Analyzing Problems in Organization

Today, the black-and-white division--nicknamed Team Zebra--is one of Kodak's leading business units in product quality, customer satisfaction and overall operating efficiency (Team Zebra, 1994, p. 57). By adopting a team-oriented approach, the employees increased on-time delivery rates to 95 percent. In addition, they were able to cut inventories in half within the first two years after the reorganization, saving the company a total of $50 million. They also reduced waste by 75 percent and generated $40 million in cost reductions within the first two years without reducing the number of products produced. In fact, they increased productivity by 15 to 20 percent each year (Team Zebra, 1994, p. 57).

To meet the challenge given it by the parent company, the black-and-white film division led by a 15-member managerial team and the 1,500 employees reengineered their workplace from a traditional manufacturing process organized by functions to a team-driven process organized by work flow (Team Zebra, 1994, p. 57).

In addition to employee review, however, management also will need some system for monitoring performance. Each work group should establish measures that monitor quality, productivity and compliance. Rigg argues that with such objective measures in place, the span of control can be widened and the need for daily control and the burden on management will be reduced (1992, p 12). The work group itself can monitor individual performance internally and the team-oriented mindset can lead to a flexible work force that is better suited to a complex, fast changing, and competitive business environment that demands that employees perform and lead like never before (LeBlanc & McInerney, 1994, p. 76). Such team work is a necessary factor in successful business practices today. The diversity of experiences and broad business and market perspective required of today's leaders cannot be obtained by progressing up the narrow occupational job ladders of yesterday. Team work dismantles the traditional structure and enables workers to learn more.

Function for itself" mentality generated by the previous hierarchical structure and outlined by Rigg in the introduction and instead created a seamless process of the manufacture of film and paper from raw materials at one end to the finished goods at the other (Team Zebra, 1994, p. 57).

However, changing to an empowered, team-based enterprise required transforming the organization's culture as well as structure and the employees' mindset.

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