The Furniture Manufacturing Functions Are Very Disorganized ✓ Solved

The furniture manufacturing functions are very disorganized.

Hello class,

1) The furniture manufacturing functions are very disorganized. It is not clear how to best organize these functions. For example, the varnish and dye experts each use a different method to complete all of their tasks. The best person to do this task would be Frederick W. Taylor as he has a lot of first-hand experience with hands-on projects and working close to others and he really knows what he's doing and will be the best person to have making these hard decisions.

2) The production schedule is a mess. It is not clear which projects should be completed first in order to ensure products are being delivered to customers on time. I believe that Frank and Lillian Gilbreth would be the perfect people for this job as they were able to not only raise twelve kids, which is an insane task, but they were able to use their kids to effectively get different tasks done quicker, which would be the perfect people for this issue.

5) While the company is financially successful, as it has grown from a small family-owned business to a large and complex enterprise, the organizational structure has not kept pace. Few formal rules exist and the keeping and maintenance of records are haphazard. This task would be best suited for Max Weber as he studied industrial capitalism and he knows how companies are pretty selfish in the way they try to be successful, but they do not help the people such as the workers that helped them to get there.

6) Employees are feeling overworked and losing satisfaction in the work they are doing. They believe their basic needs are not being addressed. The best person for this task would have to be Henri Fayol and how he created the five duties of management which would help with this issue. The five duties are Foresight, Organization, Command, Coordinate, and Control.

Paper For Above Instructions

The furniture manufacturing industry is experiencing significant challenges regarding organization and productivity. As highlighted by the issues raised, there seem to be disorganized functions, an unclear production schedule, inadequate organizational structures, and employee dissatisfaction. Each of these challenges requires specific approaches and solutions that draw on the expertise of renowned management theorists. This paper will discuss the need for improved organizational management in the furniture manufacturing sector, drawing from the principles advocated by Frederick W. Taylor, Frank and Lillian Gilbreth, Max Weber, and Henri Fayol.

Organizational Functions and Taylorism

Frederick W. Taylor, known as the father of scientific management, emphasized the importance of reorganizing workflow for efficiency. In the context of the furniture manufacturing functions, Taylor’s principles can be applied to streamline operations. The lack of a standardized method among varnish and dye experts indicates that there is no unified approach to the tasks, which can lead to inefficiencies and inconsistencies. By implementing Taylor's principles, the company can investigate the most efficient methods for completing these tasks, thereby establishing a clear, the best approach for varnishing and dyeing that all employees can follow (Taylor, 1911).

Production Scheduling and the Gilbreths

Turning to the production schedule, the disorganization highlights a critical need for effective task prioritization. Frank and Lillian Gilbreth developed techniques for improving work efficiency and productivity through motion study and systematic analysis of tasks. They could guide the furniture manufacturer in identifying bottlenecks in the production process and establishing a workflow that prioritizes projects based on urgency and customer delivery timelines. By utilizing the principles of time and motion studies, the company can optimize both the allocation of resources and the scheduling of jobs to ensure timely deliveries (Gilbreth & Gilbreth, 1917).

Organizational Structure and Weber's Bureaucracy

The organizational structure within the company appears to be inadequate for its current size. As highlighted, the transition from a family-owned business to a larger enterprise comes with increased complexity. Max Weber’s theory of bureaucracy offers insights into how the organization can transition to a more structured approach. Weber emphasized the need for defined roles, a clear hierarchy, and formal rules in order to enhance efficiency and accountability. Establishing formal policies and maintaining thorough records will be essential for the company to keep pace with its operational growth while ensuring that employees feel valued and adequately supported (Weber, 1947).

Employee Satisfaction and Fayol's Management Principles

Employee dissatisfaction can be detrimental to productivity and morale. Henri Fayol’s management principles can provide a foundational approach to addressing employee concerns. His five duties of management—foresight, organization, command, coordination, and control—can be utilized to enhance organizational culture and employee engagement. For instance, implementing foresight in planning can help address the basic needs of employees by creating a supportive environment. Additionally, establishing open lines of communication and ensuring that management is responsive to employee feedback can bolster job satisfaction and reduce feelings of being overworked (Fayol, 1949).

Conclusion

The furniture manufacturing sector must adapt to the challenges it faces by implementing strategic management principles that promote organization, efficiency, and employee satisfaction. By utilizing the insights of Taylor, the Gilbreths, Weber, and Fayol, it is possible to create a more cohesive and effective manufacturing organization. Tailoring these theories to the specific challenges faced by the company can lead to significant enhancements in performance, ultimately sustaining its success in a competitive market.

References

• Fayol, H. (1949). General and Industrial Management. Pitman Publishing.
• Gilbreth, F. B., & Gilbreth, L. M. (1917). Fatigue Study. New York: The Macmillan Company.
• Taylor, F. W. (1911). The Principles of Scientific Management. Harper & Brothers.
• Weber, M. (1947). The Theory of Social and Economic Organization. Free Press.
• Greasley, A. (2008). Operations Management. Cengage Learning EMEA.
• Slack, N., Chambers, S., & Johnston, R. (2010). Operations Management. Pearson Education.
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• Burke, R. J., & Cooper, C. L. (2008). Risk Management in Organizations. Routledge.
• Babin, B. J., & Harris, E. G. (2015). A Beginner's Guide to Marketing. Cengage Learning.
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