Treadway Tire Case

In this case study, the Treadway Tire Lima factory plant is dealing with challenges initiated by the ineffective structure within the company. The lack of quality communication, training, and inadequate performance assessment systems within the company are all key factors to these issues. In Ashley Wall role as the new director of human resources of the plant, one of her main priorities in taking this position is reconstructing the organizational development in the company and establishing immediate solutions to address the challenges. Viewing these challenges through temporal lenses will allow her to see the prospective of the organizational function that can intensely affect Treadway's efficiency, professional development, and growth.

In the initial transitions to the Lima plant, Ashley recognized that there were challenges that existed and had initially established a training model that would ensure the line foremen had an opportunity to become more acquainted with paychecks, contracts, disciplinary concerns, and time sheets by observing the Human Resources and Payroll departments. However, she was informed that the training model could not be funded due consist cuts in the budget.

In order to increase job satisfaction and reduce the turnover rate for the enhancement and optimism among all employees in the company; it would be necessary for Ashley to first identify methods and processes that would quickly patch the separation among the hourly employees, middle management and executive management team. It is clear that a lack of communication has played a major role in realizing this issue. By implementing a temporal structure would allow management and their employees an opportunity to focus on the 1) expectations of their superior, 2) direction of the plant, and 3) responsibility of meeting the quota each day, quarter, and year internally. In addition, it is essential that a new communication system be develop that address complaints confidentially, suggestions, and feedback. In order to begin tackling this process, it is important that executive management fully understand the issues and concerns of employees and evaluate the outcome clearly before responding to the employee.

Lack of training has also played a vital role in the insufficient structure of the plant. Most line foremen are in need of communication skills as well as manufacturing processes training. Additionally, the lower tier of employees is not receiving proper training needed to perform at the level that is expected. One solution would be to cross train employees on all levels; this would assist in having to find employees to fill positions when employees leave the company, are terminated, or receive a promoted. Also, creating a comprehensive employee orientation and professional development workshops will provide direct guidance on the overview of the plant and its functions. The inadequate performance assessment systems are in question and