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HR Case 1

The document describes a case study involving an automobile parts manufacturer (APM) seeking to implement employee problem-solving teams. A training needs analysis found that middle and first-level production managers lacked technical knowledge of machinery and used confrontational leadership styles. The managers will need to ensure high-quality, low-cost production in a competitive industry environment. Training is recommended to develop the managers' technical skills, leadership, problem-solving abilities, and cultural awareness of a diverse workforce. Different training methods like workshops, leadership programs, simulations, and communication sessions could provide these competencies.

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atul kumar
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324 views3 pages

HR Case 1

The document describes a case study involving an automobile parts manufacturer (APM) seeking to implement employee problem-solving teams. A training needs analysis found that middle and first-level production managers lacked technical knowledge of machinery and used confrontational leadership styles. The managers will need to ensure high-quality, low-cost production in a competitive industry environment. Training is recommended to develop the managers' technical skills, leadership, problem-solving abilities, and cultural awareness of a diverse workforce. Different training methods like workshops, leadership programs, simulations, and communication sessions could provide these competencies.

Uploaded by

atul kumar
Copyright
© © All Rights Reserved
Available Formats
Download as DOCX, PDF, TXT or read online on Scribd
Download as docx, pdf, or txt
Download as docx, pdf, or txt
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Case study – 1 Assignment

Created by: ATUL KUMAR


MBAN1MG22208

An automobile parts manufacturer (APM) 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 completion in the original equipment manufacturing (OEM) business is
especially fierce. The major automobiles manufacturers now demand high quality parts at extremely
low cost, and they often play one supplier against the other 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 labour 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 was 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 did not really understand the machinery and equipment and had
never operated it. Most of them used a confrontational style in dealing with their subordinates because
they felt that if they took a gentler approach, the un unionized workforce would take advantage of
them. The managers were all selected on the basis of their high need to control their environment,
high need to achieve, and willingness to work with others to get the job done. These traits still
characterize this group of managers.

1
Q.1 Analyse the case through SWOT analysis.

SWOT Analysis:

Strengths:

1. The major automobile manufacturer strongly supports the idea of creating problem-solving
teams among employees.
2. The production system is highly mechanized and somewhat automated.
3. Middle and first-level managers are ambitious, like to control their work environment, and are
willing to work with others.

Weaknesses:

1. Managers have limited technical knowledge because their focus was on monitoring
employees rather than operating machinery.
2. Managers tend to be confrontational, which can create problems with employee morale and
cooperation.
3. The workforce has different educational backgrounds, which might affect communication and
understanding.

Opportunities:

1. Implementing employee problem-solving teams can improve the company's reputation and
competitiveness.
2. Training managers can lead to better leadership and technical knowledge, resulting in more
efficient production.

Threats:

1. The OEM industry is highly competitive, demanding high-quality parts at low costs.
2. The major automobile manufacturer may use multiple suppliers to force compliance with
their standards, creating challenges for APM.

Q.2. What is the managerial context in which these managers will operating? Do you think
training designed to help managers understand the context they will be operating in will be
helpful? Why or why not?
The managers will operate in a highly competitive environment where they need to ensure high-
quality production at low costs. Training designed to help managers understand this context will be
beneficial because it can improve their decision-making and problem-solving abilities. It can also
teach them effective leadership and communication skills, which are important for a positive and
cooperative work environment.

2
Q.3. What types of competencies should be developed in the management training? Give your
rationale.

The management training should focus on developing the following competencies:

1. Technical Knowledge: Managers need to understand the production processes and machinery
to make better decisions.
2. Leadership and Communication: Effective leadership and communication skills will improve
employee engagement and teamwork.
3. Problem-Solving: Developing problem-solving skills will help managers address production
challenges effectively.
4. Cultural Awareness: Understanding the diverse educational backgrounds of the workforce
will enhance communication and collaboration

Q .4 What types of training should be used to provide the different competencies?


APM can offer various training programs to develop the needed competencies:

1. Technical Training: Conduct workshops on production processes and machinery operation.


2. Leadership Development Programs: Implement comprehensive programs focused on
communication and team building.
3. Problem-Solving Exercises: Organize hands-on simulations to practice resolving production-
related issues.
4. Cross-Cultural Communication Training: Arrange sessions to improve communication with a
diverse workforce.

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