In as much detail as possible answer the following: Remember to PARAPHRASE, do n

Question

In as much detail as possible answer the following: Remember to PARAPHRASE, do not cut and paste from the textbook or any source

Case Study JOHNSON PHARMACEUTICALS:

Johnson Pharmaceuticals is a large manufacturer that was highly motivated to meet quality challenges. It implemented an ISO 9000–compatible quality system to ensure not only FDA compliance requirements, but also customer satisfaction. As the manufacturing plants of the organization were audited by the internal audit division, it became apparent that some plants were meeting the challenge, while others continued to struggle in both the quality and the regulatory aspects of production. This fact was evident in the reports of internal findings and in FDA inspection reports. For the most part, the manufacturing plants share consistent resources and face similar environments. All were issued the responsibility of meeting the expectations of the quality system through the same mechanism. All understood the consequence of not conforming, that is, of jeopardizing their manufacturing license as bound by the consent decree. The issue then became why some plants could successfully design and implement the requirements of the quality system, whereas others could not and still cannot. Although the plants are similar in many ways, they differ in terms of leadership, as each plant has its own CEO. The CEO, as the leader of his or her plant, has the responsibility of ensuring the successful implementation of a quality system. The plants also differ in their organizational members, those who are to be led by the CEO. The relationship between the leader and the organizational members is critical to a plant’s ability to implement an effective quality system, with effectiveness being a measure of how successfully a plant can comply with FDA regulations and internal quality standards. Both plants have a similar culture that can be best described as conserving, reflecting a level of rigidity in response to the external environment, but demonstrating organizational commitment. The strategy used by the leader in Plant A was a combination of moderate to high amounts of structuring actions, with high to moderate amounts of inspiring actions, whereas the strategy used by Plant B’s CEO was a combination of moderate to low amounts of structuring actions, with moderate to high amounts of inspiring actions.

Hint on the Johnson Pharmaceuticals Case Study: There is not a lot of detail given in the case but it lays out a common situation where a company is having difficult uniformly implementing its quality system (in this case ISO 9000) across separate company facilities (different plants). The questions ask about Situational Leadership only. To be clear Situational Leadership, Transactional Leadership and Transformational Leadership, Substitutes for Leadership, and Emotional Leadership, are all separate Leadership theories. This is because researchers have come up with various theories to explain leadership behavior and not every leader’s behavior can be explained by one theory. The case is suggesting that Johnson Pharmaceuticals plants have different types of Situational leadership styles (see the four styles given on pp. 644-645) so limit your answers to only Situational Leadership styles and do not try and apply the other theories in your answer.

1. Unable and unwilling

2. Unable but willing

3. Able but unwilling

4. Able and willing

Blanchard and Hersey defined four leadership styles that best address these four levels of maturity (readiness):

1. Directing. In this style of leadership, managers define tasks and roles, and closely supervise work. Communication is generally one way—top down. This style of leader-initiated“task-oriented”behavior applies best to followers who lack the skills and knowledge to perform a job and lack confidence or commitment to their work (unable and unwilling). Little time or effort is spent on developing relationships with followers.

2. Coaching. In this style, leaders set the overall approach and direction but work with subordinates and allow them to manage the details. Leaders might need to provide some direction, based on experience (a task-oriented behavior), or support (relationship-oriented behavior) to individual followers having the drive and motivation to do a good job, but who might lack some experience or skills (unable but willing).

3. Supporting. Here, leaders allocate tasks and set direction, but the subordinate has full control over the performance of the work. These individuals do not need much supervision or direction (task-oriented behavior), but may require leadership to assist them in building motivation and confidence (relationship-oriented behavior), particularly if the task is new (able but unwilling).

4. Delegating. In this style, subordinates can do their work with little supervision or support (minimal task-oriented behavior). Once the work is delegated, leaders take a hands-off approach (minimal relationship-oriented behavior), except when asked to provide assistance by the subordinate. The followers can work on a project by themselves with little supervision or support (able and willing).

For question 1, clues are given to the style in the last paragraph of the case. The case explains for both Plant A and B’s Leaders the level of structuring and inspiration (they are different for A and B’s leaders). What does their behavior in these areas hint at in terms of which style they are? Which style would describe a leader that uses more structure and less inspiration or which style would describe a leader that uses more inspiration and less structure?

For question 2, think about a Pharmaceutical company, are the workers high skilled or low skilled? Is the work complex or simple? Now after thinking about the type of company in your opinion which leader adapted a style best suited for a pharmaceutical company? Explain your answer.

Discussion Questions

1. What type of situational leadership style did the CEO of each plant demonstrate?

2. Which of these styles was more appropriate in view of the Situational Leadership model? Why?

Explanation / Answer

1. What type of situational leadership style did the CEO of each plant demonstrate?

Delegating: It was the kind of leadership style the CEO demonstrated in the Johnsons plant. In the delegating leadership style leader will just play their role in delgatin the required work to their team members and the person will get passively involved in the implementation. The responsibilies are delagted fully to the respective teams below him and interaction with them also will be very less.

This kind of leadership demonstration resulted in poor quality implementation as there or lot flaws in delegation of work and less team efforst and lack of motvation were observed because of less communication from CEO to respective team leads.

2.Which of these styles was more appropriate in view of the Situational Leadership model? Why?

As it is obsered during their internal audit is that different plants has different quality aspects and there is not standerdisation in the organisation manufacturing plants both in terms of quality and operations.

Quality implementation and quality management system has to be improved and efficiency and productivty has to be monitored in a better way. For this CEO has to show Coaching style of situational leadership. In thi style leader will lead from the front as CEO will mentor the group and actively involved in all quality level implementation and can use his own professional experience directly into the progress of companys activities to a great extent. This will motivates the team working under him. Thus can expect a huge change in overall progress of quality implementations and effectiveness.It will fall in participative method leadership where leader offer high leadership behavior.

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