Business > CASE STUDY > MilestoneThree Engstrom| Case Study Analysis: Engstrom Auto Mirror Plant: Motivati (All)

MilestoneThree Engstrom| Case Study Analysis: Engstrom Auto Mirror Plant: Motivati

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MilestoneThree Engstrom.docx Case Study Analysis: Engstrom Auto Mirror Plant: Motivating in Good Times and Bad Milestone Three Solutions Development Organizational Improvement Outcomes Althou ... gh the Scanlon Plan gave the Engstrom Auto Mirror Plant several years of some prosperous outcomes, once the plan began to fail, many other organizational issues caused the downward spiral of the plant(Beer & Collins, 2008).Human behavioral research can show different ways of improving the areas of human behavior such as trust, motivation, and communication, which impacted the company in many ways. Distrust in Management Trust is related to certain expectations, as in distrust relates to certain expectations that can harm others, meaning both trust and distrust contributes to social complexity (Chan, 2003). Employees began to distrust management when the plan was not carried out as it was in the beginning years, causing them to question management, and the incentives of the plan. When relating the need to trust to Maslow™s Hierarchy of Needs Theory, and person has esteem needs that can be satisfied by a healthy and positive work relationship with management (Stewart& Stumpf, 2018).Management did not create an atmosphere where the employee would be engaged to learn about the changes. Once bonuses started to decrease, employees questioned how such amounts were calculated, although information on the company™s loss and gains were given, employee could not understand how to interpret the financial data (Beer & . . . . . .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . .. .. . . . . . . . . . . . . . . . . . .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . [Show More]

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