Surprise Under the Carpet at Northern Sigma
Based on the information generated by the interviews with the two different groups, what have you learnt about this plant? What I have learnt about this particular plant is the fact that the workers are not in harmony with each other. They also tend to assume things as per the behaviors of the other groups for instance the white male groups tend to think that or rather assume that these women and disadvantaged groups feel that not only were they left out of important task forces but were required to be ten times better than their white counterparts in order to be promoted (Robbins, et al. 2011).
Midrand plant employees have no communication channels whatsoever with their senior management and this is rather obvious by the reaction seen on Peter Barnes once the results of the interview have been given. 2. What may have led to these problems? There are a number of factors that may have led to the problems currently being experienced in this plant for instance lack of motivation and training especially for women and disadvantaged groups, lack of proper communication channels and directions from the top management to the workers and vice versa as well as lack of conflict management skills (Robbins, et al. 011). It is clear that conflict exists between the workers thus resulting in poor performance. And despite the fact that majority of employers are highly educated there are no programs offered for enhancement of skills for these employees which makes them stagnant in a business world that is forever changing and in need of new and unique business skills (Robbins, et al. 2011). 3. What consequences are likely to emanate from these problems? Such problems as experienced by this plant result in a number of consequences for instance not being able to keep and maintain workers.
Those already experiencing conflict within this plant are pressured into quitting as revealed from the interview results with the case of women and disadvantaged groups by the white male groups (Robbins, et al. 2011). Such companies also tend not to attract potential workers and this may be harmful for the company’s future success in as far as meeting its objectives is concerned. Organizational conflicts also result in low morale amongst the workers, reduced ollaboration, reduced productivity, passive or aggressive behavior and distrust (Robbins, et al. 2011). 4. Do you agree that Barnes should be responsible for these problems? Explain. I agree that Barnes should be responsible for these problems since he is the general manager having the responsibilities of not only hiring and recruiting of staff but also training process managers under him. A general manager is expected to encourage team members in their work as a way of getting the best output from them (Robbins, et al. 2011).
In this particular case, Barnes left the workers to do carry out the tasks without any particular supervision and expected results by the end of the day. He is not seen as having followed up any of his workers’ performance progress and that is why he is shocked at the results of the interview. An effective general manager must have leadership qualities to be able to lead and direct his workers (Robbins, et al. 2011). 5. What specific recommendations would you offer to Barnes to improve the management of diversity at the plant?
As a way of improving the management of diversity at the plant, Barnes should first and foremost consider establishing a conducive working environment where all workers can work in harmony with each other without feeling discriminated or overworked (Robbins, et al. 2011). He should also create equal opportunities for both groups of workers where women and the disadvantaged groups can feel that their contributions are taken seriously in group projects.
Clear communication channels should also be established in order for the workers to feel comfortable enough to open up and share their opinions, doubts or ideas regarding projects or the management of the company. This is especially so in the case of the Asian group whose members were considered difficult to understand and very secretive (Robbins, et al. 2011). In this way, Barnes will better manage this diverse workforce and experience better results the next time such an interview is conducted.