From our analysis, we were able to discover causes to the previous stated problems in the Parma plant. The causes of the problems appeared to be: 1)Lack of Communication2)Conflict3)Ill Decision Making4)Organizational Change5)Job DesignCommunication is the process of sending and receiving messages with attached meanings. It appeared the new Shop Chairman did communicate effectively with Bill Marsh, Bob Lintz, or the salaried employees. The employees faced rumors of being closed, but specific plant closing details were not communicated to the employees. Conflict is whenever disagreements exist in a social situation over issues of substance or whenever emotional antagonisms create frictions between individuals or groups. The enormous list of demands, from the reigning Shop Chairman, was believed to have created individual differences, conflict, tension, and threatened the openness of management and union leadership, even the openness of Bob Lintz and the hourly employees. Decision-making is the process of choosing a course of action for dealing with a problem or opportunity. Different management styles of the previous Shop Chairman and the reigning Shop Chairman were different. The former Shop Chairman utilized a teamwork approached. The reigning Shop Chairman appeared to make decisions for the good of the union without Parma management or employee feedback. Organizational Change is a group of people working together to achieve change. GM placed demands on Parma to change the organization as quickly and cost effectively as possible. GM promoted the reduction of salaried employees, elimination of management layers, reduction of major benefits and bonus. Job Design is the process of defining job tasks and the work arrangements to accomplish them. Demands from the economy for GM products were no longer at an all time high and with plant closings and salaried downsizing jobs were not only re-designed but job enlargement was inevitable. In ...
