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need help with these.
Attached are Case Studies that are needed to answer Unit II assessment.
the apa format for the textbook is as follows:
Daft, R. L. (2011). The Leadership Experience. 5th ed; Boston, MA: Cengage Learning.
Question 11
Management and leadership are not the same. Explain in detail.
Your response should be at least 200 words in length. You are required to use at least your textbook as a source material for your response. All sources used, including the textbook, must be referenced; paraphrased and quoted material must have accompanying citations.
Question 12
Describe and discuss fully the new reality for leadership. How will this affect you in the future?
Your response should be at least 200 words in length. You are required to use at least your textbook as a source material for your response. All sources used, including the textbook, must be referenced; paraphrased and quoted material must have accompanying citations.
Question 11
Chapter 2 Case Study: “Consolidated Products” (p. 59 of the textbook) Read the case study and answer the following three questions.
1. Compare the leadership traits and behaviors of Ben Samuels and Phil Jones.
2. Which leader do you think is more effective? Why? Which leader would you prefer to work for?
3. If you were Phil Jones’ boss, what would you do now?
Your response should be at least 200 words in length. You are required to use at least your textbook as a source material for your response. All sources used, including the textbook, must be referenced; paraphrased and quoted material must have accompanying citations.
Question 12
Chapter 3 Case Study: “Alvis Corporation” (p. 93 of the textbook) Read the case study and answer the following three 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 your answer.
2. Evaluate Kevin McCarthy’s leadership style before and during his experiment in participative management.
3. If you were Kevin McCarthy, what would you do now? Why?
Your response should be at least 200 words in length. You are required to use at least your textbook as a source material for your response. All sources used, including the textbook, must be referenced; paraphrased and quoted material must have accompanying citations.
CHAPTER 2: TRAITS, BEHAVIORS, AND RELATIONSHIPS
What is sim il ar a bo ut the traits yo u lis ted for th e two lea ders? Different ? Interview
anot her student in class about traits he or sh e admires . W hat do the traits tell you about
th e perso n yo u are interviewing? What are the common themes in yo ur list and the other
student’ s list of tra its? To what extent do you displa y the same traits as the ones on yo ur
list ? W ill you deve lop those traits even more in the future ?
Leadership Development: Cases for Analysis
CONSOLIDATED PRODUCTS
Co nso lidated Products is a medium-sized manufacture r of co n sumer products w ith
nonunionized production wo rk ers. Ben Sam uels .was a plant ma nager for Co nsolidated
Products for 10 yea rs, and he was ve ry we ll liked by the emp loyees there. T hey were
grateful for th e fitness center he built for emplo yees, and th ey en joyed the soc ia l activities
sponso red by th e pl a nt severa l times a year, incl udin g company picnics and holiday par-
ties. He knew mos t of th e workers by name, and he spent part of each day walking a ro und
the plant to vis it with them a nd as k about their fami lies or hobb ies.
Ben believe d th a t it was im porta nt to treat emp loyees properl y so they wou ld have a
sense o f lo ra lty to the co mp an y. H e tried to avo id an y layo ffs wh en prod uct io n demand
was slac k, figuring tha t th e company cou ld not afford to lose sk illed workers rh a t are so
difficult to replace. T he workers kn ew that if th ey had a specia l problem, Ben wou ld try
to help them. For examp le, when someone was injured but wa nted to cont inu e workin g,
Ben found a noth er job in th e p lant that the p erson cou ld d o des pite ha ving a disa bility.
Ben believed th at if yo u treat people right, they wo uld do a good job for you withou t cl ose
supervision or prodding. Ben app lied th e same principle to his superv isors, a nd he m ost ly
left them alone to run their depa rtments as they saw fir. H e did not se t ob ject ives a nd
sta nd ards for the plant , and he never asked th e supervisors to deve lop plans for imp roving
productivity and product qu a lit)’.
Under Ben, the pl a nt h ad the lowest turno ver among the company’s five pla nts, but
the second wo rs t record for costs and production levels. W hen the company was acquired
by anot her firm, Ben was asked to take earl y retirement, a nd Phil Jones was brought in
to rep lace him .
Ph il had a grow ing reputa tio n as a mana ge r wh o co uld get things d o ne, and he
quickly began mak in g changes. Costs were cut by trimming a num ber of activities such
as the fitness ce nter at th e plant, company picnics and parti es, and the human re lat io ns
training programs for superviso r s. Phil believed that human relations training was a waste
of ti me; if emp loyees d on’t want to do the work, get rid of them a nd find somebod y else
who does.
