我的購物車 (0)
我的帳號資料
我的訂單紀錄
我的學校教授
我的學校課程

[ Tips ] 一分鐘使用導覽

搜尋 
請輸入欲查詢之關鍵字
 
  進階搜尋
依主題瀏覽 
依商品類型瀏覽 
依出版日期瀏覽 
依作者瀏覽(姓) 
A
B
C
D
E
F
G
H
I
J
K
L
M
N
O
P
Q
R
S
T
V
W
Y
Z
銷售排行榜 
 您所選取的商品項目

> Engstrom Auto Mirror Plant: Motivating in Good Times and Bad

商品編號: 2175
出版日期: 2008/04/11
作者姓名:
Beer, Michael;Collins, Elizabeth
商品類別: Other
商品規格: 8p

再版日期:
地域: Indiana
產業: Automotive parts & accessories
個案年度: -  

 


商品敘述:

When students have the English-language PDF of this Brief Case in a coursepack, they will also have the option to purchase an audio version. In May 2007, the Engstrom Auto Mirrors plant, a relatively small supplier based in Indiana, faces a crisis. The business was in the second year of a downturn. Sales had started to decline in 2005; a year later, plant manager Ron Bent had been forced to lay off more than 20 percent of the work force. Plant productivity was dropping, employee morale was low, and product-quality issues had begun to surface. Relationships with key customers were at risk. Downturns were not new at Engstrom. When the plant had reached a similar crisis point years earlier, the institution of a Scanlon Plan, a company-wide employee incentive program, had proven critical in building morale, increasing productivity and product quality, and leading Engstrom into a turnaround. For several subsequent years, Engstrom workers had received regular Scanlon pay bonuses. But the bonuses had stopped in 2006, and now Ron Bent must determine how to get the plant back on track. Should he revise the Scanlon setup? Remove Scanlon and try another plan? Identify and change other organizational factors that may be sabotaging Scanlon?


涵蓋領域:

Change management;Employees;Goals;Hiring & employment;Incentives;Leadership;Manufacturing;Motivation;Organizational behavior


相關資料:

HBS Brief Case Teaching Note, (2176), 9p, by Michael Beer, Elizabeth Collins