Bo Suriner
Industrial Supervision Chapter 14-22
Chapter 14
Incident 14-1
No Extra Effort
Summary
In this scenario a friend and I are talking concerning the problem with complaints of
more and more nurses. I am supposedly the supervisor talking to a friend about the
situation and while I feel the nurses are competent and know what they are doing yet
there is something wrong because they are quick to go into a fit and I don’t have a huge
clue concerning promotional opportunities.
1. Reconsider the situation. Why do you think the nurses are not motivated?
List possible answers. Well it appears that they seem not to be motivated
because they are not being awarded or commended for their good attributes or
good behaviors as they ought to be. I also don’t see nurses getting appraised for
sloppy work do to the fear of nurse shortages. It almost appears by the statement
“I figure that half a nurse is better then no nurse” that there is a assai-faire type of
attitude going on with the supervisor and so those nurses who would potentially
be excellent performers are not motivated to do so because there are no appraisals
neither do their seem to be esteem raisers from giving them promotions.
2. What could you do to improve the situation? I could give promotions to those
who are striving to do their best and talk to those who seem half hearted about the
situation and tell them the consequences of being a half a nurse. I could find out
about how their home life is, whether they feel a sense of security in their job, if
they have any friends and try to pin point needs that perhaps are not being
adequately met and if all possible try to produce an environment such that these
needs could be met.
Chapter 15
Incident 15-2
Promises you can’t keep
Summary
This incident dealt with a supervisor named Roy who was very optimistic about the
company and its success. He was raising the esteem of the employees to the point that
they really admired his leadership. In fact as a result Roy got a promotion to sales and
another man by the name of David took his place as supervisor. However David came to
realize that the promises that Roy made to the employees were extremely over realistic
and couldn’t possibly happen.
1. What do you think of Roy’s leadership style? I think that in this situation it
was a dangerous style to have because while it allowed people to practically do
what they wished even as much as take as many coffee breaks as they desired it
lacked in the long run the confidence of the people in that as soon as these
employees who put so much faith into Roy learned that these juicy promises made
to them were in fact promises that could not be fulfilled than I think it could really
bring the company for where it is to a very low point and certainly could bring the
morale of the employees down.
2. Why do you think that someone might resort to Roy’s style of leadership?
Perhaps if they wanted to have no enemies and wanted to try their best to please
everyone they would just let employees wander and do what they wished to do.
Probably this would entail a leader who had low self esteemed and by letting the
people under him do as they pleased they would appreciate him and where by
raise his self esteem.
3. What would you do if you were David? If I were David taking Roy’s place I
would bring all the employees together and summarize what they had been told
by Roy and let them know what is really going on here so that they might realize
that if the company continues to take this view point toward production that
instead of the company being tops it could drop off and potentially jeopardize
everyone’s sense of security for having a job. Then I would create a democratic
atmosphere and see what kind of solutions the employees suggested of ways we
could run the business in a friendlier yet less leisure-faire style.
Chapter 16
Incident 16-2
Getting rid of Bart
Summary
Here under original management Bart was doing great, getting great pensions and a great
track record with superb appraisals. However do to downsizing the company he worked
for was cutting back and the main person who was cut back was Bert’s boss. A younger
boss took over and was very rude to Bert. Not only was he rude but very abusive in
nature threatening to fire him and made fun of him in public. Basically he started getting
below average appraisals and eventually was fired. All of this was during a time when he
was trying to recover from ulcers.
1. Is Bart’s stress understandable what could have been done to avoid it? First
of all yes his stress was very much so understandable. The biggest thing that I
feel could have been done to avoid such stress is not to have such an abusive type
boss who was constantly at his throat for it appears is really no good reason since
under his old boss he was doing quite well as an employer.
2. What would you do at this point if you were Bart? If I was Bart I would for
one report this manager to who ever was my boss’s boss or if this younger guy
was the top boss I would then report him to government for the fairness act and let
them know what my track record had been for so many years and that it appears
that this young guy is not the one for this position for in fact is stressing people
out with his abusive like actions.
3. In general terms, discuss the potential cost of this situation to QTZ? It
appears that potentially the cost would be enormous do to the fact they lost one of
their best workers and not only good worker but senior worker and also a big loss
because other employees may follow suit and out of discuss for what happened to
their faithful co-worker may decide just to look for another job and leave that one
and abandon it leaving the company strapped for workers who were once loyal
but now do to the high stress environment left creating even more tension and cost
for QTZ to get things done.
Chapter 17
Incident 17-2
A new Work Schedule
Summary
In this scenario it appears that management decided on a new work schedule that went
from 7 A.M. to 6 P.M. Monday-Thursday with a half an hour off each day for lunch.
