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Questions 8-18. What do you think of Apex's training process? Could it help to explain why employees "do things their way"? If so, how? 8-19. What role should job descriptions play in training at Apex? 8-20. Explain in detail what you would do to improve the training process at Apex. Make sure to provide specific suggestions, please.

Questions 8-18. What do you think of Apex's training process? Could it help to explain why employees "do things their way"? If so, how? 8-19. What role should job descriptions play in training at Apex? 8-20. Explain in detail what you would do to improve the training process at Apex. Make sure to provide specific suggestions, please.

Understanding Business
Understanding Business
12th Edition
ISBN:9781259929434
Author:William Nickels
Publisher:William Nickels
Chapter1: Taking Risks And Making Profits Within The Dynamic Business Environment
Section: Chapter Questions
Problem 1CE
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Reinventing the Wheel at Apex Door Company Jim Delaney, president of Apex Door, has a problem. No matter how often he tells his employees how to do their jobs, they invariably "de- cide to do it their way," as he puts it, and arguments ensue between Jim, the employee, and the employee's supervisor. One example is the door-design department, where the designers are expected to work with the architects to design doors that meet the specifications. While it's not "rocket science," as Jim puts it, the designers invariably make mistakes such as designing in too much steel, a problem that can cost Apex tens of thousands of wasted dollars, once you consider the number of doors in, say, a 30-story office tower. The order processing department is another example. Jim has a very specific and detailed way he wants the order written up, but most of the order clerks don't understand how to use the multipage order form. They simply improvise when it comes to a detailed question such as whether to classify the customer as "industrial" or "commercial." The current training process is as follows. None of the jobs has a training manual per se, although several have somewhat out-of-date job descriptions. The training for new people is all on the job. Usually, the person leaving the company trains the new person during the 1- or 2-week overlap period, but if there's no overlap, the new person is trained as well as possible by other employees who have filled in oc- casionally on the job in the past. The training is the same throughout the company for machinists, secretaries, assemblers, engineers, and accounting clerks, for example. Questions 8-18. What do you think of Apex's training process? Could it help to explain why employees "do things their way"? If so, how? 8-19. What role should job descriptions play in training at Apex? 8-20. Explain in detail what you would do to improve the training process at Apex. Make sure to provide specific suggestions, please.
Transcribed Image Text:Reinventing the Wheel at Apex Door Company Jim Delaney, president of Apex Door, has a problem. No matter how often he tells his employees how to do their jobs, they invariably "de- cide to do it their way," as he puts it, and arguments ensue between Jim, the employee, and the employee's supervisor. One example is the door-design department, where the designers are expected to work with the architects to design doors that meet the specifications. While it's not "rocket science," as Jim puts it, the designers invariably make mistakes such as designing in too much steel, a problem that can cost Apex tens of thousands of wasted dollars, once you consider the number of doors in, say, a 30-story office tower. The order processing department is another example. Jim has a very specific and detailed way he wants the order written up, but most of the order clerks don't understand how to use the multipage order form. They simply improvise when it comes to a detailed question such as whether to classify the customer as "industrial" or "commercial." The current training process is as follows. None of the jobs has a training manual per se, although several have somewhat out-of-date job descriptions. The training for new people is all on the job. Usually, the person leaving the company trains the new person during the 1- or 2-week overlap period, but if there's no overlap, the new person is trained as well as possible by other employees who have filled in oc- casionally on the job in the past. The training is the same throughout the company for machinists, secretaries, assemblers, engineers, and accounting clerks, for example. Questions 8-18. What do you think of Apex's training process? Could it help to explain why employees "do things their way"? If so, how? 8-19. What role should job descriptions play in training at Apex? 8-20. Explain in detail what you would do to improve the training process at Apex. Make sure to provide specific suggestions, please.
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