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2 Individual Change In the movie, American and Chinese employees are shown forming strong bonds with one another and even witnessing a remarkable video of Fuyao Chairperson Cao visiting the factory. Cao speaks about a few critical adjustments to the company's architectural layout that he intends to make. Fuyao Glass America, however, is a place where interpersonal conflicts coexist with national tensions. The fact that Fuyao is an American multinational company that pays its employees much less than its predecessors does contribute to this friction. Before the Great Recession, workers at General Motors were paid more and were covered by union contracts. These similar workers from the in-glass company feel that the Fuyao management needs to perform better and arrive at work with the exact expectations. One is also acutely aware of safety

3 issues. American workers have reported exposure to dangerously high temperatures at work. "We need to use our wisdom to guide and help them because we're better than them," Chairman Cao advises his Asian staff members about their American colleagues. American Factory also clarifies the differences between management and employees and between union supporters and union busters. The management of Fuyao organizes presentations on multiple occasions to inform them about American workplace culture and the value of union organizations for laborers. Many people are still unaware of the actual sentiments among the Chinese population about union organizations; this is an issue that might be significantly impacted by the immigration and visa status of the majority of these workers from China. Fuyao's management approach is derived from the anti-union playbook employed by American businesses. One intriguing theory is that Fuyao Glass Factory has been profitable since its founding and has supplied glass to every General Motors store worldwide. But it is giving the same former employees a far smaller salary than they received before. The claim that General Motors has hired more foreign workers than Americans in the United States is authentic. The video provides a fascinating analysis of "opportunity," showing how limited and fantastical it may be and how widely the idea's significance can vary globally. When FUYAO first arrived in Ohio, it carried several Chinese laborers who managed a massive-scale glass production operation. They are primarily responsible for providing training on the complexity of contemporary glass creation to the 2,000 new hires in the UK, many of whom are former GM personnel. The scope of the American factory video over the next few years is stuttering; it features conference room setups, outstanding work for the production floor, and a unionization battle that permeates every level of the company. In the United States, as the Chinese laborers are informed, you are free to mock the president and "follow your heart publicly." However, the

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4 working circumstances that FUYAO laborers endure are harsh. As the United Automobile Workers begin to assemble the processing plant, the "local" people's initial kindness for the organization turns into something more mind-boggling. Even though "American Factory" expresses two diverse work environments societies that are sorting out some way to collaborate, its story likewise fits with American radicalism's battles and its contentions with the nation's industrialist foundation. The American Factory is subject to distant gruffness; this is anything but a questioning, yet rather an endeavor to see each side of a troubled situation. Chairman Cao is an example of poor leadership in an organization. It is stated that “Cao has undervalued the Chinese demand for total control; FUYAO has never had to deal with expert criticism before.” That kind of control is a pipe dream in the United States, but before, GM employees only made half as much there as they did at the auto plant. More importantly, the facility is dangerously hot, and the glass production conditions are frequently exhausting. Everyone seems resigned that the laborers will eventually be sorted out, including Cao and his gang of chiefs, who immediately authorize an expedition to resist it. The unionization drive becomes the main idea behind the American Factory, with Bognar and Reichert concentrating on the meetings of speaking representatives at board meetings, rallies, and aggressive opposition to association meetings that have revealed in recent weeks that the control vision is more of a pipe dream than a reality in the United States. Not only are the wages of the former GM workers reduced by half from what they were earning at the car plant, but the conditions in which glass is manufactured are hazardously hot and frequently demanding. All observers agree that worker organizing is inevitable, except Cao and his executive team, who approve an immediate attempt to thwart it. Throughout the movie, despite the tremendous pressure, the filmmakers persistently

5 show tiny moments of familial bonding between the foreign employees of the corporation and the residents of Dayton. In the same way that the leaders discuss the challenges posed by the lower wages at the new manufacturing facility, they also address the desolation experienced by the Chinese experts who have relocated and won't be able to see their families for some time. The film American Factory depicts the complex interplay between economic and social difficulties at the business. Fuyao's core in Ohio is an undeniable haven, an interest in a place where people felt abandoned by American institutions. Still, the movie shows that unrestrained capitalism is always the answer. Chairman Cao must understand that everyone must go through a learning process when placed in an unfamiliar or different setting. The world can begin to change when individuals are inspired to achieve something beyond expectations through learning. You are learning as ‘the process of changing one's behavior as a result of learning through experience.' Education is more than just acquiring information; it's also applying that knowledge by changing how you interact with the outside world. Numerous change scenarios in businesses assist leaders in learning new skills, adjusting to new procedures, or unlearning old ones. Naturally, this isn't always the case for a corporation that acquires a new business and keeps the management team and brand name, so it's "business as usual"; nonetheless, even with the tiniest of adjustments, management frequently needs to pick up new skills. For instance, “according to Cameron & Green (2009), examining what transpires when we initially begin to learn something new might be helpful to start understanding what happens when we experience change. Consider the scenario when you are driving your new car for the first time. The excitement that comes with getting a new car is sometimes tempered by the anxiety that comes with going it for the first time. It is instinctive to

6 get into the driver's seat of your old automobile, check it over, turn on the key, and go. Buttons and control panels may be arranged differently in a new car (Cameron & Green, 2009, pg. 14). Finding them can be accomplished by trial and error or by carefully studying the driver's handbook beforehand. However, it is just the start, since you are aware that anything might happen while you are driving that calls for an immediate reaction, such as honking your horn, flashing your lights, turning on your danger lights, or turning on the windscreen wipers. “ A leader should now think about all these things, even though he would have done them instinctively. It takes time and psychological space to think, neither of which can be easily created when moving at the usual pace. Moreover, one could be anxious about it being a brand- new vehicle and thus requiring a little extra care to prevent any dings in the bodywork (Cameron & Green, 2009). “During this process, there's little doubt that an outside evaluation of work will confirm a temporary decline in an individual effectiveness and efficiency” (Cameron & Green, 2009, pg. 15). The confidence levels would probably decline if someone were to map the internal condition as well. Of course, this anxiety wanes with time. “This is determined by how well an individual can process new information, how frequently one drives, and how often you've changed cars."

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7 The learning dip diagram Change is inevitable and continual, which forces management to evolve and adapt to new situations and obstacles. Although the term "change management" is frequently linked to organizational changes, it also has enormous importance when it comes to personal development. Learning Dip illustrates the learning process, from confusion initially to a bottomless pit of challenges in the middle. Eventually, however, learners are supposed to rise and reap the rewards of their labors, celebrating the sacrifices they made to adjust to a new culture and body of knowledge (Cameron & Green, 2009 pg. 14). At that point, Fuyao will have evenly distributed skilled workers working for it. It's not a one-day affair, but as we can all confirm, a day marred by the injustices above leads to even more confusion, and men are driven away from happiness and productivity. Nothing will remove this reputation from the company's record short of actual atonement. This problem can be resolved if Fuyao fosters an environment that values exchanging different viewpoints, learning from them, and trying to reason things out to arrive at a solution that benefits everyone.

8 References Cameron, E., & Green, M. (2009). University of Peshawar . University of Peshawar. http://www.uop.edu.pk/ocontents/Change%20Management%20Book.pdf Watch American Factory Movie Online| FMovies . (n.d.). Fmoviesz. To. Retrieved November 25, 2023, from https://fmoviesz.to/movie/american-factory-yvk7j/1-1

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