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The Slade Plating Department Case Solution

Solution Id Length Case Author Case Publisher
2605 1364 Words (7 Pages) Linda A. Hill Harvard Business School : 496018
This solution includes: A Word File A Word File

The dishonest behavior of the metallization department has no detrimental consequences on the department's targeted production, the Slade administration should not be concerned with correcting this issue and should consider it just a low priority. Ralph Porter, on the other hand, must analyze why employees are obliged to meet their fundamental requirements outside of the process and address the shortcomings of a company policy that praises attendance while discouraging production. Ralph must also evaluate the features of the plating department's workforce and their motives. Because of excessive training expenses and uncompetitive pay, Slade o. is now unable to actively attract new staff, thus Porter's should continue with care. A volatile filming schedule makes defining a workday difficult; employees want some stability in income to prepare for personal savings and spending. It is illogical to suppose that under existing policy, personnel will not handle this issue outside of the process since it interferes with their fundamental necessities. This will mainly help to understand the real changes that were to be made on time.

Following questions are answered in this case study solution:

  1. What factors have led to the emergence of the group culture in the Plating Department? 

  2. To what extent does the group culture in the Plating Department contribute to the goals of the Slade Company? 

  3. If you were in Porter’s position, what would you do?

Case Study Questions Answers

1. What factors have led to the emergence of the group culture in the Plating Department? 

This study investigates a deceptive punch out method that happened within the Slade Plating Department. An organizational climate that fosters involvement in an unethical remuneration plan exacerbates the problem. Although the department produced the intended results, there is a discrepancy between the formally and informally frameworks as a result of poor management and insufficient preparation.

The following particular concerns must be addressed:

  1. The phony time card system

  2. The poisonous corporate culture

  3. A lack of equivalent pay, training, and incentives

  4. Ineffective and insufficient management support

All these factors came from the following results:  

  • Inconsistency-A lack of synchronization between vision and objective, process, formal organizational structures, people, and cultural factors.

  • 5 Impairments between planning, Sarto's group, and Clark's group led in a distrust of disagreement, a lack of commitment, little responsibility, and a lack of focus on outcomes. Sarto's group's culture-shared beliefs dictated what they considered as suitable attitudes and actions.

  • Cultural Norms-Dictated how much work every individual was expected to complete and what time card recording procedures were suitable. These did not aid in the execution of the approach.

  • Social Control-Group norms established a microculture that enforced compliance and rejected those who worked too hard or did not comply.

  • Equity Theory-A misalignment of what employees consider to be fair. As a result, the immoral reward system emerged.

  • Groupthink is a distortion of team judgment. Members conform to the group in order to prevent pain and exclusion.

  • Attitudinal and normative conformity-Members of the group agree to the time card procedures because they believe they are correct in their reasoning and do not want to face criticism.

  • Outcome Bias-team Sarto's made the choice to pursue the practice based on how well it had previously worked for them.

  • Tony Sarto possesses the understanding and skills necessary by others to solve challenges and be inventive.

2. To what extent does the group culture in the Plating Department contribute to the goals of the Slade Company? 

Sarto's group stressed quality, high standards, and innovation over quantity due to differences in hard work and attributes throughout groups within the organization.

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