Deeper Understanding of the Treadway Case
GAINING A DEEPER UNDERSTANDING OF THE PROBLEM
Gaining a Deeper Understanding of the Problem
Patricia A. McGlown
Dr. Sharon Korth
EDD 8100
November 25, 2012
Gaining a Deeper Understanding of the Problem
Discussion Part One:
The key issues Ashley discusses with John is Jim Collin’s theory of moving from good to great
and how he feels this can inhibit companies from becoming great at what they do. She also
addresses Jim Collin’s second concept of Level 5 Leadership.
Ashley is the Human Resources Director at Treadway and began reviewing the mission
statement and vision. I had previously introduced that idea suggesting that this is where she
should begin but wasn’t clear in my explanation. It seems all institutions have these statements
but is Treadway living up to theirs if they have one. This was never stated in the information
article Treadway “Tire Company-Job Dissatisfaction and High Turnover-Lima Plant. “
Ashley felt that bringing the foreman together to work on effort and rework what they have
Gaining A Deeper Understanding of the Problem
now and align them with what they do on a daily basis.
At this point in the discussion, Ashley seems to be headed in the right direction as she is
Aware of Collin’s argument that Level 5 leaders throughout an organization and that these
Folks need to be honored and involved in the decision making process. My initial concern,
was similar to John, that they were being left out of the decision making process and may
be part of the problem. I addressed this by asking, are organizational leaders (organizational
flow chart) Exhibit 2, Abbreviated Organizational Chart, 2007 (Treadway Tire Company’s Lima,
Ohio Plant) ready to make change and not expect their work to alter with long term planning?
John pointed out that Treadway struggled to maintain good foreman and was not sure that
the current foremen are what are called true
Gaining a Deeper Understanding of the Problem
Patricia A. McGlown
Dr. Sharon Korth
EDD 8100
November 25, 2012
Gaining a Deeper Understanding of the Problem
Discussion Part One:
The key issues Ashley discusses with John is Jim Collin’s theory of moving from good to great
and how he feels this can inhibit companies from becoming great at what they do. She also
addresses Jim Collin’s second concept of Level 5 Leadership.
Ashley is the Human Resources Director at Treadway and began reviewing the mission
statement and vision. I had previously introduced that idea suggesting that this is where she
should begin but wasn’t clear in my explanation. It seems all institutions have these statements
but is Treadway living up to theirs if they have one. This was never stated in the information
article Treadway “Tire Company-Job Dissatisfaction and High Turnover-Lima Plant. “
Ashley felt that bringing the foreman together to work on effort and rework what they have
Gaining A Deeper Understanding of the Problem
now and align them with what they do on a daily basis.
At this point in the discussion, Ashley seems to be headed in the right direction as she is
Aware of Collin’s argument that Level 5 leaders throughout an organization and that these
Folks need to be honored and involved in the decision making process. My initial concern,
was similar to John, that they were being left out of the decision making process and may
be part of the problem. I addressed this by asking, are organizational leaders (organizational
flow chart) Exhibit 2, Abbreviated Organizational Chart, 2007 (Treadway Tire Company’s Lima,
Ohio Plant) ready to make change and not expect their work to alter with long term planning?
John pointed out that Treadway struggled to maintain good foreman and was not sure that
the current foremen are what are called true