Ancol ltd study

Initially, the production employees at the Shepparton plant appreciated their new freedom. They felt respected and saw this gesture as a sign of positive change from the new plant manager.

Although this represented only about 5 per cent of the employees, others found the situation unfair. Sims asked supervisors to observe and record when the employees came or went and to discuss attendance problems with those abusing their privileges.

Taking a page from a recent executive seminar that he attended on building trust in the workplace, Sims ordered the removal of all time clocks from the plant. Employees resented the reprimands, so relations with supervisors deteriorated.

After just a few months, Ancol found it necessary to add another supervisor position and reduce the number of employees assigned to each supervisor.

Employee—management relations had deteriorated below the level that Sims observed when he had started. The problem had to be managed. Employees did not want these letters to become a permanent record, so they filed grievances with their labour union.

The number of grievances doubled over six months, which required even more time for both union officials and supervisors to handle these disputes. A few people began showing up late, leaving early or taking extended lunch breaks.

The additional responsibility of keeping track of attendance also made it difficult for supervisors to complete their other responsibilities.

Nine months after removing the time clocks, Paul Sims met with union officials, who agreed that it would be better to put the time clocks back in. Two months later, however, problems started to appear. What changes should occur to minimise the likelihood of these problems occurring in the future?

Moreover, the increased absenteeism levels were beginning to have a noticeable effect on plant productivity.

Wu looked surprised, then chuckled. Instead, the plant would assume that employees had put in their full shift. Productivity had dropped due to poorer attendance records and increased administrative workloads.Ancol Ltd. Case Study Prepared by Julie Dumoulin and Debrah Courville Prepared for Jodi Smith For BUS Organizational Behaviour November 29, Ancol Ltd Case Study metal fabrication companies, Ancol Ltd.

The position is located at the Ancol plant in Jonquiere, Quebec. Even though the plant is the smallest of Ancols 15 plants Words: — Pages: 8.

Ancol Ltd. Case Study Executive Summary: Ancol Ltd. hired Paul Simard as the manager of their Jonquiere, Quebec plant.

Simard observed that relations were strained between management and employees and, through information from a seminar he had attended, ordered the removal of time clocks. View Case Study 1 ~ Ancol mint-body.com (brandy johnson).docx from OB at University of Michigan.

Case Study 1 Ancol Ltd., McShane Team submission: Mike, Parneet, Brandy, Kaley Discuss the consequences. Essays - largest database of quality sample essays and research papers on Ancol Pty Ltd Case Study.

Part 1: Case Study 1: Ancol Pty Ltd By Steven L. McShane, The University of Western Australia Paul Sims was delighted when Ancol Pty Ltd offered him the job of .

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Ancol ltd study
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