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Jersey Dairies Ltd faced increasing
Jersey Dairies Ltd faced increasing competition that threatened its dominant market share. Senior management at the 300-employee dairy food processing company decided that the best way to maintain or increase market share was to take the plunge into a quality management (QM) program. Jersey hired consultants to educate management and employees about the QM process, and sent several managers to QM seminars. A steering team of managers and a few employees visited other QM companies throughout the country and in other countries around the region.
To strengthen the company's QM focus, Jersey president Tina Stavros created a new position called vice president of quality, and hired James Alder into that position. Alder, who previously worked as a QM consultant at a major consulting firm, was enthusiastic about implementing a complete QM program. One of Alder's first accomplishments was persuading management to give every employee in the organisation several days of training in quality measurement (e.g. Pareto diagrams), structured problem solving and related QM practices. Jersey's largely unskilled workforce had difficulty learning this material, so the training took longer than expected and another round was required one year later.
Alder worked with production managers to form continuous improvement (CI) teams—groups of employees who looked for ways to cut costs, time and space throughout the work process. Although Alder was enthusiastic about CI teams, most supervisors and employees were reluctant to get involved. Supervisors complained that the CI teams were ‘asking too many questions’ about activities in their department. Less than one-quarter of the production areas formed CI teams because employees thought QM was a fancy way for management to speed up the work. This view was reinforced by some of management's subsequent actions, such as setting higher production targets and requiring employees to complete the tasks of those who were absent from work.
To gain more support for QM, Jersey president Tina Stavros spoke regularly to employees and supervisors about how QM was their answer to beating the competition and saving jobs. Although these talks took her away from other duties, she wanted every employee to know that their primary objective was to improve customer service and production efficiency in the company. To encourage more involvement in the CI teams, Stavros and Alder warned employees that they must support the QM program to save their jobs. To further emphasise this message, the company placed large signs throughout the company's production facilities that said, ‘Our Jobs Depend on Satisfied Customers’ and ‘Quality Management: Our Competitive Advantage’.
Alder and Stavros agreed that Jersey's suppliers must have a strong commitment toward the QM philosophy, so Jersey's purchasing manager was told to get suppliers ‘on board’ or find alternative sources. Unfortunately, the purchasing manager preferred a more collegial and passive involvement with suppliers, so he was replaced a few months later. The new purchasing manager informed suppliers that they should begin a QM program immediately because Jersey would negotiate for lower prices in the next contracts and would evaluate their bids partly based on their QM programs.
Twenty months after Jersey Dairies began its QM journey, Tina Stavros accepted a lucrative job offer from a large food products company in Europe. Jersey Dairies promoted its vice president of finance, Thomas Cheun, to the president's job. The board of directors was concerned about Jersey's falling profits over the previous couple of years and wanted Cheun to strengthen the bottom line. Although some CI teams did find cost savings, these were mostly offset by higher expenses. The company had nearly tripled its training budget and had significantly higher costs in paid time off costs as employees took these courses. A considerable sum was spent on customer surveys and focus groups. Employee turnover was higher, mainly due to dissatisfaction with the QM program. Just before Stavros left the company, she received word that many employees were joining the union, whereas few had been members previously.
A group of suppliers asked for a confidential meeting in which they told Cheun to reconsider the QM demands on them. They complained that their long-term relationships with Jersey were being damaged and that other dairies were being more realistic about price, quality and delivery requirements. Two major suppliers bluntly stated that they might decide to end their contracts with Jersey rather than agree to Jersey's demands.
Almost two years after Jersey Dairies began QM, Thomas Cheun announced that James Alder was leaving Jersey Dairies, that the position of vice president of quality would no longer exist, and that the company would end several QM initiatives begun over the previous two years. Instead, Jersey Dairies Ltd would use better marketing strategies and introduce new technologies to improve its competitive position in the marketplace.
1. What perspective of organisational effectiveness did Tina Stavros and James Alder attempt to apply in this case? Describe how specific elements of that perspective related to their interventions.
2. Explain what went wrong in this case, using one or more of the other perspectives of organisational effectiveness
To strengthen the company's QM focus, Jersey president Tina Stavros created a new position called vice president of quality, and hired James Alder into that position. Alder, who previously worked as a QM consultant at a major consulting firm, was enthusiastic about implementing a complete QM program. One of Alder's first accomplishments was persuading management to give every employee in the organisation several days of training in quality measurement (e.g. Pareto diagrams), structured problem solving and related QM practices. Jersey's largely unskilled workforce had difficulty learning this material, so the training took longer than expected and another round was required one year later.