This was a change from what employees were working and the supervisor was aware that
some would love the new situation where on the other hand others couldn’t really work
with it. On the one hand workers had children who needed to get to the school bus at
7:30 A.M. and on the other hand their were folk who needed to attend to their gardens
and couldn’t do this adequately when they couldn’t get back from work until 6 P.M.
1. Do you think John should voice the potential employee complaints to top
management? If not, why? If so, how should John go about it? I don’t think if
it has to do with just one or two employees he should voice his complaint to top
management because most likely they won’t take into consideration that special
need of just one or two of their employees but if there are more then a couple then
I think it needs to be voiced to top management as a concern of the work force. In
the case where only a couple of issues I think the supervisor shouldn’t personally
bring them aside and talk to them privately about the concerns they have and
about a way that something can worked out for these individuals and if the
conflict is not resolved then go to management with the petition. However if
there are more then a couple on the work force with this struggle I think then the
supervisor should address top management with his workers complaints and
perhaps try to negotiate a rescheduling that could better suit a better majority of
the work force.
2. Suppose John does approach management and the response is that the
decision is final. If you were John, how would you attempt to implement the
change? I would bring my whole staff together and explain to them exactly what
I learned from management. I would find out exactly what was going to happen
and for those situations that were emergencies such as kids needing to go to
school I would allow them to come in a half an hour later each day and work a
half an hour later at night or if it was an emergency on the other end of the
spectrum while I would have them punch in a half an hour earlier and work a half
an hour earlier. That way it would not be like favorites would be showed to those
workers with special needs and yet the deal could satisfy as many people as
possible.
Chapter 18
Incident 18-1
Changes in an Employee’s Behavior
Summary
In this scenario it appears that a guy by the name of Mel was doing really well at work.
He was never late, always at the weekly meetings and very prompt with everything.
However all of a sudden Jack noticed the Mel was getting snappy and irritated with
employees. Furthermore Jack missed work, was missing meetings, and was wandering
away from his desk a lot more then he ought to be. Mel one day at a respectful distance
observed jack as he hid out in a storage room for 10 minutes or so. This was a room he
had really no reason to be in and Mel thought he could smell alcohol on Jack’s breath.
1. What should Mel do at this time? I think now is the time when Mel should
bring Jack aside and have a heart to heart talk with him. I think Jack needs to ask
Mel what is up and tell Jack what he has noticed about him as of late and how
something seemed to be wrong more then just a little sick. I think he should try to
find out if Jack was facing any home problems that might be causing this kind of
behavior to be exhibited.
2. How should Mel handle the overall problem? I think he should, if Jack is
unwilling to listen to him direct him to a counselor that might be able to mend the
situation and if Jack will not have anything to do with it than I think an appraisal
would be appropriate but overall I think in the next meeting that Mel has he
should address not Jack specifically by problems in general and create an
environment in which employees feel safe talking to Mel about situations they are
going through before they explode or seem to melt.
Chapter 19
Incident 19-2
High-Quality Toys
Summary
This is a scenario about quality toys made out of metal basically there is a quality
assurance being they are medal toys to make sure none of them have sharp edges and the
store charges a higher price because they can do to their known quality. What they do is
cut the shapes out, fold the tabs over, paint the toys do some other design techniques to
them and lastly wrap the up in craft paper, put them in boxes and ship them out to their
customers.
1. Assume you are the supervisor of the painting department. What do you
think your responsibilities should be regarding the quality of the final
product? I think I should be the one to insure that quality is kept at the highest
standards possible obeying the ISO 9000 and 14000 for standard controls. I also
think I need to make sure that paint being used has no toxic after effects as these
are being made for kids who may even put the toys in their mouths and so paint
should be kept at a high quality control rate.
2. If you were a supervisor charged with inspecting the final products, what
general type of inspection system would you set up? Support your answer
with justification? I would first create (if they didn’t already exist) a set of
standards for quality assurance. Then I would most assuredly set up quantitative
measurements to make sure that standards are met in a mathematical way so as to
be absolutely sure we are creating toys to the highest degree of quality that we
possibly can do. I also would mathematically set up a zero tolerance level and use
some kind of formula to monitor number of inspections to number of defects in
quality and if it equaled 0 then that would be great if it was greater then 0 by 2 or
more than we would need to sit down and talk about how we can better perform to
excellent standards.
Chapter 20
Incident 20-1
A Recommendation for cutting Costs
Summary
In this scenario it was learned that a reduction was in order from top management and
handed to the supervisors to deal with. It so happens that a 7% cut must take place per
department. However Tina who was supervisor of her department recognized that unlike
other departments her department was very strong with sales, employers and the like and
so talked to her friend who said it would only be fair to cut all departments by 7 %.
1. What do you think about Jeri’s recommendations for cost reduction? I think
Tina should explain this to management through quantitative means to show
management through historical data how their department was doing so that
management can know in writing that they hadn’t indeed lost work load and
beckon with management that is this department was to cut 7% that could damage
a thriving department and hence make it worse off for the company then it already
is.
