For each of the four situations noted, what organizational concepts apply?

Identify the concept and explain the related problem.

Two welders, unable to get a decision from their supervisor, requested time off. One welder had a dentist appointment, and the other needed to leave early to pick up an anniversary present.

A review of the previous day’s shipping log revealed that nothing had been shipped. The reason: a customer had called about a problem bottom bracket-the place where the bicycle pedals attach- which made the customer’s $4,000 bike useless. The customer service department had the authority to stop everything to solve a customer’s problem. In this case, it meant turning off the final treading machine for a day, which brought the shipments to a halt.

After little discussion, Korenblat made a decision to redesign the brakes on road bikes, believing it would be less expensive. Shortly after the first produc5ion un began, the person in charge of purchasing insisted on rehashing the decision. It turned out that the new design would lead to a series of new expenses-adding up to more than the expected savings.

In an effort to have the employees make decisions and be more independent the machine department was developing the production schedule, determining the size of the production runs, and coordinating the 35 operations in any given production run-some of which were linear others of which proceed simultaneously. All went well log in a seasonal business. To respond, Korenblat kept increasing the size of the runs-“I know you made 200 57-centimeter road bikes last week, but this week we need 250n 58-Centimeter bikes.” The result: the machine shop came to a standstill, waiting for the next command.