The Treadway Tire Company Case Study

 

Case Analysis: The Treadway Tire Company: Job Dissatisfaction And High Turnover at The Lima Tire Plant

6N:212: Management in Organizations Page 3

conflicting directions by management, workers and the union. They had no clear understandingof upper management expectations.

They were not involved in the grievance committee’s ruling

and disciplinary decisions. Hourly workers had trust issues with foremen. They did notunderstand what kind of authority and tools a foreman would require in meeting the objectives.

Analysis Q.3] Unequipped:

Line foremen complained that they were placed on the jobwithout any training and given no coaching once they got there. They felt disengaged on the jobwithout the required skills and competencies. In a Lima Employee Survey, 96% foremen do notfeel prepared to accomplish duties of their job.

Little discretion dealing with employees:

Union contracts dictated annual pay raises, &grievance procedures had not involved foremen. General supervisors appear to look favorablyupon traditional management methods which tended to be adversarial.

Career frustration:

Few foremen, those were external hire, must have felt frustrated by their low potential for advancement as almost all of promoted positions at Lima were filled from withinthe plant.

Isolated / not involved:

Foremen had not felt recognized or connected. Foreman lack requiredauthorities to perform assigned duties. 86% foremen felt the management is not sensitive totheir problem.

 Although foremen’s job involved different duties, they do not feel engaged due to

lack of communication with hourly employees as well as with upper management, conflictingsituations and morale issues.

Gallup’s 12 questions:

Based on the current scenario, foremen

’s responses would reflect their 

dissatisfaction and disengagement at work:Foremen would not agree to the Base Level questions. Due to conflicting managementdirection, they were not sure what is expected from them. Foremen would not agree they had

Case Analysis: the Treadway Tire Company: Job Dissatisfaction and High Turnover at the Lima Tire Plant

2268 WordsMar 9th, 201310 Pages

Case Analysis: The Treadway Tire Company: Job Dissatisfaction And High Turnover at The Lima Tire Plant

Case Analysis Questions:

1. Briefly describe the situation today at the Lima Tire plant. 2. What is the relationship between line foremen at Treadway’s Lima Plant and other groups within the plant: general supervisors and area managers, top management, the union, hourly workers, each other? Why do you believe the relationships are as they are? 3. How do you feel line foreman feel about their jobs and why? Be specific about their sources of dissatisfaction. How engaged are the line foreman? How would they respond to Gallup’s 12 Questions of a Strong Workplace? Expand on your position. 4. What are the costs of…show more content…

They did not understand what kind of authority and tools a foreman would require in meeting the objectives.
Analysis Q.3] Unequipped: Line foremen complained that they were placed on the job without any training and given no coaching once they got there. They felt disengaged on the job without the required skills and competencies. In a Lima Employee Survey, 96% foremen do not feel prepared to accomplish duties of their job.
Little discretion dealing with employees: Union contracts dictated annual pay raises, & grievance procedures had not involved foremen. General supervisors appear to look favorably upon traditional management methods which tended to be adversarial.
Career frustration: Few foremen, those were external hire, must have felt frustrated by their low potential for advancement as almost all of promoted positions at Lima were filled from within the plant.
Isolated / not involved: Foremen had not felt recognized or connected. Foreman lack required authorities to perform assigned duties. 86% foremen felt the management is not sensitive to their problem. Although foremen’s job involved different duties, they do not feel engaged due to lack of communication with hourly employees as well as with upper management, conflicting situations and morale issues.
Gallup’s 12 questions: Based on the current scenario, foremen’s responses would reflect their dissatisfaction and disengagement at work:
Foremen would not agree to the Base Level questions.

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