Oilwell: Team Management

Oilwell Cable variance Bill Russell was acting general manager of TRW and at one time he is being appointed as general manager with an appointee of lay off twenty people orachieves an equivalent decline in labor cost. The Oilwell Cable Division is part of the Industrial and nada Segment of TRW that represent 24 portion of its sales and 23 percent of its operating profits. The Oilwell Division is a acquired business by TRW what was Crescent telegram and Cable Company of capital of New Jersey. The four reasons for moving the Oilwell cable (Crescent Wore and Cable Company) from Trenton to Lawarence are Lawerence is considerably closer to the customer Lawerence has a much adjunct labor environment. The wage rate for the Lawerence area are very mediocre there is an already existing building Gino stripoli, formal general manager, was gien the delegate to start operations in Lawrence and he established new charge system. He established eleven team relating the activities and a ll teams were doing their jobs very well. There is too a co-ordination team. The team is successful. Though there were some problems initially.There was a good push-down storage of mistrust among employees regarding managements motives. There were also some technical problems. But after two years Gino drub the problems. Though TRW has ten competitors in the cable market, its market mainly depends on the demand of the submersible pumps. Because the basic product produced by the Oilwell Cable Division is wire that provides power to submersible pumps used in oil drilling. uncertainty 1 Evaluate team management at TRWs Lawrence plant. What organisational behavior system is it most similar to? Does it reflect theory X or theory Y assumptions? Answer There were in enumerate 11 teams where five production teams are formed around the production process. Each team meets on a weekly basis or as needed and resource team meets every two weeks. That increases the coordination among the team and team members. There was no formal agenda that the meeting on production process and labor scheduling which increases the production. team also build relationship between various level of the organizations collegial organizational behavior system is most similar to. It reflects Theory Y assumption. Question 2 Examine the results from team management at Lawrence.Do they take a blessedness causes productivity or a productivity causes satisfaction relationship? Explain. There were some initial start-up problems, but late it seems to be a success. In the beginning there was a good deal of mistrust among employees. But later it being lickd. First there was a lot of frustration with a high level of turnover. Because there was entirely one union employee brought from Trenton. To solve the problem a compensation strategy was developed that encouraged employees to master the various pieces of equipment in the plant. Turnover dropped from in excess of 12 percent to a rang e of 2 to 4 percent. Also employment had dropped from a high of 132 to what seemed to be a more optimal level of 125. They support satisfaction causes productivity. From the workers point of view, the study benefit of team management is their ability to control their jobs. This control has resulted in a high level of commitment by the employees, as attest by the numerous suggestions made by the teams that have resulted in evidential improvements in quality and productivity. Question 4Can participative and team management approaches work as well during times of organizational crisis and during chemical formula times? Explain. NO, from my opinion, though during normal times participative and team management approaches work equally but during organizational crisis it cant work equally. The responsibility of the team management is to solve any problem equally and assistance other team members to solve the problems. But in participative approach people can deny to help others. Besid e this when contradiction between the people exist the situation also induce more complicated in participative approach