Supervisors were instr ucted to esta bli sh hi gh perform ance sta ndards for their deparc-
ments and insist th at peop le ac hieve them. A computer mon itoring sys tem was introduced
so that the o utput of each worker cou ld be checked close ly aga in st the stand ards. Phil to ld
his supervisors to give any worke r wh o had substandard performance one wa rning, and
then if performance did not improve w ithin two weeks, t o fir e the p er so n. Phil believed
that workers don’t respect a superviso r who is weak and passive . When Phil observed a
worker wasting ti me o r making a mistake, he would reprimand the person right on th e
spot to set an exa mple. Phil a lso checked closely on the performa nce of his superviso rs .
Demanding object ives were set fo r each department, a nd weekly meetings were held w ith
each supervisor to rev iew department performance. Fin a ll y, Phil in sis ted th a t superv isors
check with him first before taking a ny significant actions th at deviated from es tab lished
plans and policies.
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PART 2: RESEARCH PERSPECTIVES ON LEADERSHIP
As another cos t-cutting move, Ph il reduced the fr equ ency of eq uipment m aintenance ,
wh ich required m achines to· be idled when they could be pro ducti ve. Sin ce the mac hines
ha d a good reco r d of reli a bl e operation, Phil believed that the current m a inten a nce
schedule w as excessive and w as cutting into produ ctio n. Fi nall y, w hen bu siness was slow
for one of the product lines, Phil laid off workers rather th an finding so mething else for
them to do .
By the end of Phil ‘s fir st yea r a s pla nt ma nage r , produ ction costs were r edu ced by
20 percent and productio n o utput w as up by 10 percent . Howeve r, three o f hi s seven
s uper viso rs left t o t ake oth er jobs, a nd turno ve r was also high am o ng th e machine
ope ra to rs. Some of the turno ve r w as due to wo rkers w ho wer e fir ed, but comp etent
ma ch ine operator s were also quitting, a nd it wa s becoming increasingly di fficult to find
any rep lacem ents for them . Finall y, there was increa sin g ta lk of union izin g a mong th e
w orker s. 53
QUESTIONS
1. Compare the leadership traits and behav iors o f Ben Samuels and Phil J o nes.
2. Which leader do yo u think is more effective? Wh y? Which lea der wo uld yo u
prefer to work for ?
3 . If yo u we re Ph il Jo nes’ boss, w hat would you do now?
D. L. WOODSIDE, SUNSHINE SNACKS
D. L. Wo odside ha s recently accepted the positi on of resea rch an d deve lopment di rec tor
for Sunshine Sn acks, a large snack foo d comp any. W oo dside has been ass istant di rector
of research at Skid ‘s, a competing company, for several years , but it became cl ea r to him
that hi s chances of moving hi gh er were slim. So, w hen Sunshine was look ing fo r a new
director, Wood side jumped at the chance.
At Skid ‘s , Woodside had worked his way up fr om the mail ro om , go ing to school at
night to obta in first a ba chel or’s degree and eventu a ll y a Ph.D . Ma nage ment admired his
dri ve and determinati on, as well as his ability to ge t alon g w ith just a bo ut a nyo ne he ca me
, in contact with, and th ey gave him o pportunities to wo rk in va rio us p ositi o ns aro und the
compan y over the years. That’s w hen he discove red he had a love for developing new prod –
ucts. H e had bee n a lmost single-handedly res ponsibl e for introdu cing fo ur new success ful
produ ct lines at Skid’ s. Woodside’s techni cal knowledge and understanding of the needs
of th e resea rch and development depa rtment were excellent. In addition, he was a tireless
worker-when he started a pro ject , he ra rely rested until it was fi n ished , and finished w ell.
