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You have recently been appointed as head of the nine-person accounting department in a large oil company. The accounting offices are located on the 6th and 3rd floors of head office. The three accounting employees on the 3rd floor use extra office space in the purchasing department. Two accounting employees were hired a few months before you took over the unit; one was offered a job at the time she submitted her application form (i.e. hired without an interview or careful review). The employees possess the skills and resources (e.g. new computer systems) to perform effectively if they work together as a team. However, you sense that this department lacks the necessary esprit de corps that would help it achieve the highest performance. Describe four distinct strategies you would use to build the accounting department into a more cohesive unit and explain how these strategies would increase cohesiveness.
Low Quality
A term indicating inferiority in performance, durability, or appearance of a product or service relative to expectations or standards.
TPS Employee
An employee working within the Toyota Production System, focusing on lean manufacturing and continuous improvement.
Job Classifications
A system that categorizes jobs based on criteria such as responsibilities, skills required, and the complexity of tasks, often used for hierarchical organization and payroll.
JIT
Just-In-Time manufacturing is a management strategy that aligns raw-material orders from suppliers directly with production schedules to improve efficiency and reduce inventory costs.
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