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Republic of the Philippines

SORSOGON STATE COLLEGE


Sorsogon City Campus
ROVELYN G. BUENAOBRA
BS ACCOUNTANCY IV
MANAGEMENT III

CASE STUDY: MAKING HOT PLATES

QUESTION 1: WHAT CHANGES IN THE WORK SITUATION MIGHT ACCOUNT


FOR THE INCREASE IN PRODUCTIVITY AND THE DECREASE IN
CONTROLLABLE REJECTS?

ANSWER: The ultimate change brought in the work situation that made the increase and
decrease in productivity and controllable rejects respectively is the job enlargement. Job
enlargement in the sense that the worker’s job and responsibilities are stretched to its very extent
to make their position more challenging. Through this (job enlargement), workers are motivated
and challenged to create their own product which brings the increase in productivity and the
decrease in controllable rejects.

With regards the work situation of this particular case study, instead of working on one
subassembly, the workers are given the opportunity to build hot plates individually. By giving
workers several different tasks to be performed rather than limiting their activities to small
number of tasks, boredom and monotony decreases.

QUESTION 2: WHAT MIGHT ACCOUNT FOR THE DROP IN ABSENTEEISM AND


THE INCREASE IN MORALE?

ANSWER: Probably, the most important factor that can account for the significant drop in
absenteeism and the increase in morale are the changes on how the hotplates are being
assembled. This is so because as the job tasks became more complicated and allow the workers
to actually own the final output and thus motivated the same workers to be more responsible as
regards how the plates are assembled. The work environment became structured as to create a
work environment that allowed the workers to feel valued and challenged. The company looked
at their strengths and their likes and dislikes, and created the work assignments toward giving
individual workers tasks that are well-suited to their special skills which created pride in building
their own hot plate.
QUESTION 3: WHAT WERE THE MAJOR CHANGES IN THE SITUATION?
WHICH CHANGES WERE UNDER THE CONTROL OF THE MANAGER? WHICH WERE
CONTROLLED BY THE WORKERS?

ANSWER: The major changes in the situation are namely: job enlargement and job
enrichment. It is where the workers are given expanded tasks and responsibilities at the same
time giving them the opportunity to have more control over how they perform their own tasks.

Reorganizing of the work line which creates a wider range of movement and tasks
for each worker is the change that were under the control of the manager. Increasing training
programs and setting a more effective job design are also under the control of the manager which
made both productivity and efficiency possible. Other than these, workers are the only ones who
can elevate the quality and productivity since they are the ones who control their own
performance thus, the managers have no control whenever the workers commit errors causing
defects to the products.

QUESTION 4: WHAT MIGHT HAPPEN IF THE WORKERS WENT BACK TO THE


OLD ASSEMBLY LINE METHOD?

ANSWER: The productivity and rate of reject would become even worse than their levels
before the changes in the assembly line were implemented if the workers would revert back to
the old assembly line. Moreover, absenteeism and morale will also increase. This is because the
workers have already experienced a system that is much better than the old method and return to
this old way will further demotivate them. If the workers were forced to go back to the old way
of assembly, it could lead to a lot of stress for the workers. Stress can lead to absenteeism from
being ill, leaving the company and looking for another job. It will affect the workers’
productivity, creates low morale and motivation in completing a task that might result in
problems for the employer. The workers may also feel unappreciated and not a part of the
organization if they are forced back to the old way of doing things. Reverting back to an old way
may look good on paper but it could be devastating not only for the workers but for the employer
as well.