Jackson Sawmill Case Study

808 Words 4 Pages
Summary:
Northwest Canadian Forest Products Limited owns and operates five sawmills in BC and Alberta. They produce high quality lumber for use in the manufacture of window frames, doors and moldings internationally and lower quality commodity type lumber for use in the Canadian construction industry. The president of the company is trying to decide whether or not to invest money into Jackson Sawmill for new plant and equipment, since it hasn’t been upgraded for twenty years. The alternative would be to reinvest and downsize by reducing production capacity and permanently laying off half of the 200 workforce and build a new mill in Alberta. To build the new plant would be more expensive but the president is also considering the fact that Jackson
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Organizations are groups of people who work interdependently towards some goal. Many of the internal feuds are because each side has their own agenda and have lost sight of the organization’s goals. There is not a clear description of what the goals of the health and safety meetings are supposed to be. Conflict is caused by incompatible goals, differentiation, interdependence, scarce resources, ambiguous rules and poor communication all of which are present at Jackson Sawmill. There seems to be a lack of employee motivation and job satisfaction that may be the cause of their counterproductive work behaviours. John has to keep such a watchful eye on his crew because many of the younger guys lack the some of the core job characteristics and there is a low level of trust. The crew are being treated poorly and when they make mistakes there isn’t sufficient feedback as to what they were doing wrong. The crew’s work is rushed and they aren’t provided with equipment that is in good …show more content…
Alternatives and Analysis:
Alternative 1: Goal setting and feedback
Pros: Goal setting helps the organization to work as a team which can increase productivity. Feedback improves employee motivation and performance.
Cons: Goal setting tends to focus employees on a narrow subset of measurable performance indicators while ignoring aspects of job performance that are difficult to measure.

Alternative 2: Introduce rewards that will be valued by its recipients.
Pros: Can motivate employees to compete for promotions or to enhance their performance.
Cons: It is costly and may not always receive the desired

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