Motivation

Motivation

The first concept is Precision appears to embrace the Theory X work structure with

tight controls over their employees work details. Management felt that instead of the

carrot and the stick approach, the stick would be used to make the employees do

exactly what was needed to be completed. Motivation is not a factor when it comes to

management encouraging line workers to be more productive in their work, which

is why the employees may have not submitted ideas to improve the production line.

An employee can understand the reasons for doing the job, but what motivates the

worker to get the job done? Each employee needs to be motivated in different

ways based on their own personality and needs. 1There are two categories of

rewards; intrinsic (internal) a sense of accomplishment of one’s work, personal

control over one’s work, and a feeling that one’s work is appreciated. Extrinsic

(external) bonuses, pay raises, promotions, and prizes. It is important that all

levels of product manufacturing were consistent throughout the running of all

shifts as directed by supervision.

Sensor & Intuitor

Another concept to this analysis is Jieliang’s “Yellow Hat” line supervisor as a

sensor. 2The style of a sensor focuses on immediate goals, they’re action-oriented, seems to

be abrupt. The “Yellow Hat” chastised Jieliang in front of everyone for not

following Precision TQC procedure. As a sensor the line supervisor was very

observant of the work violation that Jieliang had committed when customers were

touring the facility the day before. She spoke in Chinese, but her tone and the line

operator’s interactions when Marty Cole entered the room changed the atmosphere.

Jieliang as an intuitor according to 2Anne Field, intuitors are big-idea people,

dreamers, who think out of the box, long-range thinking, innovation, and the

world of possibilities. They like to experiment, and making a mistake is not a big

deal for...