Surprise under the carpet at Northern Sigma

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Table of Contents

Information learnt about the plant
Cause of the problem
Consequences of these problems
Who is to blame?
Recommendations
Reference

Information learnt about the plant

Northern Sigma is a state of the art company that embraces up to date technology in the manufacture of advanced technology equipments. The company is located in South Africa and has several plants distributed in the country. Among them is the Midrand plant that is managed by Peter Barnes.

This plant has a policy of employing women and disadvantaged groups from the population of the local society. This is because these groups have been neglected in the employment sector as they only constitute of 13% of the working force.

The strategy has been working well up to the last two years when the plant started to experience some complains. A research was therefore conducted to investigate this issue. From the results, it is evident that there is lack of team work, communication, coordination, respect and organization culture in the firm (Robbins et al, 2011).

The two groups that were investigated in the research (women and disadvantaged group and the management) contained different views on the same matter. They both blamed the other party for the problems that were being experienced in the firm.

Cause of the problem

These problems could only come up if poor leadership is being exercised in the plant (Robbins et al, 2011). The manager of the plant should have and exercise good leadership skills and qualities. Sound leadership ensures that there is an organization culture which has to be adopted and followed by all the employees (Robbins et al, 2011).

There should also be respect among all the employees of the firm. Team work should be emphasized (Robbins et al, 2011). The manager should also involve all employees in decision making regardless of the rank they hold in the firm.

He should come up with a forum that explores their ideas and innovations. All these qualities are not present at the Midrand plant and this had played a great role in the promotion of the problems that are being experienced at the plant (Robbins et al, 2011).

Consequences of these problems

The persistence of these problems might lead to the downfall of the plant. The poor leadership skills that are being exercised at the firm will lead to lack of coordination among the employees. The firm will experience increased expenditure in the recruitment programme due to the high rate of employee turnover.

This is due to the poor working conditions that are present at the firm (Robbins et al, 2011). The lack of team work will reduce the rate of production and the quality of the products.

This will reduce the revenue earned by the firm and the level of customer satisfaction. It will therefore be very hard for the firm to achieve its goals and objectives, run into losses and become unsustainable in the long run.

Who is to blame?

It is the manager’s fault that the plant is experiencing these problems. As a leader, he should ensure that the employees have respect for one another, work together as a team, motivate them and provide a conducive working environment for them.

Most importantly, the he should have up to date information of the situation at the ground which will assist him in formulating policies and guidelines that will ensure that operations at the firm are effective and efficient. Barnes failed at this; he was managing the firm on decision based on assumptions.

Recommendations

To improve the operations of the firm, a good leadership model should be adopted by the firm which does not embrace bureaucracy (Robbins et al, 2011). The manager should ensure that the employees have respect for one another, a conducive working environment is present and that his staff work together as a team.

His administration should recognize and reward their hard work and provide an avenue for individuals to rise up the ranks in the organization. As stated by Robbins et al (2011) these improvements can only be achieved if the firm has a sound organization structure (p. 501-507).

Reference

Robbins, S.P., Judge, T.A., Millett, B, and Boyle, M. (2011). Organizational Behaviour. Frenchs Forest: Pearson.

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