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What Should An Hr Colsutant Do In A Situation Like This
You are an HR consultant in a big and successful pharmaceutical factory. The factory that you have been working for took over the two small factories and it is trying to upgrade and integrate them with its own values now. Your factory has been growing fast and has very high productivity and efficiency. The factory’s mission is to serve the society and bring it to a better place. Also, the company is focused on long-terms (economics, sustainability, etc.). Your management has chosen two persons from both small factories that they had bought and appointed them as production managers in those two wings. You have spent some time with the managers and some workers. Your company wants you to make a report over management development and new managers too.
One of them, let’s call him manager A is sociable and friendly and thinks very optimistically. He is in charge of 50 workers, 40 of them are senior workers (been working for the small factory for 20 years) and the other 10 are younger and not very skilled generation Y workers (they tend to change their jobs in short time). As the small company has been bought by the big one, there are some changes that are going to be done – Health Camp, Safety regulations, etc. Those changes require a lot of discipline and focus, so it can be hard for older workers to adjust. The manager is also surprised about general inefficiency in operations and still hasn’t made some plan how to deal with it.
The other one, manager B is much younger than the first manager and inexperienced. She has a group of 40 workers. Her workers are divided in groups and every group has a professional and experienced staff (generation X). She also points out that the team has trouble with deadlines and communication process, and most of the problems are made out of the fact that the previous manager had autocratic type which has made workers unmotivated and dubious.
What would you write in the report?
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