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At&T Dallas Works

Problem Statement

A quick Just-In-Time (JIT) team was formed within AT&T: Dallas Works in order to implement management's new JIT initiatives. Sandy Ward is concerned about the level of commitment and motivation the group displayed during the initial group meeting and the inability of the group to implement change.

Corporate Culture
Prior to the break-up of AT&T, the company was the major player within the communications market. The company was doing well and employee commitment was high due to their sheltered status. Following the break-up of the company that feeling of job safety was diminished when jobs were cut and plants were re-organized in order to remain competitive in the newly opened marketplace. The Dallas Works arm of AT&T specifically experienced a work force reduction of almost fifty percent in just a few short years. As a result, employee morale and commitment is very low.
With all of the change the plant has experienced the VABE's of the employee are being tested. With people, perception is everything. The employees that still remain at the Dallas Works have witnessed a lot of change. The employees are comparing all of the recent events to the current events. This comparison is generating mixed emotions and feelings throughout the work force.
With the recent introduction of Ken Wetherford as a senior manager within the plant, the employee's expectations may be that of more cutbacks or quite possible plant closure. They have witnessed first hand his fast paced style. The employees know Wetherford was put in place to revitalize operations. His style has proven he desires to implement change and do it in rapid fashion. As such, there is a great deal of uncertainty. The stakes are quite high. After all, equity is one the three main goals workers seek from their job. A part of equity includes job security. Due to the external environment that the Dallas Works is operating within, management has not been focused on seeing to meet that...