测验 Assignment 4 Nummi Oregon State Instructure ✓ Solved

2017116 测验assignment4nummihttpsoregonstateinstructurecom

2017116 测验assignment4nummihttpsoregonstateinstructurecom

2017/11/6 测验: Assignment #4: NUMMI 1/8 Assignment #4: NUMMI 已开始: 11月 6 19:33 测验说明 NOTE: There has been problems with the podcast on Google Chrome ("error loading player" message). If you get this message try another browser (Safari, Firefox, and IE all seem to work) or try your phone. This assignment is an INDIVIDUAL ASSIGNMENT. As such the student may NOT collaborate with any other person during on this assignment. WHAT: Listen to the podcast and answer the questions.

I would recommend printing the questions out and having them while you listen to the show. Podcast: ( ( archives/episode/403/) WHY: NUMMI offers a great case study in operational excellence and the impact Total Quality Management (TQM) had on manufacturing. Postscript on NUMMI. Tesla bought the NUMMI plant in 2010 from Toyota for $42 million.... and promptly brought in the robots. Here's a look ( 1 分 HTML 编辑器 问题 1 The program uses two nautical cliches "Turning around a battleship" and "Steering the Titanic with a canoe paddle" to illustrate how hard it was to do what?      î€ î€ƒ   î€ î€Œ             12pt Paragraph  2017/11/6 测验: Assignment #4: NUMMI 2/8 p  1 分 HTML 编辑器 问题 2 Union leader Bruce Lee believed the GM Fremont plant was bad not because of the people but because of what?      î€ î€ƒ   î€ î€Œ             12pt Paragraph  p  1 分问题 /11/6 测验: Assignment #4: NUMMI 3/8 HTML 编辑器 The program notes that there was "one odd twist to the story" regarding GM and Toyota.

Which was that while GM was becoming more like Toyota, Toyota was becoming fro like GM by stressing what?      î€ î€ƒ   î€ î€Œ             12pt Paragraph  p  1 分 HTML 编辑器 问题 4 Prior to the NUMMI partnership, how was the GM Fremont plant's workforce characterized relative to the rest of the workforce in the U.S. auto industry.      î€ î€ƒ   î€ î€Œ             12pt Paragraph  2017/11/6 测验: Assignment #4: NUMMI 4/8 p  1 分 HTML 编辑器 问题 5 Ernie Schafer from GM Van Nuys says the one thing you don't see when you walk into the NUMMI plant is what?

When you walk into the NUMMI plant，you do not see the line stop.      î€ î€ƒ   î€ î€Œ             12pt Paragraph  p » span  1 分问题 /11/6 测验: Assignment #4: NUMMI 5/8 HTML 编辑器 On the Toyota line any worker could stop the line by simply doing what?      î€ î€ƒ   î€ î€Œ             12pt Paragraph  p  1 分 HTML 编辑器 问题 7 A) What problem did the partnership help GM with? B) The program notes the partnership would help Toyota learn how to build cars in the U.S. Why did Toyota need to build cars in the U.S? A) GM's poor quality for small cars, Toyota will help GM design a small car, profit from it and make a profit.

B) As the United States Congress threatened to limit car imports. Toyota can avoid making cars in the United States, but they want a partner.      î€ î€ƒ   î€ î€Œ             12pt Paragraph  2017/11/6 测验: Assignment #4: NUMMI 6/8 p  1 分 HTML 编辑器 问题 8 Union leader Bruce Lee notes that even when GM started producing quality cars people didn't buy them because they didn't trust GM. Why didn't they trust GM?      î€ î€ƒ   î€ î€Œ             12pt Paragraph  p  1 分 HTML 编辑器 问题 9 How long has GM been losing market share?      î€ î€ƒ   î€ î€Œ             12pt Paragraph  2017/11/6 测验: Assignment #4: NUMMI 7/8 在 21:51 ä¿å˜æµ‹éªŒ GM lost 50 years of market share. p  1 分 HTML 编辑器 问题 10 James Womack coauthor of The Machine that Changed the World notes one of the ironies of GM is in the moment it went bankrupt it was what?      î€ î€ƒ   î€ î€Œ             12pt Paragraph  p  æ交测验 2017/11/6 测验: Assignment #4: NUMMI 8/8 Managers often notice the relationship between attitudes and job performance.

Have you ever heard someone say “With that go-get ‘em attitude, she will set new sales records!†or “His attitude is so poor, he never produces quality workâ€. However, managers seldom realize that they can affect an employee’s work attitudes such as job satisfaction and commitment – which, in turn, can affect job outcomes such as turnover, absenteeism, and productivity. In this first case assignment, you will be viewing a clip from the movie “Office Spaceâ€. This video demonstrates work attitudes, factors that can shape those attitudes, and the end effect on work behavior. As you watch the clip, make some notes about examples you see that give you some clues about the different characters and · Job satisfaction · Attitudes toward management · Attitudes toward co-workers · Organizational Commitment · Work environment and conditions (such as physical surroundings) Office Space – full movie [Video file].

