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タイトル: Trouble at Tessei
 
コンテンツID: CCJB-HBS-615044
登録日: 2016/08/24
オリジナルのプロダクトID: 9-615-044
オリジナルの刊行日: 2015/01   改訂日:2015/10
著者名: Bernstein, Ethan S./Buell, Ryan W.
ケース提供機関: Harvard Business Publishing
種類: Case (Field)
言語: 英語
ページ数: 16ページ
分野: 生産・業務管理
業種:
   
キーワード: Operations Management/Transportation/Service management/Employee engagement/Quality management/Quality control/Efficiency/Organizational behavior/Leadership/Management/Transparency/Employees
   
文献サマリー: In 2005, Teruo Yabe is asked to revive Tessei, the 669-person JR-East subsidiary responsible for cleaning its Shinkansen (""bullet"") trains. Operational mistakes, customer complaints, safety issues, and employee turnover are at or near all-time highs, even as the demands on Tessei continued to grow. Given previous leaders' failed attempts to fix Tessei's problems with increased managerial monitoring and controls, Yabe seeks a creative approach to overcome the motivation, capability, and coordination challenges facing his organization. Like many contemporary leaders, he selects transparency as his tool. He is, however, unique in adopting a highly nuanced approach to implementing transparency. In the process, he not only leads a fantastic organizational turnaround but even helps to make otherwise ""dirty"" work more meaningful for Tessei front-line employees. The case therefore presents students, particularly in leadership, organizational behavior, operations management, and service operations courses, with an opportunity to think through how a well-crafted transparency strategy can act as a powerful leadership tool.
   

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