I strictly believe, it is still Mr. Furthermore, if Simard had discussed the time clocks with other managers prior to implementing his policy, he would have learnt the consequences through the instance at the B. A few people began showing up late, leaving early or taking extended lunch breaks. It is obvious that the removal of the time clocks led to more harm than good. There were many alternatives that Simard could have attempted such as talking with his senior management team and employees, or communication with other managers at plants in order to understand the consequences of removing the time clocks.
Simard joined Ancol Ltd. The main idea behind removing the clocking system was to improve relationships between employees and management. Clearly, the issue and solution heavily depends on communication around the factory. This was an obvious issue that Simard should have seen; having a management team that did not think the decision to remove the time clocks was rash or unwise should have been a signal. If he had communicated with his senior management team and employees about the time clocks and its possible consequences, perhaps he would have found a better approach. Simard could have hired new supervisors or implemented a incentive based system but ultimately, this would have been avoided through more careful analysis and planning and therefore these should be rejected. What solutions can you suggest?
Case Study Option 3.
These solutions have obvious pitfalls as the former only creates an adversarial environment and the latter relies on bribery rather than integrity and trust. We will write a custom sample essay on Ancol Ltd.
Ltv the onset of his work term, Simard should have sought to understand why there was a rift between the employees and management. This process would take another month. Without time clocks, the payroll department could not deduct pay for the amount of time that employees were late.
Ancol Ltd. Study Essay
Sims asked supervisors to observe and record when the employees came or went and to discuss attendance problems with those abusing their privileges. There should also be examples made of the employees who have misused their liberty by either termination or suspension.
Furthermore, if Simard had discussed the time clocks with other managers prior to implementing his policy, he would have learnt the consequences through the instance at the B. This symbolic gesture, he believed, would establish a new level of credibility and strengthen relations between management and employees at the site. He needs to implement a productivity monitoring system, which can track the production of each employee.
Also, a competent manager would have found that their management is lacking in crucial interpersonal skills that may have contributed to the issue. If he had communicated with his senior management team and employees about the time clocks and its possible consequences, perhaps he would have found a better approach. In order to establish this, his first move was to remove the clock system for employees to record their shift reports.
A couple of months after the time clocks were put back in place, Sims attended an operations meeting at Ancol’s headquarters in Melbourne. This action brought an onset of negative consequences that ultimately led to a further diminishing of relations between the employees and management, accounting issues due to lack of accountability, and problems between the union and Ancol Ltd; All of these issues decreased productivity in the factory.
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However, this required yet more time and additional skills from the supervisors. Conclusion To conclude, since the issues stem from a lack of lyd and communication, the solutions should also pertain to areas of insight and communication.
What changes should occur to minimise the likelihood of these problems occurring in the future? Sncol, perhaps Simard could have trained the existing management, or replaced them with more competent staff to create a more insightful staff and a healthier work environment for the employees.
It is obvious that the removal of the time clocks led to more harm than good. Nine months after removing the time clocks, Paul Sims met with union officials, who agreed that it would be better to put the time clocks back in. With his revamped management staff, Simard would then address the underlying problems found through involvement with both the supervisors and employees.
Click to learn more https: Sorry, but copying text is forbidden stusy this website. This process will take approximately a month or two. The central issue at the Jonquiere Ancol Ltd.
Simard did not have the insight to understand the situation he was placed in. Rather than instantly acse the removal of time clocks that he had learnt from the seminar, Simard should have carefully analyzed the situation and what consequences this policy could have on the factory.