pace slowed. The effects
on the groups became obvious and soon the infighting became a concern of the president and
vice president. Meetings and disciplinary threats by management were not helping. The
woodworkers withdrew from all efforts to communicate with the metalworkers taking to eating
their lunch separately and taking coffee
eaks away from the regular room.
Sam became impatient to complete new projects and have new contracts. He urged
management to hire someone to solicit new business. New business was coming in but at a
slow pace and a delay in a big project resulted in casual workers being laid off. The
woodworkers became last satisfied with their work atmosphere and job satisfaction decreased.
Friendly interactions between them seemed to cease, as they no longer got together after-work
for beers. The woodworking group morale was low and people started leaving the company
finding work elsewhere. Defective work was beginning to increase and efforts to reduce the
intergroup conflict were unsuccessful. (This could have probably gone under the “Gap”
section)
The president of ASF, William MacDougal was alarmed by the situation. Sam was
discussing the problems with the president trying to identify alternatives. Sam met with the
president on three occasions and each time the conversation turned into a discussion about
cu
ent developments for the metalworking operation. The president indicated that plans for
expanding the building would alleviate some of the problems in respects to inventory,
warehousing and storage. Sam was enthusiastic about the prospects of some relief for his side
of the operation. The president felt Sam was addressing the quality concerns and with hopes of
one or two new contracts with large department stores, it inspired an effort to improve
operations among the woodworking group. The men in the woodworking section began to relax
and there were even a few positive interactions between the two sides.
A few weeks later, Sam came across blueprints on Ralph’s desk and to Sam’s surprise;
the woodworking area was not included in the expansion. Sam left in rage and stormed into the
president’s office demanding an explanation. The president apologized and said market
demand was not that great for wood products. Sam left the office and drove off, apparently
quitting his job.
Required System
ASF is a small manufacturing operation wanting to produce the highest quality-shelving units in
the least amount of time. The production goals of their metalworking and woodworking
operations are to run smoothly with the least amount of defects. From my perspective, there is
more emphasis on growing their metal-shelving units based on the new sales incentive
programs. The case does not outline the sales program but it is clear that the sales force was
motivated by the rewards from metal-shelving sales.
For the metalworking foreman, James, it is about having fun and working together, not
too serious, but going beyond the day-to-day tasks getting to know his coworkers. Sam on the
other hand focuses on the quality of the work. This type of custom work requires focus and
concentration, there is no “joking” around or perceived fun among his team.
Emergent System
The quality of work, as well as job satisfaction decreased for the woodworking group as the
competition and rivalry escalated between the two operations. Intergroup fighting was out of
control to the point where an individual was injured from participating in a practical joke. The
more work the metalworking group received the more they taunted the woodworking group.
The management team was no help, favoring