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Transcription of this question: 3.Chan Manufacturing (CM)20 years ago, Chi Chan set up Chan Manufacturing (CM) to produce electrical components on ajust-in-time (JIT) basis for car manufacturers.High quality and quick delivery have increased CM’S market share and profit. CMS manual-skilledemployees are loyal, productive, motivated and feel secure in their jobs. Employees admire Chias a leader. Labour turnover at CMis low. Chi is paternalistic. He believes in a top-downapproach to management. He cares for the financial welfare of his employees. Employees arepaid a basic wage and receive additional financial rewards for working overtime. Proud of CM,employees regularly work harder than expected so that CM always meets client demand, whichchanges often. Chi and union representatives successfully negotiate pay and work conditionsthrough collective bargaining.Mei, Chi’s daughter, joined CM as Chief Operations Manager. She relies on new business theoryto guide her management decisions. Many current workers are approaching retirement age.She wants to restructure CM and use job enlargement, job enrichment and empowermentIndividual employment contracts are to be determined annually based on individual performanceappraisal. Some employees do not like the proposal and speed of the change and are becomingdemotivated. For the first time, they are considering industrial action (industrial/employee relationsmethods).Mei insists that these changes are required, but wants to avoid conflict. She is consideringapproaches to conflict resolution.(a)(b)(c)(d)Define the term market share.With reference to Mei and Chi, explain two differences between a manager and a leader.Applying Maslow’s theory of needs, explain two reasons why the workers at CM arebecoming demotivated.Examine two industrial/employee relations methods other than strike action thatworkers could use at CM.[2][4][10]

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