Coping With Problems Joe is a little nervous. He has just been transferred from another plant to take over a production line. Production is down and there is a serious problem with absenteeism. To make matters worse, the line has the worst safety record of any of the company’s operations. Joe is relatively inexperienced and isn’t sure why he got the assignment but he suspects no one else wanted it. You’re Joe’s new manager and you’ve offered to help him with any problems he might have. You’re concerned that his inexperience will get him into trouble. Joe says thanks but he is sure he can handle it. He thinks that all he needs is a firm hand. On his first day on the job, Joe holds a meeting to announce some changes. He doesn’t want his employees to think he is an easy mark, so he decides to “lay down the law from day one.” Joe opens the meeting by announcing the following changes: The day shift is overstaffed, but there is a shortage of employees on some of the other shifts. He’s decided to move four employees from the day shift to the graveyard shift. Depending on how this works out, he may move additional people to second shift. Line speed will increase. Production will increase. Anyone not wearing safety glasses, or other personal protective equipment, will receive a written warning. The safety record must improve. Employees disagreeing with the proposed changes can see Joe later in his office for a private talk. He’ll be there all day catching up on some paperwork and, besides, he believes in an “open door.” Within two weeks of Joe’s meeting, it looks like your concerns were well placed. Of 83 employees (on three shifts), 22 have requested transfers and the three people he transferred to the graveyard shift just quit. One employee said he was quitting because he got a better job on days with another company. Production is up slightly but so is re-work. Also, reported incidents involving safety have increased, especially on the graveyard shift. Absenteeism is up, and the number of people reporting late is at an all-time high. As Joe’s manager, you have decided to take action, and soon. Transferring him to another job won’t work: he was the only supervisor who would take the job in the first place. Besides, he has a good record and you know he’s a hard worker who is willing to take direction. You’ve decided to have a talk with Joe and see if you and he can develop a plan to improve the situation on the production line.

1. How would you describe Joe’s management style? Should he change it? If so, how?

2. How would you evaluate the shift reassignments? What might Joe have done to make the changes less disruptive?

3. What might the high rate of absenteeism and tardiness mean? What can Joe do?

4. What is wrong with Joe’s “open door” policy?

5. Provide an outline of your plan for improving the current situation.