A Case Study Analysis

1524 words - 7 pages

ZAP!!, A Case Study AnalysisZAP!! needs to be zapped. ZAP!! has a problem that will not go away. ZAP!! management has implemented a new manufacturing quality control system and would like full employee participation. However, not all employees (assemblers) participate in the weekly quality control meetings and those who do are reluctant to address the issues or express their views. ZAP!! management does not want to terminate any of the assemblers but that is one of the alternatives being suggested by the first line managers. To resolve this problem ZAP!! needs to identify the problem, identify the causes of the problem, and propose and implement possible solutions.Identify the ProblemTo ...view middle of the document...

Viewed from the assemblers perspective there are a number of issues that need to be resolved regarding the quality control meetings and the subsequent participation by the assemblers, in same.ZAP!! management is dismayed by the lack of enthusiasm displayed by the assemblers regarding ZAP!!'s "world-class manufacturing quality control" effort. Management feels that the pamphlets and memos that were handed out to all employees regarding the quality control program fully explained the program, and what the company is hoping to accomplish with its quality control program. It would appear that the ZAP!! management feels that they have done all it is necessary to solve the problem and are reluctant to take any further action.The first line managers are more directly involved with the assemblers and the quality control issue, yet there have been few success stories. The first line managers have attempted to engage the assemblers during the quality control meetings with little success. The first line managers would like to see more direct participation from the assemblers. The first line managers want the assemblers to discuss possible improvements or problems regarding the workplace. They want the assemblers to participate in developing solutions or improvements, and to give insight into the problems. Originally, the first line managers thought differing languages might be a root cause of the non-participation in the quality control meetings. Subsequently assemblers received language training but the participation during the quality control meetings did not improve. The first line managers have discussed among themselves possible repercussions for failing to participate in the meetings. These repercussions could include penalizing the assemblers on their job evaluations or termination from ZAP!!. The first line managers are frustrated by the lack of participation by the assemblers and feel they may have no recourse but to penalize the assemblers.The corporate training supervisor acknowledges that language training has not resolved the issue of participation by the assemblers. The corporate training supervisor has expressed regret that any of the assemblers may be terminated as they are good at their jobs and have been with ZAP!! for some time. The corporate training supervisor is uncertain as to how he should proceed, but does appear to understand that something must be done to rectify the situation to the satisfaction of both parties.Identify the Causes of the ProblemCommunication can be either high- or low-context. Many foreign-born professionals clash with American business culture in such areas as harmony (specifically, saving face and tolerance for confrontations), concepts of group versus the individual (identity, assigning responsibility, competition, setting goals, and independence), valuing others (concepts of friendship and how people are hired and promoted), and attitude toward authority (Thiederman, 1991). It is important to accept...

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