The Treadway Tire Company: Case Study

Q4.)
The components of the work system that contribute to the issue are as
follows: -

1. Schedules for lengthy shifts: The physical health of the workers is really being affected
as a result of the 12-hour shift. Many of them seem to be late or have called in ill. As a
result, there were several last-minute problems with locating acceptable replacement
workers.
2. Lack of definition of roles: In addition to managing the tire production line and dealing
with technical problems, the foreman must also perform various additional tasks. For
example, even if foremen lack the necessary experience, they should maintain health and
safety standards.
3. Lack of formal training: Foremen were placed in serious trouble before they had gotten
appropriate preparing. A large number of them were ignorant of basic mechanical
designing methods, for example, recording their hours and creation runs, yet they were
left all alone to learn at work. This was uncalled for with respect to the organization. They
can't anticipate that unskilled personnel should learn if no data move or preparing systems
are set up.
4. People control and collaboration with the union: Also, primarily based totally at the
exhibits, we may also deduce that the more youthful foremen, maximum in all likelihood
latest graduates, may also conflict to control the road personnel and cope with the union.
Because they don't have any beyond activity experience, they will have trouble
synchronising with a crew and guiding people to attain a goal.
5. Poor overall performance evaluation: We can conclude that the poor quality of the
performance evaluation reflects the harshness and attitude of the superiors towards the
masters, who do not want to hear any concerns and are not interested in solving the
masters' problems, but prefer to let the masters deal with their own problems Problems. It
destroys the point of input as people stop giving feedback when they think they are not
being rated.

Q5.)
 Recommended action plans are: -
1. Reduce shift times for hourly workers: Shift length is a major factor in fluctuation.
After a cost-benefit analysis and taking into account the personnel costs due to high
fluctuation and productivity losses, the proposal to reduce the shift time to 8 hours was
discussed with the management.
2. MBO Management By Objectives: Try to look at MBO from scratch. It will help in
solving many of the company's problems. Foremen should hold a joint goal-setting
meeting with hourly employees for a certain period of time, with frequent feedback on the
goal. Management must also set goals with the foremen. The participatory aspect of goal
planning ensures that goals are achievable and acceptable, and that setting precise
deadlines helps the master plan each phase in advance. This also prevents the masters
from being overwhelmed by changing requirements.
3. Initiation of formal training and mentoring programs: A formal training program on
dealing with subordinates as well as dispute and resource management is required. Wall
might suggest a 6 to 8 week induction regimen. Acquire the necessary skills and gain
experience with the actual operation of the plant. The program is designed as an On The
Job Training (OJT) program in which new employees are assigned to experienced
foremen who train them.
4. Improving interpersonal relationships: supervisors and divisional managers need to
change their attitudes; they need to have more contact with the foremen to understand the
situation; you should not be given sole responsibility for dealing with the hourly staff;
Managers must also be involved in dispute resolution. / Area managers should issue strict
decisions against hourly staff so that there is no dissatisfaction with the foremen who are
directly responsible for performing the task.
5. Line Foreman Performance Objectives: As part of MBO techniques, another
alternative would be to conduct a weekly or weekly review which also allows foremen to
conduct a full investigation of losses and their causes. Communicating the goals to the
masters in advance also helps with the planning. The attitudes of the supervisory
authorities must also be taken into account; now they blame the foremen instead of
investigating the causes of their problems. You should try to identify the causes of poor
performance, develop solutions, monitor activities, and provide feedback. This will help
develop a more supportive work atmosphere and encourage better analysis and problem
solving. In general, it will lead to a long-term environment. for the holistic development
of employees and managers