Alder worked with production managers to form continuous improvement (CI) teams—groups of employees who looked for ways to cut costs, time and space throughout the work process. Although Alder was enthusiastic about CI teams, most supervisors and employees were reluctant to get involved. Supervisors complained that the CI teams were ‘asking too many questions’ about activities in their department. Less than one-quarter of the production areas formed CI teams because employees thought QM was a fancy way for management to speed up the work. This view was reinforced by some of management's subsequent actions, such as setting higher production targets and requiring employees to complete the tasks of those who were absent from work.
To gain more support for QM, Jersey president Tina Stavros spoke regularly to employees and supervisors about how QM was their answer to beating the competition and saving jobs. Although these talks took her away from other duties, she wanted every employee to know that their primary objective was to improve customer service and production efficiency in the company. To encourage more involvement in the CI teams, Stavros and Alder warned employees that they must support the QM program to save their jobs. To further emphasise this message, the company placed large signs throughout the company's production facilities that said, ‘Our Jobs Depend on Satisfied Customers’ and ‘Quality Management: Our Competitive Advantage’.
Alder and Stavros agreed that Jersey's suppliers must have a strong commitment toward the QM philosophy, so Jersey's purchasing manager was told to get suppliers ‘on board’ or find alternative sources. Unfortunately, the purchasing manager preferred a more collegial and passive involvement with suppliers, so he was replaced a few months later. The new purchasing manager informed suppliers that they should begin a QM program immediately because Jersey would negotiate for lower prices in the next contracts and would evaluate their bids partly based on their QM programs.
Twenty months after Jersey Dairies began its QM journey, Tina Stavros accepted a lucrative job offer from a large food products company in Europe. Jersey Dairies promoted its vice president of finance, Thomas Cheun, to the president's job. The board of directors was concerned about Jersey's falling profits over the previous couple of years and wanted Cheun to strengthen the bottom line. Although some CI teams did find cost savings, these were mostly offset by higher expenses. The company had nearly tripled its training budget and had significantly higher costs in paid time off costs as employees took these courses. A considerable sum was spent on customer surveys and focus groups. Employee turnover was higher, mainly due to dissatisfaction with the QM program. Just before Stavros left the company, she received word that many employees were joining the union, whereas few had been members previously.
A group of suppliers asked for a confidential meeting in which they told Cheun to reconsider the QM demands on them. They complained that their long-term relationships with Jersey were being damaged and that other dairies were being more realistic about price, quality and delivery requirements. Two major suppliers bluntly stated that they might decide to end their contracts with Jersey rather than agree to Jersey's demands.
Almost two years after Jersey Dairies began QM, Thomas Cheun announced that James Alder was leaving Jersey Dairies, that the position of vice president of quality would no longer exist, and that the company would end several QM initiatives begun over the previous two years. Instead, Jersey Dairies Ltd would use better marketing strategies and introduce new technologies to improve its competitive position in the marketplace.
1. What perspective of organisational effectiveness did Tina Stavros and James Alder attempt to apply in this case? Describe how specific elements of that perspective related to their interventions.
2. Explain what went wrong in this case, using one or more of the other perspectives of organisational effectiveness
0/5000
Jersey Dairies Ltd faced increasing competition that threatened its dominant market share. Senior management at the 300-employee dairy food processing company decided that the best way to maintain or increase market share was to take the plunge into a quality management (QM) program. Jersey hired consultants to educate management and employees about the QM process, and sent several managers to QM seminars. A steering team of managers and a few employees visited other QM companies throughout the country and in other countries around the region.
To strengthen the company's QM focus, Jersey president Tina Stavros created a new position called vice president of quality, and hired James Alder into that position. Alder, who previously worked as a QM consultant at a major consulting firm, was enthusiastic about implementing a complete QM program. One of Alder's first accomplishments was persuading management to give every employee in the organisation several days of training in quality measurement (e.g. Pareto diagrams), structured problem solving and related QM practices. Jersey's largely unskilled workforce had difficulty learning this material, so the training took longer than expected and another round was required one year later.
Alder worked with production managers to form continuous improvement (CI) teams—groups of employees who looked for ways to cut costs, time and space throughout the work process. Although Alder was enthusiastic about CI teams, most supervisors and employees were reluctant to get involved. Supervisors complained that the CI teams were ‘asking too many questions’ about activities in their department. Less than one-quarter of the production areas formed CI teams because employees thought QM was a fancy way for management to speed up the work. This view was reinforced by some of management's subsequent actions, such as setting higher production targets and requiring employees to complete the tasks of those who were absent from work.