2. What are some other approaches that Tina might take? Another approach
would be to talk with her department and reassure them that they have been a
superb and excellent team. Then break out the bad news to them in a way that
would come on the lightest. However I feel Tina should suggest rather then be
cut off from the job to have 7% of this department be trained in other departments
so that perhaps work loads may pick up in all departments thought obviously the
initial training could take a bit of time.
Chapter 21
Incident 21-2
No One Listens
Summary
This scenario dealt with safety in a boiler room in which accidents appeared to be to
frequent. As a result the administration called Jackson to find out what was going on.
Jackson told administration that he had talked to these folk oodles and goodles of times
but that they just weren’t listening. Administration told Jackson that safety track record
was pretty said and that new strategies needed to be implemented because this was not
any good. As a result Jackson consulted some fellow supervisors of the hospital who
gave him multiple suggestions of actions that might be taken concerning the problem.
1. Why do you think Jackson has been having safety problems? I feel it is
because he has not really embellished upon the seriousness of these accidents but
rather just casually told them time and time again about the problem but not with
enough energy to really wake them up and smell the decaffeinated coffee if you
will.
2. Which of the suggestions given to Jackson would you attempt to implement?
I would attempt to implement the one where I talk to each individual privately
about my concerns and really lay it to them the reason for these concerns that I
don’t want to see these kinds of accidents and how we have been way to careless
in the last few months or how ever long it has been.
3. What additional ideas might you try if you were Jackson? I might also show
give a demonstration using a dummy doll what is happening and why and what is
causing it and how it can and must be prevented lest any one else gets hurt in this
department. I would also say that if we didn’t start caring more drastic measures
then just lectures would have to take place to insure the safety of this department.
Chapter 22
Incident 22-2
Keys to the drug cabinet
Summary
In this case a nurse by the name of John had just started working at a hospital when one
day he came ill and was allowed to leave early. Unfortunately he, who was in charge of
the medicine cabinet keys mistakenly took them home with him and the supervisor
frantic to get them back kept calling his home only to get a busy signal. Finally when she
did get through the man who answered the phone would not let John have it. So as a
result they called the police to get back the keys. Soon after he was terminated because
he had the keys in his possession for too long. John as a result filed a complaint which
didn’t go to far and so filed another complaint with the EEOC that he was discriminated
do to race. Both supervisor and manager were white. John demanded back pay for time
missed as well as any damaged records do to the incident.
1. What would your decision be if you were asked to decide this case? I would
have to say that I would have to side more on the administrations side do to the
way John reacted to his termination. I think had John not lied to the EEOC and
say he had been discriminated then I would be on John’s side but I cannot tolerate
someone who tries to use discrimination as a way to take advantage or take
revenge on his termination. However I also don’t agree with administration
terminating John for first offense especially as he had just barely come on the
seen. However judging by how John retaliated I would be on the side of the
hospital.
Extra credit case studies
Incident 2-1
A Second Chance?
Summary
In this case was a case where a computer system was installed and originally no one was
to be laid off. However after the system’s implementation was through say six months
down the road all of a sudden management had told Jill to lay off 5 employees. Non of
those working on the computer system would be laid off however Barbara a seven year
veteran was not one of them so was one who was to be laid off in which case she could
not understand it.
1. Do you think that the original decision regarding the selection of computer
operators was fair justify your answer? Yes and No. Yes in that they knew a
little bit about computers any way so it would be easier for the company as well
as cheaper to use them in the new system and No because I think that by singling
those who never used computers is not right for all could be trained if need be or
at least given a chance but to say simply you are not qualified is wrong.
2. Do you think that Jill should reconsider her decision to lay off Barbara?
Why or why not? I think if she has been their the longest their should be some
seniority in which she should allowed to stay in which case I don’t think Jill
should have laid her off however a lot of factors goes into this decision and since I
don’t know all the pieces of the puzzle I can not fully make a logical decision on
this only from the small picture I see.
3. What alternatives are available to Jill, and which one would you choose? Jill
could lay off someone who hasn’t been working their as long, she could also talk
to a computer person and see if they wouldn’t mind relocating even though a
promise was made not to disturb that sector. I think do to the ease of finding
computer jobs Jill should try to negotiate with one of the girls or guys working the
computer system.
Incident 4-1
Additional Expenses?
Summary
In this scenario Jack wants Steve to add an extra $100 to his voucher since Jack already
has a pretty loaded voucher himself. He said it would look pretty bad if I added it on to
my voucher so you can just go ahead sign it and then give me the extra $100 when it
comes back for you. Then it ended by saying remember to meet Chet (Jack’s boss) for
lunch. Thinking about the situation Steve felt a little uncomfortable with it but Jack was
his boss. Last minute Jack could not join in the Luncheon with the big wig so asked
Steve to take Chet to lunch and give him his regrets.
