To: Whom it may concern.
My opinion of Charlie Chaplin’s production floor in “Modern Times” as observed in Here , by four dimensions: Communication, Capacity, Teamwork and managing styles.

:Interpersonal Communication in the organization
Although we find today various interpersonal communication directions such as (Mullins, 2002); Vertical communication – downwards (information, job definitions, instructions), upwards (feedback, reports, proposals).Horizontal communication – between those who belong to the same organizational layer.Diagonal communication – between the headquarters and the performing level. Observed that the leading and only communication in the organization is horizontal and mostly only one way- from top to bottom.The executive manager orders by remote electronic means of communication the production manager, leaving him no ability to converse rather than comply with his orders.The line manager scolds and intimidates Charlie when he can’t keep up the production with the new assigned production capacity. There is a way to do things better (Greenbaum, 1974): Informing – delivering the required information in order to carry out the tasks. Integrating- increasing the individual’s identification with the organization as well as satisfaction. Coordinating – making sure that the individual’s behavior corresponds with the organization’s objectives. Influencing –making changes in times of need.

Planning Capacity:
Observed that the executive manager demands “more speed!” which are actually “increase capacity”.  Setting higher goals for production by utilization the organization’s resources at the best are one of the tasks of the executive management. Thus, the work-environment, ergonometric machines and tools, health& safety are the foundations of capacity and are executive’s responsibility to provide. The first demand that was observed to increase capacity was in place due to the executive manager’s general impression that he can reduce production loss by accelerating the speed of the line, and getting the best out of the diminishing productivity. Planning capacity has three stages:Theoretical Capacity: The maximum capacity according to the machine or job definition. The theoretical capacity doesn’t take into consideration any event or problem along the way. The theoretical capacity never exists in reality. Effective Capacity: Is a result of deducting the time of known “un-work”, brakes, maintenance, and logistics from the theoretical capacity. Actual  Capacity: the actual capacity on the floor, deducting from the effective capacity the time spent on malfunctions, bad planning, reduction of final product versus demand. The observed action, of acceleration line speed, is most common and is cutting-off small time gaps in production that add up to reducing capacity from the Theoretical Capacity to the Effective Capacity. At that time the work environment (the fly that disturbed Charlie) prevented the execution of the new set capacity. The  observed second capacity goal, wasn’t backed-up with the proper resources such as a better tool that will not get stuck on the bolts when working in higher speed. The gap between the Actual Capacity and the Effective Capacity is mainly based on the share of knowledge, common goals and vision of the individuals in the organization and the utilization of the organization’s resources wisely. Capacity Planning should relay on: Establishment of comprehensive levels of production sources.Influences performance times, response, cost and competitiveness. Decides when and how much to increase capacity. Production floor planning must take into consideration:Safety.Shortening distances between processes.Constant flow of production.Coordination among all production compounds.Comfortable environment for the workers. Environment away from hazards controlled or solved. Ergonometric tools and machines. Long term flexibility.

Teamwork:

No teamwork and no team companionship were observed in the organization. Observed  Charlie’s abuse of his fellow team member (kicked him), his unauthorized smoking brake and his return to the line but not contributing to production. The terms of a good teamwork are (Mullins, 2002):Goal definitionLoyalty and commitmentA climate of trust and opennessOpen communication and team learningOne for all and all for oneProblem solving and team resolutionsAgreed procedures and normsUpdated resources, technology and knowledgeNon-conformist identity, initiatoryCapability to transform Core Competence to Synergy But, in order to have good teamwork the organization should improve its interpersonal communication as mentioned above especially the integrating and coordination by interpersonal communication and its managing skills and styles.

Managing styles:

The observation can’t determine if the executive manager has the (French & Raven, 1960)  Expert Power but definitely the Coercive Power and the Legitimate Power is used. Observed that the line manager is using the Expert Power and the Coercive Power quite efficiently. In what was observed there was no use of Referent Power or Reward Power. Using managerial skills and managerial styles according to the situation, the outcome of planning, problem and conflict solving will be better a manger has in himself all the types of powers of management and all the types of managing styles (Blake & Mouton From: Betts, 2000) combining people orientation management and achievement orientation management. Managers are expected to be characterized by(Betts, 2000):Ability to form a team and work in a team.Sensitivity to the people in the group.Awareness to outer influence and the coping with them.Ability to understand and deal with innovations of Information Technologies.Ability to implement human resources techniques.Establishing organizational culture including customer’s demands.Managing time efficiently. Openness.Ability to listen.Ability to set goals and targets.Ability to empower workers.Ability to accept changes and manage the process of change. Having skilled mangers with developed managing characteristics is the key to create an environment of good organizational interpersonal communication, formal and informal. Effective teams are built by combining managing skills and open communication. Production capacities are set according to true data and shared skilled knowledge and optimizing the gap between the effective capacities to the actual capacity. A good and effective manger is on who has the managerial characteristics, managerial skills and whom utilizes them to create an additional value to the organization by the transformation activity of production.