To gain more support for QM, Jersey president Tina Stavros spoke regularly to employees and supervisors about how QM was their answer to beating the competition and saving jobs. Although these talks took her away from other duties, she wanted every employee to know that their primary objective was to improve customer service and production efficiency in the company. To encourage more involvement in the CI teams, Stavros and Alder warned employees that they must support the QM program to save their jobs. To further emphasise this message, the company placed large signs throughout the company's production facilities that said, ‘Our Jobs Depend on Satisfied Customers’ and ‘Quality Management: Our Competitive Advantage’.
Alder and Stavros agreed that Jersey's suppliers must have a strong commitment toward the QM philosophy, so Jersey's purchasing manager was told to get suppliers ‘on board’ or find alternative sources. Unfortunately, the purchasing manager preferred a more collegial and passive involvement with suppliers, so he was replaced a few months later. The new purchasing manager informed suppliers that they should begin a QM program immediately because Jersey would negotiate for lower prices in the next contracts and would evaluate their bids partly based on their QM programs.
Twenty months after Jersey Dairies began its QM journey, Tina Stavros accepted a lucrative job offer from a large food products company in Europe. Jersey Dairies promoted its vice president of finance, Thomas Cheun, to the president's job. The board of directors was concerned about Jersey's falling profits over the previous couple of years and wanted Cheun to strengthen the bottom line. Although some CI teams did find cost savings, these were mostly offset by higher expenses. The company had nearly tripled its training budget and had significantly higher costs in paid time off costs as employees took these courses. A considerable sum was spent on customer surveys and focus groups. Employee turnover was higher, mainly due to dissatisfaction with the QM program. Just before Stavros left the company, she received word that many employees were joining the union, whereas few had been members previously.
A group of suppliers asked for a confidential meeting in which they told Cheun to reconsider the QM demands on them. They complained that their long-term relationships with Jersey were being damaged and that other dairies were being more realistic about price, quality and delivery requirements. Two major suppliers bluntly stated that they might decide to end their contracts with Jersey rather than agree to Jersey's demands.
Almost two years after Jersey Dairies began QM, Thomas Cheun announced that James Alder was leaving Jersey Dairies, that the position of vice president of quality would no longer exist, and that the company would end several QM initiatives begun over the previous two years. Instead, Jersey Dairies Ltd would use better marketing strategies and introduce new technologies to improve its competitive position in the marketplace.
1. What perspective of organisational effectiveness did Tina Stavros and James Alder attempt to apply in this case? Describe how specific elements of that perspective related to their interventions.
2. Explain what went wrong in this case, using one or more of the other perspectives of organisational effectiveness
To strengthen the company's QM focus, Jersey president Tina Stavros created a new position called vice president of quality, and hired James Alder into that position. Alder, who previously worked as a QM consultant at a major consulting firm, was enthusiastic about implementing a complete QM program. One of Alder's first accomplishments was persuading management to give every employee in the organisation several days of training in quality measurement (e.g. Pareto diagrams), structured problem solving and related QM practices. Jersey's largely unskilled workforce had difficulty learning this material, so the training took longer than expected and another round was required one year later.
Alder worked with production managers to form continuous improvement (CI) teams—groups of employees who looked for ways to cut costs, time and space throughout the work process. Although Alder was enthusiastic about CI teams, most supervisors and employees were reluctant to get involved. Supervisors complained that the CI teams were ‘asking too many questions’ about activities in their department. Less than one-quarter of the production areas formed CI teams because employees thought QM was a fancy way for management to speed up the work. This view was reinforced by some of management's subsequent actions, such as setting higher production targets and requiring employees to complete the tasks of those who were absent from work.
To gain more support for QM, Jersey president Tina Stavros spoke regularly to employees and supervisors about how QM was their answer to beating the competition and saving jobs. Although these talks took her away from other duties, she wanted every employee to know that their primary objective was to improve customer service and production efficiency in the company. To encourage more involvement in the CI teams, Stavros and Alder warned employees that they must support the QM program to save their jobs. To further emphasise this message, the company placed large signs throughout the company's production facilities that said, ‘Our Jobs Depend on Satisfied Customers’ and ‘Quality Management: Our Competitive Advantage’.
Alder and Stavros agreed that Jersey's suppliers must have a strong commitment toward the QM philosophy, so Jersey's purchasing manager was told to get suppliers ‘on board’ or find alternative sources. Unfortunately, the purchasing manager preferred a more collegial and passive involvement with suppliers, so he was replaced a few months later. The new purchasing manager informed suppliers that they should begin a QM program immediately because Jersey would negotiate for lower prices in the next contracts and would evaluate their bids partly based on their QM programs.
