MGF 301 Mini Case Number/TUTORIALOUTLET DOT COM MGF 301 Mini Case Number/TUTORIALOUTLET DOT COM | Page 5

made in sewing, cutting, and final pressing. This caused a backlog in
shipping to world- 4 wide designers, distributors, and major
department stores that were waiting for the new
seasonal clothing lines. Top Management trusted Middle
Management and the
Supervisors. This trust resulted in an unwritten “hands-off” position
toward the second
shift. “If it ain’t broke don’t fix it” was the mantra of Jim and his first
shift team.
Unfortunately, recent events had begun to show that things were not
as rosy as once
thought.
Several key areas were in need of immediate focus for Paul; external
customer attention,
change mastery, leadership, work ethics, integrity, communication,
internal customer
focus, and development of self and others. Human Resources
consistently works with
Paul on updating his developmental plan. The recommendation was to
provide another
formal evaluation in three then six months later to be certain
improvement was noted in
these critical competencies. Paul expressed his dissatisfaction with
this outcome but
accepted the assessment none-the-less. THE REPORTS CONTINUE
Jim and the Human Resource Manager of Generations, Judy Donato,
continued to hear
the reports from employees that Paul was not a pleasant person to
work with. One tale
said that Paul would not let employees go on their break unless they
asked permission of
him directly. Jim also noticed the error rate was significantly higher
than previous on the
2nd shift. A plan to visit the 2nd shift unannounced was discussed
between Jim and Judy.
Each one did just this within the next week. Jim and Judy noticed the
same thing. Paul,