In the paper “Case History: Acme Manufacturing Company” the author analyzes the case of Steve Arnold who began his workday at Acme Manufacturing Company. He was late for work because he had overslept after staying up late the night before to finish the monthly production report for his department…
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Before the meeting, Steve received a call on a rush job, which he had turned over to one of his production supervisors, Lucy Adams, and put out of his mind. He tried to reach her and discovered she was out of town and difficult to reach. He asked his secretary to leave her a message to call him. He should have told his secretary to ask Lucy about the job in case he was not in the office when she called. The rest of his day was one interruption after another—an appointment not listed, a priority job his boss had asked for that wasn’t done, being late for another meeting, missing calls from Lucy—and at 4:30, he decided to go home, wondering how he could ever get caught up.What should Steve do to become more effective as a manager? It is obvious Steve Arnold is a disaster waiting to happen. He is balancing on a tight rope, and any minute he’s apt to crash. He has several employees apparently capable of handling projects, but Steve has never created a preliminary schedule that would include early morning meetings with his staff to plan not only each day but also the time lines needed to complete projects by a reasonable deadline. It would also appear that his secretary, Ruth, either has not been given the option of helping Steve organize his own scheduled priorities and putting his papers in order or she is not dependable and probably should be replaced. Steve does not look ahead to determine how to prioritize his time. He also does not look at the overall picture to see how production schedules should interact.
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