Twenty months after Jersey Dairies began its QM journey, Tina Stavros accepted a lucrative job offer from a large food products company in Europe. Jersey Dairies promoted its vice president of finance, Thomas Cheun, to the president's job. The board of directors was concerned about Jersey's falling profits over the previous couple of years and wanted Cheun to strengthen the bottom line. Although some CI teams did find cost savings, these were mostly offset by higher expenses. The company had nearly tripled its training budget and had significantly higher costs in paid time off costs as employees took these courses. A considerable sum was spent on customer surveys and focus groups. Employee turnover was higher, mainly due to dissatisfaction with the QM program. Just before Stavros left the company, she received word that many employees were joining the union, whereas few had been members previously.
A group of suppliers asked for a confidential meeting in which they told Cheun to reconsider the QM demands on them. They complained that their long-term relationships with Jersey were being damaged and that other dairies were being more realistic about price, quality and delivery requirements. Two major suppliers bluntly stated that they might decide to end their contracts with Jersey rather than agree to Jersey's demands.
Almost two years after Jersey Dairies began QM, Thomas Cheun announced that James Alder was leaving Jersey Dairies, that the position of vice president of quality would no longer exist, and that the company would end several QM initiatives begun over the previous two years. Instead, Jersey Dairies Ltd would use better marketing strategies and introduce new technologies to improve its competitive position in the marketplace.
1. What perspective of organisational effectiveness did Tina Stavros and James Alder attempt to apply in this case? Describe how specific elements of that perspective related to their interventions.
2. Explain what went wrong in this case, using one or more of the other perspectives of organisational effectiveness
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Jersey Dairies Ltd phải đối mặt với sự cạnh tranh ngày càng tăng, đe dọa thị phần vượt trội của nó. Quản lý cấp cao tại các công ty chế biến thực phẩm từ sữa 300 nhân viên quyết định rằng cách tốt nhất để duy trì hoặc tăng thị phần là để đi plunge vào một chương trình quản lý chất lượng (QM). Jersey thuê chuyên gia tư vấn giáo dục quản lý và nhân viên về các quy trình quản lý chất lượng, và gửi một số nhà quản lý để quản lý chất lượng các cuộc hội thảo. Một nhóm nghiên cứu chỉ đạo của các nhà quản lý và một số nhân viên đã đến thăm công ty QM khác trong cả nước và ở các nước khác trong khu vực. Để tăng cường quản lý chất lượng tập trung của công ty, chủ tịch Jersey Tina Stavros tạo ra một vị thế mới gọi là phó chủ tịch của chất lượng và thuê James Alder vào vị trí đó. Alder, người trước đó đã làm việc như một nhà tư vấn quản lý chất lượng tại công ty tư vấn lớn, đã được nhiệt tình về việc thực hiện một chương trình quản lý chất lượng hoàn chỉnh. Một trong những thành tựu đầu tiên của Alder đã thuyết phục quản lý để cung cấp cho mỗi nhân viên trong tổ chức vài ngày huấn luyện trong đo lường chất lượng (ví dụ như sơ đồ Pareto), cấu trúc giải quyết vấn đề và thực hành quản lý chất lượng có liên quan. Lực lượng lao động chủ yếu là lao động phổ thông Jersey gặp khó khăn khi học vật liệu này, việc đào tạo mất nhiều thời gian hơn dự kiến và một vòng nữa đã yêu cầu một năm sau đó. Alder đã làm việc với các nhà quản lý sản xuất để hình thành liên tục cải tiến (CI) đội nhóm của người lao động tìm cách để cắt giảm chi phí , thời gian và không gian trong suốt quá trình làm việc. Mặc dù Alder đã rất nhiệt tình đội CI, hầu hết các giám sát viên và nhân viên rất miễn cưỡng tham gia. Giám sát viên phàn nàn rằng đội CI đã 'đòi hỏi quá nhiều câu hỏi' về hoạt động trong bộ phận của họ. Ít hơn một phần tư của khu vực sản xuất hình thành các đội CI vì nhân viên nghĩ QM là một cách ưa thích để quản lý để tăng tốc độ công việc. Quan điểm