The core of the problem in this case study of Slade Plating Department (Shani, Chandler, Coget, & Lau, 2009) can be arguable that the company was not paying attention to and taking actions to address the organizational climate; and the factors relating to what the employee’s based on the departments needed to productive. Therefore, with the production and performance demands in the plant the workgroups at Slade took it upon themselves to create a workaround based systems based on cultural norms.
The two dominant groups in the case study were under the leadership of Tony Sarto and Harry Clark. The groups differed in their group rules and how they meet their units work demands at Slade. Starto’s group was the most social and cohesive of the
The two dominant groups in the case study were under the leadership of Tony Sarto and Harry Clark. The groups differed in their group rules and how they meet their units work demands at Slade. Starto’s group was the most social and cohesive of the