Yaver Odcm 2 Assign

Submitted By:
Yaver Kundi
Registration No:
FA18-BBA-157
Subject:
Organization Development and Change Management
Assignment No:
2
Submitted To:
Ms. Zehra Afreen
Date:
4.11.2021
Case Study
Chhavi Woollen Mills LTD

Q.1.What factors have led to the deterioration in the quality of
company’s products?
Ans: The following are some of the causes that have contributed to the company's
product quality deterioration:
• The business's expansion.
• Recruiting new workers
• Employees who have reached retirement age.
• Staff above the age of 50 are being replaced by employees under the age of 50.
• A greater emphasis on rules and regulations than on personal ties.
• Rather than self-discipline, they are guided by a bureaucratic control procedure.
• Workers have little or no freedom in the job.
• A higher level of formalization and oversight.
The aforementioned elements are the causes of decline in product quality, and the
corporation must address them in order to maintain its public image. Employees
were frustrated by the changes, which resulted in them being less focused on their
work. Improving quality will increase sales and help you meet your sales goals.
These elements have had a quantitative and qualitative impact on the production
line. On the shop floor, there are constant squabbles between young workers and
foremen.
Q.2.What changes have occurred in the organization culture over
the past five years or so?
Ans: The workforce and management have been affected by the organization's
changes over the last five years. The corporation built a new factory and hired new
workers. Many senior staff approached retirement age, and the corporation
replaced them with younger employees. The adjustments had the most negative
impact on the company. New managers were hired who were more concerned with
following rules and procedures than with building relationships. As a result of the
new managers' emphasis on formalization and severe control, employees became
frustrated and resentful of the management. Workers have been vocal in their
opposition to the company's new culture. Even though the production manager
attempted to resolve the difficulties, nothing changed. Changes in corporate culture
have had a significant impact on product sales and quality. This is the first time the
company has gone through such a crisis.
Q.3.Why do workers resist rigid controls? Suggest changes in the
control system to improve the quantity and quality of production.
Ans: Workers despise rigorous control because it denies them the freedom to make
their own decisions. If the control is tight, the workers will feel uneasy. Controlling
employee behavior can be difficult. Rigid regulations rob workers of their
autonomy, leading to frustration and resentment of management. Some employees
oppose management because they don't want to be held accountable for their
mistakes. Workers will be averse to a control that is more focused on quantitative
variables. The control system at Manchester Mills also contributed to their demise.
To improve quantity and quality, the mill's management must make improvements
to their control system. The first adjustment is to use self-control rather than
bureaucratic control to guide employees. Self-control means that employees are in
charge of themselves and can alter their responses to avoid undesirable behaviors
in order to achieve long-term goals. Bureaucratic control is the use of formal
systems of rules, roles, records, and rewards to influence, monitor, and assess
employee performance. Less innovation and originality, frontline personnel feeling
unloved because they are unable to propose their ideas, and the organization being
less adaptive to changes are all downsides of bureaucratic control. Employees may
feel more responsible and have greater control over their activities as a result of the
shift from bureaucratic to self-management. The transition from formalization to
decentralization is the second change. The degree to which an organization's
conduct is standardized by rules, regulations, and procedures is known as
formalization. Decentralization entails dividing decision-making power throughout
the business, allowing lower-level employees to participate in decision-making,
enabling frontline workers to express their opinions, and resolving a variety of
issues. Chavis Mills' management should adopt an organic structure, which is
flexible and decentralized, and support the company's innovation. Employees that
have more control over their decisions and behaviors will be able to operate more
successfully and efficiently. These modifications will boost production quality and
quantity. This enhancement will also help the company maintain its image and
increase sales.

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Chhavi Woollen Mills LTD

• Employees who have reached retirement age.

• A greater emphasis on rules and regulations than on personal ties.

• Rather than self-discipline, they are guided by a bureaucratic control procedure.

• Workers have little or no freedom in the job.

• A higher level of formalization and oversight.

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