này được củng cố bởi một số hành động tiếp theo của ban quản lý, chẳng hạn như thiết lập các mục tiêu sản xuất cao hơn và yêu cầu nhân viên để hoàn thành nhiệm vụ của những người đã nghỉ việc. Để đạt được hỗ trợ nhiều hơn cho QM, chủ tịch Jersey Tina Stavros nói chuyện thường xuyên với nhân viên và giám sát viên về cách QM là câu trả lời để đánh bại các đối thủ cạnh tranh và tiết kiệm công việc. Mặc dù các cuộc đàm phán mang cô đi từ các nhiệm vụ khác, cô muốn mọi nhân viên biết rằng mục tiêu chính của họ là để cải thiện dịch vụ khách hàng và hiệu quả sản xuất trong công ty. Để khuyến khích sự tham gia nhiều hơn trong các đội CI, Stavros và Alder cảnh báo nhân viên rằng họ phải hỗ trợ các chương trình quản lý chất lượng để giữ lại việc làm. Để nhấn mạnh thêm thông điệp này, công ty đã có dấu hiệu lớn trên khắp cơ sở sản xuất của công ty cho biết, "Việc chúng tôi Phụ thuộc vào khách hàng hài lòng" và "Quản lý chất lượng: Lợi thế cạnh tranh của chúng tôi '. Alder và Stavros đồng ý rằng các nhà cung cấp Jersey phải có một cam kết mạnh mẽ về phía triết lý QM, để quản lý mua hàng của Jersey đã nói với các nhà cung cấp để có được 'trên tàu' hoặc tìm các nguồn thay thế. Thật không may, quản lý mua hàng ưa thích sự tham gia sâu rộng hơn và thụ động với các nhà cung cấp, do đó, ông đã thay thế một vài tháng sau đó. Việc quản lý mua hàng mới thông báo các nhà cung cấp mà họ nên bắt đầu một chương trình quản lý chất lượng ngay lập tức vì Jersey sẽ thương lượng với giá thấp hơn trong các hợp đồng tiếp theo và sẽ đánh giá hồ sơ dự thầu một phần dựa trên các chương trình quản lý chất lượng của họ. Hai mươi tháng sau Jersey máy sữa bắt đầu hành trình của mình QM, Tina Stavros chấp nhận một lời mời làm việc hấp dẫn từ một công ty thực phẩm lớn ở châu Âu. Jersey Dairies thăng phó chủ tịch tài chính, Thomas Cheun, để công việc của tổng thống. Hội đồng quản trị đã được quan tâm về lợi nhuận rơi Jersey trong vài năm trước đây và muốn Cheun để tăng cường dòng dưới cùng. Mặc dù một số đội CI đã tìm tiết kiệm chi phí, nhưng đã được chủ yếu là bù đắp bởi chi phí cao hơn. Công ty này đã tăng gần gấp ba ngân sách đào tạo của mình và có chi phí cao hơn đáng kể trong thời gian nghỉ chi phí trả lương như người lao động mất các khóa học này. Một khoản tiền đáng kể đã được chi cho các cuộc điều tra khách hàng và các nhóm tập trung. Với mức doanh thu cao hơn, chủ yếu là do không hài lòng với chương trình quản lý chất lượng. Ngay trước khi Stavros rời công ty, cô nhận được tin rằng nhiều nhân viên đã tham gia công đoàn, trong khi vài thành viên đã được trước đó. Một nhóm các nhà cung cấp yêu cầu một cuộc họp bí mật, trong đó họ nói với Cheun để xem xét lại các yêu cầu quản lý chất lượng trên chúng. Họ phàn nàn rằng mối quan hệ lâu dài với Jersey đã bị hư hỏng và rằng công ty sữa khác đã được thực tế hơn về giá cả, chất lượng và giao hàng yêu cầu. Hai nhà cung cấp lớn công khai tuyên bố rằng họ có thể quyết định chấm dứt hợp đồng của họ với Jersey hơn là đồng ý với yêu cầu Jersey. Gần hai năm sau khi Jersey máy sữa bắt đầu QM, Thomas Cheun bố rằng James Alder rời Jersey Dairies, mà vị trí phó chủ tịch của chất lượng sẽ không còn tồn tại, và rằng công ty sẽ kết thúc một số sáng kiến QM bắt đầu trong hai năm trước đó. Thay vào đó, Jersey Dairies Ltd sẽ sử dụng các chiến lược tiếp thị tốt hơn và giới thiệu các công nghệ mới để nâng cao vị thế cạnh tranh của mình trên thị trường. 1. Có gì quan điểm của hiệu quả tổ chức đã Tina Stavros và James Alder cố gắng để áp dụng trong trường hợp này? Mô tả cách thức mà các yếu tố của quan điểm liên quan đến sự can thiệp của họ cụ thể. 2. Giải thích những gì đã xảy ra trong trường hợp này, sử dụng một hoặc nhiều hơn các quan điểm khác về hiệu quả tổ chức
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- Our subsidiaries and OCTANORM licensees
- So if you wanted to write about an EEG,
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- are you going to have some wine
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- We fight all the time like Tom and Jerry
- vấn đề này xảy ra trên một số models của
