Chet Craig is the central plant manager of the Norris Company. He started as a dispatcher in the company's eastern plant and was quickly promoted to Production Supervisor within three years. After two years he was promoted to assistant to the manager of the eastern plant. Five years later, Chet was transferred to the central plant as an assistant, and after a month, he was promoted to his current position. Chet is an outgoing, friendly person who genuinely wants to do his job well. He has many creative projects that he is passionate about implementing. However, it seems that Chet doesn't have enough time to take on his responsibilities. He constantly deals with his subordinates, answers phone calls and makes decisions for other people. He has no time to devote to his own projects and is questioned by his superiors about the status of projects that should already be underway. After a typical day at work, Chet questions himself as an effective manager. He was busy all day, but accomplished nothing significant. He has been going about his daily routine, but all the projects he has been excitedly thinking about are nowhere near fruition. Furthermore, he feels that he is depriving his family and church of the time he should devote to them, has no time for recreation, and is far from achieving his personal goals. ProblemsIt appears that Chet is afraid of losing control, which results in he who takes a long time to visit the plant. During daily tours, he should simply check with supervisors that everything is up and running, not get involved in deep conversations, and take care of the small tasks that employees are responsible for. Chet is a...... paper medium...... Chet, as the Plant Manager, to operate more efficiently, change must be implemented to allow employees to make their own decisions and feel confident in carrying out their work without constant guarantees. Every employee and supervisor needs to be retrained so that they have clarity on their job description and responsibilities. Chet will have more time to work on his projects and will feel like an effective plant manager at the end of each workday. This change will increase the productivity of the plant and the satisfaction and development of all personnel. The important part of instilling change is to make it transparent to all members of the organization, ensure they embrace the change, offer and receive frequent feedback from employees, practice effective communication with all members, and conduct performance evaluations to ensure that productivity is constant. compliance with company standards.