Engstrom auto mirror plant motivating in good times and bad. Case Study Review: Engstrom Auto Mirror Plant Free Essay Example 2022-12-18
Engstrom auto mirror plant motivating in good times and bad Rating:
7,1/10
862
reviews
Muscle contraction is the process by which a muscle shortens and produces force. It is essential for movement and is controlled by the nervous system.
The structure within a muscle that is stimulated to cause a contraction is the sarcomere. The sarcomere is the basic unit of muscle contraction and is composed of thin filaments called actin and thick filaments called myosin.
When a muscle is stimulated, an electrical impulse, or action potential, travels down a motor neuron and reaches the muscle fibers. This causes the release of a chemical called acetylcholine at the neuromuscular junction, which triggers a chain reaction within the muscle fibers.
The acetylcholine causes the thin filaments of actin to slide along the thick filaments of myosin, resulting in the contraction of the sarcomere. This sliding motion is known as the sliding filament theory and is the basis of muscle contraction.
In addition to the sarcomeres, there are other structures within a muscle that contribute to contraction. The sarcoplasmic reticulum is a network of tubes within the muscle cell that stores and releases calcium ions, which are essential for muscle contraction. The mitochondria, the "powerhouses" of the cell, produce energy in the form of ATP, which is necessary for the sliding filament theory to occur.
Overall, the structure that is stimulated to cause a muscle contraction is the sarcomere, through the process of the sliding filament theory and the release of calcium ions. The contraction of multiple sarcomeres within a muscle fiber allows the muscle to produce force and movement.
Case Study Review: Engstrom Auto Mirror Plant Free Essay Example
Downturns were not new at Engstrom. Bent implemented and organization-wide employee incentive plan named the Scanlon Plan. Engstrom Auto Mirror plant is a privately-owned business in Richmond, Indiana that manufactures mirrors for trucks and automobiles, and has been in operation since 1948. However, before he could do so the industry took a hit in 2005 negatively impacting sales and company culture. Providing them with opportunities for progression and praising them upon achieving set targets can go a long way in boosting morale and thus improve productivity Haynes, 2012. Rewards do not always have to come in the form of a bonus or pay raises. The organizational challenges that Engstrom Auto Mirror was facing included low employee morale and subsequent low performance and productivity.
The incentive to innovate and do better, and perhaps provide employees suggestions diminishes over time because active employees are during the work while passive employees are reaping the benefits. The 3 needs in order to attain equity are physiological, economic and psychological. Due to their failure to honor the plan, which was to pay individual employees their bonuses, the management team can use behavioral theories to help understand and resolve these issues at hand. They stopped suggesting ideas which is why Bent saw the drop from hundreds to 50 a year. Employees were emotional and divided the plant. It would be easy to share thoughts with Bent and provide him with the research and a plan that that supports the solutions being proposed. However, sticking to the same incentives plan also might not be a good idea because people usually get used to such things very easily.
Especially because they used to measure achievement by total units produced prior to Scanlon. Bent did address possible layoffs, the decreased performance and the possibility of the plant shutting down. This motivated employees, and increased productivity and the quality of products. At Engstrom 3 critical elements of employees are missing: equity, achievement and camaraderie. Layoffs occurred in mid-2006 decreasing 18% of the workforce. Their Union brotherhood became more assertive and more difficult in relations, allowing employees to have the false security of protection while their entitlements raised. What was left was split 75% to the employees and 25% to the company.
Engstrom Auto Mirror Plant: Motivating in Good Times and Bad
Other intrinsic rewards should have been slowly introduced to the workforce in an attempt to phase out or allow modifications to the Scanlon Plan. Lastly the Contingency approaches will be used to determine if in this new state, improved upward and downward communication can improve relations and ownership by the labor force Newstrom, 2015. Next, they must reward them for their hard work, let them know you see them and what they are contributing. When workers assume that the company is deliberately withholding information, the void is filled with paranoid thoughts about what is really going on. Numerous issues in labor-management relations are of this kind.
