Pace Maker Case Study

BPL 5100 – Final Exam

Part 1:

This case presents two floors that manufacture pacemakers but the two floors have very different management characteristics. Floor one (F1) has a narrow division of tasks where the employees’ roles are specified and things are done similar to an assembly line. Every process is standardized and tightly controlled by the supervisor Mr. Martin. F1’s authority structure is also a very centralized one where Mr. Martin has total control over his resources/employees. He gives his assistant no authority when he is around and assumes all oversight. The employees are also under tight control and have no say in adjustments to enhance the efficiency of their tasks. F1’s integration strategy is relied on direct supervision and is focused on routine tasks where each team works like an assembly line and Mr. Martin confirms that the end product is properly manufactured without flaw.

Floor two (F2) has a very different approach in its organization and managing characteristics. They have a broad division of tasks where Mr. Franklin encourages his employees to work and interact with each other in understanding the job altogether to finding a solution to a problem or to make the process more efficient. He works with his workers on quality and making changes in the procedures for efficiency instead of following a strict specified description of procedures and roles. F2 integrates a cross-functional team mechanism where each task force has a rotational quality control role. This provides each employee the opportunity to gain leadership skills as well as a sense of responsibility and may increase the quality of the products. In giving his assistant similar authority control over the workers and delegating leadership positions within each task division, he employs a rather flat authoritative structure.

It is very evident that F1 and F2 are completely opposite in regards to their management through the division of tasks, authoritative structures, and...