How did the odd ducks programme enrich the jobs at standard decoy?

Answer 1

Answer: Alcorn was the man who Odd Ducks program enrich the jobs at standard decoy. When alcorn take over the business from his grant father it not very good position so he take some changes that are very much impact on standard decoy. He knew things needed to change. Output hadn't fallen, and the company was surviving financially despite competition from what he called "plastic ducks" from the Far East. But Alcorn noticed that productivity per worker had stayed the same for ten years, even during the period since the company had bought the latest equipment. While touring the plant, he noticed many employees yawning, and he found himself doing the same. No one quit. No one complained. They all gave him a smile when he walked by. But no one seemed excited with the work. So Alcorn first try to change working condition and environment so he uses job rotation technique. He gave all workers a taste of fun jobs but after one trial week, alcorn understand it not working some were not responding so alcorn gave up but alcorn innovation some new thing after his change he notice one of the rough cutters whittling something this look like Duck in an Odd way. Alcorn liked what he saw and asked Price if he would be willing to sell him the duck when he got through with it. Price looked surprised, but he agreed. The following week, Alcorn noticed that Price had finished the whittling and was getting one of the fine-tuners to help him paint the duck in a way that made it look even odder. When it was finished, Alcorn offered it to one of his regular customers, who took a look at it and said, "You've got hand made?" and asked if he could order a gross. By the middle of the next month, Alcorn's "Odd Ducks" program was in full swing. Workers were still responsible for producing the usual number of conventional ducks, but they were allowed to use company tools and materials any time they wanted to work on their own projects. There were no quotas or expectations for the Odd Ducks. Some employees worked on one for weeks; others collaborated and produced one or two a day. Some wouldn't sell their ducks but crafted them to practice their skills and brought them home to display on their mantels. Those who would sell them kept half the selling price. That price usually did not amount to more than their regular hourly wage, but no one seemed to care about the precise amount of income. The response to the Odd Duck program was so great and that way Odd Ducks program enrich the jobs at standard decoy.