Redgrove Axial Workshop Case Study

5514 words 23 pages
|Redgrove Axial Workshop |
| |
| |
|Don Hazelwood, Lane Robilotto, Tara Pappas |
|December 6, 2011 |

Table Of Contents
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However, he also observes how well the workshop’s employees work together, how productive they are, and the existence of an unofficial code of conduct which is followed in regards to the practice of creating ornaments. He is torn on whether or not to bring attention to this practice because he wants workers to continue to work efficiently and effectively and taking away their projects may disrupt this; however, he also wants to follow the rules and has an obligation to the company as well as to the employees in his division.
Challenges of a New Position: What makes this situation more difficult for Fontaine is that he is new to the company and being in the accelerated leadership program, will most likely not be in his position for long. This adds to his dilemma because one of the biggest challenges when taking on a new position in a new organization is getting comfortable with the corporate culture. When first joining an organization, an employee handbook is provided which dictates all of the do’s and don’t's outlined by management - but the new employee may not immediately understand how closely the company actually follows these rules. In this case, Fontaine knows the rules prohibit using scrap materials for personal use, but the corporate culture has allowed these projects to continue for a long period of time; this places Fontaine in a precarious position considering his relatively short tenure (between one year and 18

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