case study

He turned out to be polite to the worker and helped them to be solving problems on their own , but with an indifferent attitude . The performance suffered for a little while and the teams were on their own in a short time (McShane , S , Olekalns , M , Travaglione , T , 2010 . Once the teams began to take control of the process , says Nguyen (1999 , frustration and problems began to appear due mainly to the unfamiliarity with the new schedules and adjusting to limitations of duties . But the condition transforms quickly

2 .3 The

Debacle Continues

When Ang 's junior supervisor was able to coordinate the production Ang 's situation in the firm was pathetic . He was completely withdrawn . Mr Davison was aware of these developments and felt it was time to have Ang removed from the floor . He planned a promotion for Ang . The promotion which would put Mr . Ang completely away from production section was approved , but strongly and publicly countered by Mr . Ang . The confrontation ended with Ang 's termination on account of misconduct and insubordination . The removal of Ang was initially a relief for Mr Davison because he was under impression that since the he is not there a better commitment and morale would prevail . But the team performance deteriorated . Mr . Davison could make no sense of what was going on

3 . Final Thoughts

The transition of this work culture is a long process . Some times senior leaders need results to stimulate their interest (Silverman 1996 . At the same time Williams (1995 ) reiterate that in changing the role of leadership special support materials as well as training are also available to facilitate the changing role of supervisors and managers . In Ang 's case the employees were a little short of assurance of their future . Along with the changes , argues...