Part One Progressive Case Study: Bill’s Grills

Read through the Progressive Case Study information and answer the questions at the end of the case study. Be sure to reference at least 2 pieces of pertinent information from the text. Post your answers to the Progressive Case Dropbox.

Part 10: Solving problems at the organizational level: It is the system, stupid! (For use with Chapter 18 and OD Module 1)

*Note: Before reading this portion of the case, please review the information from the earlier parts.

Date: July 15, 2012

Early in July, Patrick noticed that productivity numbers were very low and attributed the problem to a work slow-down. Knowing that the union had not sanctioned the slow-down, Patrick took a hard stand. He implemented strict new rules for bathroom breaks, smoking breaks, and lunch.  Productivity seemed to go up. He walked through the factory 3 times a day to be sure that the machines were running, and that they had an hourly employee working on them. Even though they complained about the new rules, employees seemed to be generally following them and working harder. He assumed this resolved the productivity issue once and for all.

But, three days after implementing the new rules, the earnings report came in, and things looked bleak. In the last 3 months, Bill’s had lost over $1 million in the last month. At this rate, Bill’s could only survive another 4 months before they were completely insolvant.

Patrick would have no choice but to lay people off. He decided to lay off 100 people with the lowest seniority, and move other employees around to get the work done. Many hourly employees would have to change shifts and work days to accommodate the new schedule. Patrick knew this would cause problems for people’s personal lives, but he had no choice—what else could he do? They would also have to work harder—they continued to have the same amount of work, but had 100 fewer people to complete it.

After a week of planning with Susan and Janet (the managers of HR and Operations) and a few key supervisors, Patrick executed the layoff. Within an hour, union officials from within the plant and state union representatives were calling. They were threatening a walk-out. Patrick needs to fix things. Now.

 

Answer the following questions:

 

1. First, describe your gut reaction to this problem. What do you think?
2. Over the course of the last 7 months, Patrick has faced multiple challenges. Please list what you believe are the five biggest problems Patrick has faced. Be specific. Why are those the biggest, and how do these impact the larger organization.
3. Chapter 18 and OD Module 1 discuss change in detail. Based upon the information provided in the readings, what is Patrick’s first step in finding the causes of the problems at the plant? Be specific and refer to the text.
4. If Patrick decides to implement a full-blown Organization Development project to solve some of the problems at the plant, first he must diagnose the root cause. What questions would be appropriate to ask, and to whom would he ask them? 
5. Based upon your knowledge of the entire case, list at least three issues that you believe could be root causes of the problems that Patrick has seen?

AccountingQueen

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