Pelgo Comms A Case Analysis

Pelgo communication theory Inc.

When Bill Sanko and some partners put together the buy-out of Pelgo Communications Inc. from GTE Corporation, things were not bad. Sanko somehow knew they could be much better. He inflexible the fastest way to get the new telecommunications equipment company up to speed was to get everyone actively contributing to customer satisfaction, crop quality, and lower costs.

Sanko issued a vision statement to urge whole the 180 employees to become self-managing, and to redesign the entire organization round self-managing work teams. The teams performed wonderfully; so well did they performed that The Association for Manufacturing worth selected the Aurora, a Colorado-based company to be featured in a video on team-based management. Along with the drastically reduced turn times, the lower cost of assembly, halved inventory expenses, and increased quality levels. disdain such improvements, there were still problems being encountered.

Staffing is probably fivesome times harder with self-directed teams, says Julie King, Pelgos human resource director, and one of Sankos partners. The unambiguous solution to this problem is to involve existing team members in the hiring process. The aim of self-managing team is to increase quality and end product. Sanko even do sure teams are evaluated on the basis of output.



In estimate of this fact, no one motives to take the time required to dish up choose new people.

This creates other problems too.

I feel grim for the new people, says Terri Mark. Your first instinct is, `Oh, no, weve got a new soul and were going to get throttled; were not going to make our numbers. lonesome(prenominal) team members and not supervisors are held accountable for meeting production goals, they take an understandably dim view of anyone viewed as an obstruction to achieving the desired objectives. When the company tried using temporary help, they got an...

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