The Theory and Policy Encounter Power and Motivation at Consolidated Automobile

I. Synthesis

William Strong & Larry Kane, discontented employees at Consolidated

Automobile Manufacturers Inc., had taken matters into their hands when they failed to

get their supervisor to be transferred. There were some conditions in the plant that

members of the union think would need improvement as well - such as the cafeteria

food and relief from more than 100 - degree heat in the metal shop. Hence, Strong and

Kane resorted to shutting off the power source to an auto-assembly line. Sam Winfare,

the supervisor concerned, has proven himself an effective supervisor in his area with a

manifestly improved production in just a short period of time. He explained to the plant

manager that his transfer would only set a dangerous long-term precedent. True

enough, there is at least one other supervisor that the assembly-line workers want to be

removed. Under duress, the Plant Manager immediately need to resolve the problem

and cease the tension between the employees and the management to prevent further

losses for the company for every minute of the disturbed operation. The need to uphold

a decision that would help restore the production of the profitless assembly line and

development of policies to prevent future interruptions by assembly-line workers is

highly necessary.

This case is a sample of common management-labor argument in an assembly

line manufacturing set-up. It provides a venue for the management to formulate and

utilize the different theoretical methods in resolving problems or conflicts to arrive at

winning solutions.

II. Point of View

The Plant Manager

III. Statement of the Problem

What win-win solution should be offered to pacify both parties and, consequently,

allow immediate restoration of production?

IV. Statement of Objectives

 To restore production in the assembly line

 To analyze root cause of the strike, and apply corrective and preventive action

plans, develop policies