Introduction The Eastman Kodak company, founded in the late 1880’s, began as an organization that manufactured wooden boxes which captured images on film. In 1989, the company went through a major restructuring after facing several problems such as competition and high costs, declining customer satisfaction, and low employee moral (Bolman & Deal, 2008). At the forefront of this change was Kodak’s CEO at the time, Colby Chandler, who reorganized the company into six “flows” which were based on a process of transforming raw materials into finished products (Bolman & Deal, 2008). One of these six flows was the black and while film division. Performance measures and standards were created for productivity and the focus of this flow was external
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One of the strategies missing from this case study regards hiring the right people; there was no mention of whether Kodak decided to restructure using their current workforce, or whether they went out and actively recruited new employees that would better fit the new structure. By including selective hiring of employees, Kodak would be able to ensure that being a team player is a priority, similar to the beliefs of Google and their team-based hiring (Bolman & Deal, …show more content…
In order to increase productivity and job satisfaction and decrease turnover, an organization must have a system for rewarding employees, protecting jobs and promoting within, and creating opportunities for learning and development (Bolman & Deal, 2008). Bolman and Deal (2008) note that the Kodak teams achieved major breakthroughs in quality and cost reduction; however there is no mention of whether there was any sort of incentive program or reward for employees for accomplishing these goals. Promoting employees from within the company would also be a beneficial strategy for Kodak. Flow team members would have a deeper understanding of the process, and as a manager of that team would be better able to be a support system for those now working in their previous
One of the strategies missing from this case study regards hiring the right people; there was no mention of whether Kodak decided to restructure using their current workforce, or whether they went out and actively recruited new employees that would better fit the new structure. By including selective hiring of employees, Kodak would be able to ensure that being a team player is a priority, similar to the beliefs of Google and their team-based hiring (Bolman & Deal, …show more content…
In order to increase productivity and job satisfaction and decrease turnover, an organization must have a system for rewarding employees, protecting jobs and promoting within, and creating opportunities for learning and development (Bolman & Deal, 2008). Bolman and Deal (2008) note that the Kodak teams achieved major breakthroughs in quality and cost reduction; however there is no mention of whether there was any sort of incentive program or reward for employees for accomplishing these goals. Promoting employees from within the company would also be a beneficial strategy for Kodak. Flow team members would have a deeper understanding of the process, and as a manager of that team would be better able to be a support system for those now working in their previous