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Will Teams Work

An automobile parts manufacturer was attempting to institute employee problem-solving teams to improve quality. This action was strongly encouraged by its biggest customer, a major automobile manufacturer. The competition in the original equipment manufacturing (OEM) business is, especially fierce. The major automobile manufacturers (Ford, GM, DaimlerChrysler, Toyota, Honda, etc.) now demand high-quality parts at extremely low costs, and they often play one supplier against the other in order to force the OEM industry to meet their standards.

A training needs analysis of middle- and first-level production managers was conducted. These managers were responsible for the operation of the parts production system, a system that is highly mechanized and somewhat automated. The labor force in this area is primarily high school graduates, but many have less education. The manager's responsibility prior to the change was to ensure that the hourly workers did their jobs in the proper manner and that the right amount and type of parts were produced to meet the production schedule.
The TNA showed low technical knowledge among these managers because they had been hired to monitor the hourly employees. They didn't really understand the machinery and equipment and had never operated it. Most of them use a confrontational style in dealing with their subordinates because they feel that if they took a gentler approach, the unionized workforce would take advantage of them. They were all selected on the basis of their high need to control their environment, strong desire to achieve, and willingness to work with others to
get the job done. These traits still characterize this group of managers.

Questions
1. What is the managerial context in which these managers will be operating? Do you think training designed to help managers understand the context they will be operating in will be helpful? Why or why not?
2. What types of competencies should be developed in the management training? Give your rationale.
3. What types of training should be used to provide the different competencies? How long will it take to provide this training? Give your rationale.
4. What are the alternatives to management development? Do you think one of these alternatives should be used? Why or why not?

Questions should be answered separately with a minimun of 2 paragraphs each and any citation in APA style

Solution Preview

I have provided an outline based on the questions in the posting. If you need any further help, please do not hesitate to ask.

1. What is the managerial context in which these managers will be operating? Do you think training designed to help managers understand the context they will be operating in will be helpful? Why or why not?
These managers will have to become team leaders and supporters. They will be required to build teams to problem solve and complete projects make the company more efficient and competitive in the industry. Each manager will have to lead rather than supervise. To do this, the managers will have to approach employees and others differently.
Yes, the good managers will be helped by training. The goal of training to teach how to do the job one is given. However, it is the management promoting and modeling the new behaviors they want the managers to apply, which reinforces the training.. Then training will help to explain how and what to do, how the team building will work, and how to get the best results for the management.

2. What types of competencies should be developed in the management training? Give your rationale.
Listening and skills in listening such as reflective listening. Team building and team support. Building ...

Solution Summary

The following posting discusses managerial development training in organizations.

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