In 2005, Teruo Yabe is asked to renovate Tessei, the 669-person JR East subsidiary company responsible for cleaning its Shinkansen ("bullet") trains. Employee turnover, customer complaints, security problems, and operational mistakes are at or near all-time highs, even as the demands on Tessei continued to grow. Given preceding leaders' unsuccessful attempts to fix the issues of Tessei with controls and increased managerial monitoring, Yabe seeks a creative strategy to conquer the motivation, ability, and coordination challenges facing his organization.
Like many contemporary leaders, he picks foil as his tool. He's nevertheless, exceptional in adopting a highly nuanced method of executing transparency. In the process, he not only leads a brilliant organizational turn around but even helps to make otherwise "filthy" work more significant for Tessei front line employees. Pupils are therefore presented by the claim, particularly in organizational behavior, leadership, operations management, and service businesses courses, with an opportunity to think through a well-crafted foil strategy can act as a powerful leadership tool.
Trouble at Tessei, Video Supplement Case Study Solution
PUBLICATION DATE: March 10, 2016 PRODUCT #: 616706-VID-ENG
This is just an excerpt. This case is about ORGANIZATIONAL DEVELOPMENT
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