1. If you were Steve would you say anything to Chet about Jack’s request? Why
or why not? If by Jack adding $100 to my voucher it would keep my $voucher
in the ok mark then no I wouldn’t think it would be needed but if Jack is asking
my voucher to go over the limit for him then I feel that is wrong. Reason I
wouldn’t feel Jack’s request wrong if His was loaded and mine was not is because
if I wasn’t planning on getting any voucher myself and it was allowed then I don’t
see any problem with someone else utilizing it but if I was getting vouchers and
the extra $100 would top heavy my voucher but wouldn’t be lets say as heavy as
Jacks then that is wrong because whether you a lot or a little over your allowed
amount it is wrong.
2. How would you handle the situation with Jack if you were Steve? I would say
to Jack that if this $100 is going to cause my voucher to go into what is not right
to be then I just can’t except it however if this $100 will keep my voucher with in
respected allowances then I have no problem with it because I don’t believe in
cheating the company by what I don’t use I feel why shouldn’t someone else be
allowed to have the space.
Incident 9-1
Who Works Harder
Summary
In this scenario Mike saw that productivity was growing over the years and this confused
Mike because he couldn’t believe that people were working 10 times harder then his
grandparents had yet were producing 10 times more. This worried Mike a bit because he
feared that should productivity continue to grow in the rate it has been growing then
people would be with out jobs.
1. Why should productivity be important to Mike? Because productivity is in
direct correlation with improving work methods and lower costs with higher
productivity is definitely shows improving work methods in this day and age.
2. Is it possible for today’s employees to be almost 10 times as productive as
their grandparents? Yes it is if you implement some of the work methods
especially the one that suggests lower costs bringing higher productivity because
the technologies we have these days weren’t available in the days of our
grandparents and so what they had to do by hand we can do using a powerful tool
called a computer to be able to help our productivity along.
3. How would you respond to Mike’s concern about continued productivity
increases? I would say well Mike I can see how this could be a concern when
you look at in narrowly but as you start to see the forest instead of just the trees in
the forest you begin to realize that greater productivity requires greater demands
for the product requiring more people to produce and so employment continues.
It now is just that we can by using better methods produce more but as a result
people demand more.
Incident 10-2
Lake Avionics
Summary
In this case a new girl by the name of Sandra was hired by Lake Avionics an assembly
line. The boss brought her around to all the employees then brought her in his office to
give her paper work to look at and told her that he would be back in a couple hours to
answer any questions she may have. So happened she had no questions so the boss told
her he would be tied up the rest of the day but a 15 year veteran named Greg would show
her the ropes. Greg suggested that she watch him for the first part and after lunch asked
her to try. It so happened that she got totally confused and in fact demoralized. Greg told
her at the end of the day not to worry about it that she did it all the wrong way but he
would show her a few short cuts the next morning.
1. What do you think about Sandra’s training program? It was out of whack. I
think that the first part of it actually made a whole lot of sense but I think that
rather then Greg just letting her do it herself after watching him do it he should
have been right over her shoulder helping her understand what needed to be done
so she could excel more the first day. He should have been by her side so that
when he saw her struggling he could show her some short cuts in how to do things.
2. How do you think Sandra feels about her new job? Most likely at this point in
the game Sandra is very discouraged and maybe feels she is not good enough for
the job because it appeared like everything that could go wrong did and to have
that occur on the first day can be quite discouraging.
Incident 11-1
Determining Pay Raises
Summary
In this scenario Judy has just replaced the previous supervisor for the Claims Department
of a large eastern insurance company. It is time to give raises and she has $16000 to
divide between all of the people under her. She doesn’t know a whole lot about them but
wants to give them money according to her feelings toward them so she finds out about
every employee under her. At most she seems to only really click with one of them and
that is only do to personal problems she knows they have rather then necessarily their
performance.
1. Indicate the size of the raise you would give each of these employees? I would
give John $3250.00 extra a year. I would give Carole $3,500. I would further
give Evelyn $2750 dollars and I would give Jane $3,500 I would give Bob $3000
dollars.
2. What Criteria do you use in determining the size of the raise? I look at their
track record not what I feel about them but what history says about them.
3. What do you think would be the feelings of the other people in the group if
they should find out what raises you recommend? Some might not be happy
especially the ones who had a track record of low performance and bad attitudes.
But I believe that those who are trying to do their best would be very satisfied
with my suggestions
4. Do you think the employees would eventually find out what raises others
received? Would it matter? They may find out I don’t know it all depends if
they all talked about each others raises and I don’t think it would matter if this
happened because I would feel that my reasoning for giving what I gave to each
employee would be very justified indeed.