1. Discuss the consequences of the time clock removal on Ancol’s effectiveness as an organization using any two of the perspectives of organizational effectiveness.

2. What changes should occur to minimize the likelihood of these problems in the future?

This case describes the activities of Paul Simard after he became when he became manager at Ancol Ltd.’s plant in Jonquiere, Quebec. To build trust between management and employees, he removed the time clocks that kept track of employee work hours. Although employees appreciated this freedom to work without a time clock, some abused this privilege by showing up late and leaving early. This affected plant productivity. Supervisors spent more time counselling those who had attendance problems and filling out letters of reprimand. The letters, along with supervisors’ poor interpersonal skills, worsened relations. Another supervisor was added to cope with the additional work. After nine months, Simard agreed with union officials to reinstate the time clocks. Later, at a meeting of other Ancol managers, Simard learned that a similar situation had occurred at another plant a few years earlier.