Chet Craig is the central plant manager of the Norris Company. He started as a shipper in the company's Eastern plant and was quickly promoted to production supervisor within three years. After two years, he was promoted to assistant director of the Eastern factory. 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 and friendly person who sincerely wants to do his job well. He has many creative projects that he implements with passion. However, it seems Chet doesn't have enough time to fulfill his own responsibilities. He constantly looks after his subordinates, answers phone calls and makes decisions for others. 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 executive. He was busy all day, but accomplished nothing significant. He has completed his daily routine, but all the projects he thought of with enthusiasm are far from being realized. Furthermore, he feels that he is depriving his family and his church of the time he should devote to them, that he has no time for recreation and that he is far from achieving his personal goals.IssuesIt seems that Chet is afraid of losing control. , which makes him take a lot of time to visit the factory. During daily rounds, he should simply check with supervisors that everything is operational - not getting involved in in-depth conversations and taking care of the small tasks that employees are responsible for. Chet is a go-between. of paper...... Chet, as a plant manager, to operate more efficiently, change must be implemented to allow employees to make their own decisions and feel confident to do their jobs without constant assurance. Every employee and supervisor should be retrained so that they are clear about their job description and responsibilities. Chet will have more time to work on his own projects and will feel like an efficient plant manager at the end of each work day. This change will increase the productivity of the factory as well as the satisfaction and development of all staff. The important part of instilling change is making it transparent to everyone in the organization, ensuring they accept the change, offering and receiving frequent feedback from employees, practicing effective communication with all members and carry out performance evaluations to ensure that productivity is there. meeting company standards.