Case Study Alvis Corporation Kevin McCarthy is the manager of a production depar

Question

Case Study

Alvis Corporation

Kevin McCarthy is the manager of a production department in Alvis Corporation, a firm that manufactures office equipment. After reading an article that stressed the benefits of par- ticipative management, Kevin believes that these benefits could be realized in his department if the workers are allowed to participate in making some decisions that affect them. The workers are not unionized. Kevin selected two decisions for his experiment in participative management.

The first decision involved vacation schedules. Each summer the workers are given two weeks’ vacation, but no more than two workers can go on vacation at the same time. In prior years, Kevin made this decision himself. He would first ask the workers to indicate their preferred dates, and he considered how the work would be affected if different people were out at the same time. It was important to plan a vacation schedule that would ensure adequate staffing for all of the essential operations performed by the department. When more than two workers wanted the same time period and they had similar skills, he usually gave preference to the workers with the highest productivity.

The second decision involved production standards. Sales had been increasing steadily over the past few years, and the company recently installed some new equipment to increase productivity. The new equipment would allow Kevin’s department to produce more with the same number of workers. The company had a pay incentive system in which workers received a piece rate for each unit produced above a standard amount. Separate standards existed for each type of product, based on an industrial engineering study conducted a few years earlier. Top management wanted to readjust the production standards to reflect the fact that the new equipment made it possible for the workers to earn more without working any harder. The savings from higher productivity were needed to help pay for the new equipment.

Kevin called a meeting of his 15 workers an hour before the end of the workday. He explained that he wanted them to discuss the two issues and make recommendations. Kevin figured that the workers might be inhibited about participating in the discussion if he were present, so he left them alone to discuss the issues. Besides, Kevin had an appointment to meet with the quality control manager. Quality problems had increased after the new equip- ment was installed, and the industrial engineers were studying the problem in an attempt to determine why quality had gotten worse rather than better.

When Kevin returned to his department just at quitting time, he was surprised to learn that the workers recommended keeping the standards the same. He had assumed they knew the pay incentives were no longer fair and would set a higher standard. The spokes- man for the group explained that their base pay had not kept up with inflation and the higher incentive pay restored their real income to its prior level.

On the vacation issue, the group was deadlocked. Several of the workers wanted to take their vacations during the same two-week period and could not agree on who should go. Some workers argued that they should have priority because they had more seniority, whereas others argued that priority should be based on productivity, as in the past. Since it was quitting time, the group concluded that Kevin would have to resolve the dispute himself. After all, wasn’t that what he was being paid for?

QUESTIONS

1. Analyze this situation using the Hersey–Blanchard model and the Vroom–Jago model. What do these models suggest as the appropriate leadership or decision style? Explain.

2. Evaluate Kevin McCarthy’s leadership style before and during his experiment in partici- pative management.

3. If you, were Kevin McCarthy, what would you do now? Why

Explanation / Answer

1. Hersey–Blanchard model:

This model’s focus is on the followers’ behavior rather than the leader’s, to determine the effectiveness of the leadership or decision making style. There 4 blocks where a leader can be placed based on his/her style, and as per the model the S3 block indicating high-readiness-contingency leadership style represents Kevin McCarthy’s leadership style. As a leader, Kevin encourages participation, skill development and offers personal support to the followers. This leadership style is preferred when the leader is trying to push or enable his followers to make decisions towards achieving the firm’s mission, and the leader supports those decisions.

In this case, Kevin did find that his leadership style can develop conclusive decision making skills in his team, but, they will need personal support from him. Kevin should aim to further strengthen their leadership abilities to groom them for future roles.

Vroom–Jago model:

This model focuses on the varying degrees of the participative leadership, i.e. how the leaders influence the accountability and quality of the decisions made by the followers. The balancing act of leader’s influence and personal freedom for followers within the team is the major focus of this model. This model categorizes decision styles under 5 heads.

In this case, consult group and facilitate leadership styles are at play, as the leader (Kevin) here has offered his group the ability or freedom to come up suggestions and based his decisions on that. Under the facilitation leadership style, the leader presents the problem to the team and the followers hash out the details and come up with their recommendations for solving the problem.

Although delegation leadership style would seem more suited to the situation here, but Kevin intends to give his team complete freedom when making decision, with only encouragement and support by him when needed.

2. Before reading about participative management, Kevin had a direct leadership style. During his experiment in participative management, Kevin failed to support his group to come on a unanimous decision by leaving the group alone. Change in the leadership style needs to be communicated properly and given time to sink in to the team. Kevin didn’t consider both these factors, and thus the first experiment with participative management was not that successful.   

3. if I were Kevin McCarthy, I would like to keep the decisions concerning employee’s personal benefits like vacation plans, etc to myself and start participative management with basic operational issues to enable the team to think as a group. Also, when trying to involve the team into decision making, I would like to be present in the meeting, and facilitate the team members by highlighting the pros and cons of the alternatives being suggested by them, and help them to agree on a final single decision as a team.

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