MilestoneFour Engstrom.docx Case Study Analysis: Engstrom Auto Mirror Plant: Motivating in Good Times and Bad Milestone Four Workplace Analysis Organizational Issues As shown in the Engstrom Auto Mirror Plant c
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MilestoneFour Engstrom.docx Case Study Analysis: Engstrom Auto Mirror Plant: Motivating in Good Times and Bad Milestone Four Workplace Analysis Organizational Issues As shown in the Engstrom Auto Mirror Plant case study, many organizational issues were evident, and eventually caused the end of the plant in whole. These issues included low morale, causing low productivity, and ultimately financial issues due to not being productive (Beer & Collins, 2008).I understand firsthand how much morale is important, simply because it gives you the motivation to be productive, and the environment is more positive than a workplace with low morale. I do believe that when organizations began to unravel, it is the cause of those who are in management. In my current organization, I am experiencing this, and I believe it is the cause of many issues that my coworkers and myself, face daily. I have been employed with the State of Texas, as a Medical Eligibility Specialist, since 2018. Since I™ve began with the organization, I™ve had a total of 4 supervisors. Since July 2020, my unit relocated, and is now housed in one of the biggest hospitals in Dallas County, Texas. Due to having several managers over the years, I can agree that all people manage differently, and it shows in their behavior. The task I complete daily are not difficult; however, the interactions with management will make it difficult to feel appreciated, and trusted (Hekkers, 2016). In my organization, my unit is suffering from lack of motiv. . . . . .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . .. .. . . . . . . . . . . . . . . . . . .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
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