Working Efficiency in Manufacturing Organizations of Boston, Phoenix and Seattle

Working Efficiency in Manufacturing Organizations of Boston, Phoenix and Seattle

Introduction

The purpose of this study is to determine any significant relationship between the differences in the safety climate with the injury rate. The study will also be focusing towards the injury rates in the organization in different manufacturing states that are Boston, Phoenix and Seattle. Further, a brief analysis and comparison of the injury rate in three different states has been measured.

H1 O: There is no significant relationship between injury rate and safety climate.

H1 A: There is a significant relationship between injury rate and safety climate.

The dependent variable of the study is the injury rate and independent variable is safety climate.

Background of the Study

The employees get used to the facilities and the way they are available and a major change would significantly affect the working efficiency of the team (Sanghera, 2009). The responsibilities of a project manager from the inception to completion, their contractual implications and their relations with the team should for the betterment of employees. Moreover, the responsibilities of the client, pros and cons of using an internal or external PM and room for improvements are identified.

Despite of the fact that, many managers claim the adoption of organizational culture theories, due to intangible outcome and results, managers rarely practice and bind themselves with the cultural approaches of the organization. In a knowledge management project, analysis of organizational culture in an automotive industry was performed. The project was carried out in a time when a new technology imported from a foreign country was implemented on a pilot basis. Due to the lack of confidence in acceptance of new technology and other organizational cultural problems the working efficiency of the organization decreased (Argyris, 2010). The analysis below identifies the theories and other parameters in practice in the organization.

Organizational culture does not directly affect the managerial layer, because they stand beyond the dependence on the norms and culture of an organization. Whereas, subordinates or lower level employees are the direct subjects of the organizational culture; however, bad organizational culture leaves a bad impact on the employees, which indirectly affects their working efficiency, productivity or functionality and thereby, effecting the goals and visions of the organization. Therefore, on short term basis organizational culture might be of less importance for managers and for the same reason, managers are often seen molding the culture to attain ...