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Essay / Research Paper Abstract
A 9 page paper that includes an analysis of the Topeka System, which is the operational and management model established for Gaines dog food in Topeka, Kansas. The paper discusses the effectiveness of the system, whether the writer would personally advocate the system and discusses Kotter's 8 stages in relation to the Topeka system. Bibliography lists 5 sources.
Page Count:
9 pages (~225 words per page)
File: MM12_PGtpkak.rtf
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Unformatted sample text from the term paper:
similar philosophy, increase productivity while reducing costs. The difference is that the Topeka pet food plant actually did it and they did it with autonomous teams. It was in the
late 1960s and through the 1970s that major corporations began to establish teams (The Modern Times Workplace, n.d.). General Foods hired Ed Dulworth to manage the new Gaines dry
dog-food plant in Topeka, Kansas (Cohen, 2004; The Modern Times Workplace, n.d.). The corporation gave Dulworth a mandate to operate with the lowest possible cost, maintain the quality of the
product, and have employees identify with the plants success (Cohen, 2004; The Modern Times Workplace, n.d.). Typically, there was a feeling of alienation among employees in manufacturing plants rather than
identification (Cohen, 2004). The plant began with just three levels of management and never changed that part of the structure (The Modern Times Workplace, n.d.). Each level knew its responsibilities
and its level of autonomy (The Modern Times Workplace, n.d.). Work teams also had a significant degree of autonomy (The Modern Times Workplace, n.d.). Everyone received training and everyone was
involved in the process as the plant prepared to open, opened and as it grew (The Modern Times Workplace, n.d.). The way in which the plant manager went about designing
a team-based operation is an excellent model for effective change leadership. Cohen (2004) said that to build a company of leaders, every person needs to have the autonomy to take
the initiative. This means that when they see something or think of something that can make the company more productive, increase quality, improve customer satisfaction and/or become more efficient, they
are empowered to translate their ideas into action. This type of operation encourages entrepreneurship in both employees and leaders. While many organizations may exhibit an entrepreneurial spirit at the
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