Engstrom Auto Mirror Plant: Motivating in Good Times and Bad
. The business was in the second year of a downturn. The more they work the faster they roll towards their bonuses; this magical spell is a win-win situation for both the employees and the management. Bent internally struggles, going back and forth on how the plan could have failed if it worked for so many years and turned Engstrom around the first time. The Scanlon Plan lacks in this aspect.
Engstrom Auto Mirror Plant: Motivation in Good Times and Bad
Bent is forced to reevaluate the Scanlon incentive plan in order to increase productivity and sales, or another layoff could be pending, or Engstrom could close their doors indefinitely. Therefore, when the bonuses stopped, the workers responded with anger and suspicion, as if something that rightfully belonged to them had been taken away Beer et. Haley focused their attention on improving morale amongst the workforce; however the industry took a hit in 2005 and sales were negatively impacted. Although initially successful in inspiring a collaborative culture and strengthened productivity, the workforce became untrusting of the plan structure, because of the complexity of the calculations. The major issues that must be discussed is the slow response to the signs of employee dissatisfaction and the lack of measures taken to decrease the dissatisfaction, and also, the actions taken that increased the dissatisfaction. Job security came into question when the industry downturn occurred.
Engstrom Auto Mirror Plant Motivating in Good and Bad
Morale issues were retuning and Bent needed to do something fast before it was a downward spiral with no saving. However, after analyzing the plant, the main issue is productivity and more recently product quality concerns. However, this was not the first decline in operations that Engstrom and Mr. This case is extremely relevant because it looks at organizational behavior everyday problems and analyses issues of building relationships with employees. Remove Scanlon and try another plan? The employees have now lost any motivation to work hard for the company. Business sales were declining for the second consecutive year, causing Mr. Bent replaced lacked the education and understanding of the new technology and resigned from his positon.
He came and implemented an employee incentive program Human Behavior Essay Final Project Milestone 1: Introduction Organizational Issues at the Engstrom Auto Mirror Plant October 11, 2015 Final Project Milestone 1: Introduction, Organizational Issues at the Engstrom Auto Mirror Plant My review of the Engstrom Auto Mirror Plant: Motivating in Good Times and Bad case study allows me to identify certain organizational issues within the company. Being able to achieve personal and organizational goals, taking pride in it and receiving recognition are needed to acquire the sense of achievement. Employees lost their desire to invest in continuous improvement. Although the management team attempted to be transparent in their communication Newstrom, 2015, p. Engstrom was transparent in the calculations of the formulas to employees; however, employees began believing the company was padding numbers to ensure the company would receive additional profits and employees would receive lower bonuses. Bent emphasized the Scanlon Plan over any other incentive. Any month in which labor vs.
He lacked the knowledge and expertise, of the new technology, needed in order to quickly solve problems. Production lines were being redesigned to incorporate new technology, increasing production time which caused frustrated customers in addition to losing some. Engstrom Auto Mirror Plant: Motivating in Good Times and Bad. If they do not this forms a lack of trust between employee and management. For more than a year, plant manager Ron Bent and his assistant, Joe Haley, had focused their Friday meetings on the troubling numbers, but the tenor of their May 14, 2007, meeting was different. Bent encountered issues with the staff as productivity was declining, concerns of the quality of the products arose, employee moral hit an all-time low and key customers business relationships were at risk. Unfortunately, the Scanlon plan, which was at one time an effective way of turning the plant around is to blame for the now downfall.
Over time, cooperation and collaboration will increase because employees will be satisfied with their work, feel appreciated and their needs will be met. In the following year, plant manager Ron Bent laid off 46 of his 255 employees. The numbers are decreasing again; sales are dropping because of slow productivity and product quality issues are occurring. Employees are not confident that productivity goals are attainable, losing interest and a sense of pride of their role and company. With a lack of suggestions this leads to the belief of a deeper underlying issue. They are a small business focusing on the production and distribution of mirrors for automobiles and trucks since 1948. This decreased morale even more.
