Dilemma and decision: Which should get priority, bottom line or quality of work life? Improving the quality of work life alone will not be enough
Article Abstract:
A hypothetical case of a new manager taking over a plant that has only recently begun to reach production quotas and has a history of employee morale problems, aggravated by poor working conditions, is related. The question of the hypothetical case history is whether the new manager should concentrate on production or working condition improvements. The solution suggested is that the new manager should first convince upper management that working conditions will have to improve for the long-term benefit of the company, and establish a series of goals to work toward, including both environmental improvements and productivity improvements. More specifically, the new manager should demonstrate his leadership abilities, raise the salary levels for supervisors, review the sales performance of the plant, and analyze the technological aspects of manufacturing processes and inventory control techniques.
Publication Name: International Management
Subject: Business, international
ISSN: 0020-7888
Year: 1986
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How should a company president counter Japanese competition? The president decides to take the difficult course
Article Abstract:
A hypothetical case study of a French electronics manufacturing company's competition from Japan is discussed in a problem-solution format. The problem for the French company's managing director is whether to request trade restricting legislation from his government to keep foreign imports out or to invest in modernizing his factory to make it more competitive. The solution decided upon is factory modernization, seen as the most beneficial for both the company and the country of France. The five major tenets of the modernization plan are: (1) grouping resources to reflect manufacturing processes, (2) streamlining production, (3) planning capital expenditures around selective investment policies, (4) redesigning manufacturing processes to require fewer managers, and (5) ceasing the production of standard parts and components that could be purchased by the French company.
Publication Name: International Management
Subject: Business, international
ISSN: 0020-7888
Year: 1986
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How can a Portuguese manufacturing firm ensure its survival? A mini-revolution was required - and implemented - at the company
Article Abstract:
A hypothetical management problem is proposed and solved. The problem is financial: a Portuguese manufacturer of plastic-injection machines has reduced its staff from 340 to 270 but continues to operate at a loss of $1.3 million on sales of 6.5 million for the year. Given the company's 20-year history of success prior to these problems, the managing director asks divisional managers if they have solutions to offer, other than filing for bankruptcy. The solution suggested involves an arrangement with bank creditors to convert debt to capital by selling shares in the business to the creditors, suppliers of the company, company employees and regular company customers. As an adjunct to this plan, the personnel department devised an early retirement incentive program for employees 60 years old and older, and laid off administrative employees.
Publication Name: International Management
Subject: Business, international
ISSN: 0020-7888
Year: 1986
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