Retrieved from and Read the following article from the Trident University Library: Riordan, C. (2013). The power of “Thank youâ€: 3 steps to a culture of gratitude. HR Specialist, 11(17), 7. After reading the above article, background material, and reviewing your notes on the video, consider the following questions: How would you characterize the general work environment at Initech? What are Peter’s attitudes about working at Initech?

What are the likely causes of those attitudes? How does he feel about his supervisors? Do his co-workers show similar attitudes? What do you predict would be the effect of these attitudes on job commitment, absenteeism, and turnover? Why?

Now, write a 3- to 4-page paper (which means at least 3 full pages and that count does not include the cover and reference page) discussing the film clip and the above questions. A good way to organize your paper would be to divide it into the following sections (with a heading for each section that is NOT the question): Introduction that briefly describes the situation at Initech. (one paragraph) The Environment at Initech (including supervision style and physical environment) The observed job attitudes of Peter and his co-workers The likely outcomes of those attitudes Conclusion that makes one recommendation for a change that Lumbergh could make that would improve job satisfaction among employees at Initech.

Be sure to support your arguments with references to the background readings and use specific examples from the clip to illustrate your main points. July 2013 • The HR Specialist 7 STAFF Volume 11, Number 7 Printed in the United States. The HR Specialist (ISSN X) is published monthly by Business Management Daily, 7600A Leesburg Pike, West Building, Suite 300, Falls Church, VA , (, Annual subscription price: $299. © 2013, Business Management Daily, a division of Capitol Information Group, Inc. All rights reserved. Duplication in any form, in clud ing photocopying or electronic reproduc- tion, without permission is strictly prohibited and is subject to legal action.

For permission to photocopy or use material electronically from The HR Specialist, Rosewood Dr., Danvers, MA 01923, (. Fax: (. This publication is designed to provide accurate and authoritative information regarding the subject matter covered. It is sold with the understanding that the publisher is not engaged in rendering legal service. If you require legal advice, please seek the services of an attorney.

Editorial Director: Patrick DiDomenico, (, pdidomenico@ BusinessManagementDaily.com Contributing Editors: Anniken Davenport, Esq., Derek Reveron, John Wilcox Copy Editor: Cal Butera Publisher: Phillip Ash Associate Publisher: Adam Goldstein Production Editor: Michelle Peà±a Customer Service: customer@ BusinessManagementDaily.com, ( NEW! The ultimate HR resource—stop guessing, start complying. Get 4 FREE bonus gifts for just trying The HR Weekly—Act NOW! theHRSpecialist.com/HRWeekly by Christine Riordan In every workplace and on every team, all people have the innate desire to feel appreciated and valued by others. Research demonstrates that when employees feel valued, they have high job satisfaction, are willing to work longer hours, engage more produc- tively with co-workers and supervi- sors, are motivated to do their best and work toward achieving the com- pany’s goals.

Case study: Google. At Google, which sits atop many best-places- to-work lists, leaders foster feelings of employee value through an open culture that promotes employee input, recognizes performance and encour- ages personal growth. Consider the consequences of not fostering a culture of gratitude: More than half of the 1,700 employ- ees responding to a 2012 American Psychological Association (APA) sur- vey said they intended to search for new jobs because they felt under- appreciated and undervalued. Organizational leaders—including HR—can foster high performance by finding opportunities to say “Thank you!†and giving specific praise to employees in genuine, honest and heartfelt ways. These three specific leadership behaviors can enhance a culture of gratitude: 1.

Help others develop The APA study indicated that 70% of employees feel valued at work when they have opportunities for growth and development. Even if promotion opportunities within companies may be limited, you can still invest in team members’ pro- fessional development through train- ing, assignment to new and interesting projects and exposure to different areas through cross-training. Employees frequently have skills that extend beyond the jobs they do. Plus, skills typically grow over time. Leveraging these broad skill sets can lead to greater engagement and satis- faction.

2. Involve employees Team members feel valued when they have an opportunity to take part in decision-making, problem-solving, and to use their skills to benefit the organization. In fact, a recent survey by the Society of Human Resource Management (SHRM) found that 63% of respondents listed “the ability to use their skills†as the top driver of job satisfaction. 3. Support camaraderie and collegiality Camaraderie leads to greater job satis- faction and commitment to the organi- zation and doing a job well.

Leaders should foster collegial- ity, help to eliminate dysfunctional team behaviors and create bonding opportunities that don’t involve work projects. Google famously provides games and toys simply to facilitate entertaining interactions among col- leagues. The positive feelings carry over into work. The SHRM study found em- ployees’ relationships with their co- workers was the second-highest factor related to their connection and com- mitment to the organization. Team leaders may also consider using social contracts—explicit agree- ments on how team members inter- act—to help shape positive behaviors within their teams.

The power of ‘Thank You’: 3 steps to a culture of gratitude Expert Advisor “When employees feel valued, they have higher job satisfaction, are willing to work longer hours … and are motivated to do their best.†Christine Riordan is dean of the Daniels College of Business at the University of Denver. Capitol Information Group) and its content may not be copied or emailed to multiple sites or may print, download, or email articles for individual use.