78 CHAPTER3 Pespectives on Effecive Leandership Be . high-high leader Multifacto

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78 CHAPTER3 Pespectives on Effecive Leandership Be . high-high leader Multifactor Leadership ve leadership ·task-oriented behavior Questionnaire (ML.O anstcating structure Leader Beharior Descriptices participative leadership Questionnaire (LBDO . peer leadership * planning CASES Consolidated Products Under Ben, the plant had facturer of consumer products with nonunion turnover among the company's five plants ized production workers Ben Samues was a but the second worst record for coss and plant manager for Consolidated Prodacts for production levels When the conmpany was IU years and he was well liked hy the empkoy acquired by another firm, Ben was asked to ees They were gratetul for the fitness center he take early retirement, and Phil Jones was built for employees and they enjoyed the so- brought in to replace him cial activities sponsared by the plant several Phil had a growing reputation as a man- times a year, including company picnics and ager who could get things cone, and he quickly Consoidated Products s a medium-sioed mars holiday parties He knew most of the workers began making changes Costs were cut by try name, anud he spemt part of cach day walk. trimming a number of activities such as the ing aroand the plant to visit with them and ask fitness center at the plant, company pi about their families or hobbies and parties, and the human relations training Ben helieved that it was impartaat to programs for supervisors treat emplayees properly so they would training supervisors to be supportive was a have a sense of loyalty to the company He waste of time. His motto was: "If employees tried to avoid any layoffs when production don't want to do the work, get rid of them and demand was slack. figuring that the company find somebody else who does" could not afford to lose skilled workers thatSupervisors were instructed to establish are so difficult to replace. The workers knew high performance standards for their depart- that if they had a special problem, Ben ments and insist that people achieve them. A would try to help them. For example, when computer monitoring system was introduced someone was injured but wanted to continue so that the output of each worker could be working. Ben found another job in the plant checked closely against the standards Phil that the person could do despite having a told his supervisors to give any worker who disability. Ben believed that if you treat peo had substandard performance one warning ple right, they will do a good job for you then if performance did not improve wit without ckose supervision ar prodding. Ben two weeks, to fire the person. Phil belie applied the same principle to his supervisors, that workers don't respect a supervisor wa and he mostly left them alone to run their is weak and passive. When Phil observ departments as they saw fit. He did not set worker wasting time or making a mistake objectives and standards for the plant, and would reprimand the person right an he never asked the supervisors to develop spot to set an example. Phil also che plans for improving productivity and prod. ckosely on the uct quality ed sors Demanding objectives were set for performance of his supen

Explanation / Answer

1. Ben was more supportive, focused on development and recognized the needs of the workers. His focus was on to development of better relationships and his leadership style was participative as he invited workers to contribute to decision making.

Phil had inspirational style of leadership as he was more focused on decreasing costs, increasing efficiency and planning and monitoring tasks. Phil had clarifying, monitoring and planning task behaviors and an inspirational style.

2. With Ben, workers were more satisfied as Ben focused on building better relationships with workers which resulted in low turnover but high costs since workers didnt have any goals or standards to meet in the short term. In the long term labor turnover was way lower but the efficiency was compromised. The reason was Ben emphasized on building relationships with workers and less emphasis was placed on tasks or performances.

With Phil, workers were less satisfied and motivated which but focused on achieving goals set by Phil. In the short term, costs were reduced, efficiency was achieved, but higher labor turnover was evident. In long term, workers would not like to work resulting in higher turnover and unionization can be an outcome. The reason was Phil only emphasized on having the tasks performed and keeping the performance in check without considering the need of building relationships.

3. If was selected as the manager of this plant , I'd try to use a hybrid of ben and Phil's styles. I'd make sure that enough incentives are placed to motivate the employees and keeping the performance at a good level. Also I'd strive to build better relationships with workers and provide them consultancy but at the same time would push them to follow the standards. I'd stress on both building relationships as well as on tasks and performance.

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