Desp ite his ambition a nd his hard-ch argin g approac h to wor k, Woo dside was con-
sid ered an easy-goin g fell ow. H e liked to ta lk and joke a ro un d , and w henever a nyon e
ha d a p ro bl em th ey’ d come t o W o o dsid e rather th a n go to th e direc tor. Woo dsid e
was al w ays willing to li sten to a research ass istan t’s perso n a l pro bl ems. Bes ides tha t,
he w ould often stay late or come in o n week end s to fini sh an ass istant’s work if th e
emp loye e was ha ving pro blems a t hom e o r difficult y w ith a p arti cul a r pro ject. Wo odside
knew th e direc to r was a hard tas kmaster, and h e didn ‘ t wa nt anyo ne gettin g into troubl e
ove r thin gs they co uldn ‘ t help. In fact, he’ d bee n cove ring th e mi sta kes o f Geo rge , an
employee w ho ha d a drinking pro blem, eve r sin ce he’d been app o inted ass ista nt direc-
tor. W ell , George was o n his ow n no w . Woo dside had hi s own ca reer to think a bout ,
and th e position at Sun shine was his chance to fin a ll y lea d a department ra ther than
pl ay seco nd fiddl e.
At Sun shine , W oodside is repl ac ing H enry M ead e, wh o h as been t he directo r for
almost 30 yea rs. H owever, it seems clea r that Mea de has been slowing down o ver the p as t
few ye ars, turning more and more of hi s work ove r to hi s ass istant, Harmon D avis. W hen
W oodside was fi r st introduced to the peo ple in the research dep ar tment at Sunshine, he
sensed n ot o nly a loyalty to Da vis, w ho’ d been pa ssed ove r for th e top jo b beca use of his
lack of technical kno w ledge, but also an underc urrent of res ista nce to hi s own se lection
as th e new director.
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CHAPTER 3: CONTINGENCY APPROACHES TO LEADERSHIP
Leadership Development: Cases for Analysis
ALVIS CORPORATION
Kevin McCa rthy is the manager of a production department in Alvis Corporation , a firm th a t
manufactures office equipment. After read ing an a rticle that stressed the benefits of participa-
tive management, Kevin believes that these benefits co uld be rea lized in his department if th e
workers are a llowed to participate in making some decisions that affect them. The workers are
not unionized. Kevi n se lected two decisions for his experiment in participative management.
The first dec isio n invo lved vacation sc hedules . Each s ummer the workers are given
two wee ks’ vacatio n , but no more than t wo wo rkers can go on vacation at the sa me time.
In pr ior years , Kev in m ade thi s dec ision himse lf. H e wo uld first ask the workers to indi ca te
th eir p referred da tes, and he con sidered h ow the work wou ld be affected if different peop le
were o ut at the same time. It was important to plan a vacation sc hed ul e th a t wo uld en sure
adeq uate staffing for a ll of the essentia l operati o ns performed by the depa rtment. W hen
more than two workers wa nted the same time period , and they had simil ar skill s, h e usu –
a ll y gave prefe rence to the wor kers wi th the hig hes t produ ctivity.
The second dec isio n in vo lved production sta nda rds. Sa les had been increas ing steadily
ove r th e pa st few yea rs, and the co mp any recently insta ll ed some new equipm ent to
in crease producti vity. The new equipm ent wo uld a llow Kevin’s de partment to produce
more w ith th e same number o f workers. The company had a pa y incentive sys tem in w h ic h
wo rk ers recei ve d a piece rate for each unit produced above a standard a mount. Separate
standard s ex isted for eac h type of product, based on an indu str ial engineering stud y co n-
du cted a few yea rs ea rlier. Top management wanted to readjust the production sta nd a rd s
to reflect the fact that the new equipment made it possible for th e w orkers to earn more
witho ut wo rking any har der. T he savings fr o m hig her product ivity were nee ded to help
pa y for the new equipm ent.
Kev in ca ll ed a I)1 ee ting of his 15 wo rkers an hou r befo re the end of the wo rkd ay.
He exp lain ed that h e wa nted them to disc uss the two iss ues and make recomm endation s.
Kev in figured that the wo rkers might be inhibited a bo ut part icip ating in th e di sc uss ion if
he we re prese nt, so he left th em a lone to di sc uss th e issues. Bes ides, Kev in had an appo int-
ment to meet wit h th e qu a lit y cont rol man ager. Qual ity prob lems had in creased afte r t he
new equipment was in sta ll ed , and the ind ustria l eng ineers we re stud ying t he pro blem in
a n attempt to determin e w hy quality had go tten worse rat her than better.
\V’ hen Kevin returned to his departm ent just a t quitting tim e, he was surpri sed to
lea rn that th e wor kers reco mmend ed keep ing t he stand ards t he sa me. H e had ass um ed
they kn ew the pay in ce nti ves we re n o longer fa ir an d wou ld se t a higher sta nd a rd. T he
s pokesman for th e gro up exp la in ed that their base pay had not kept up w ith infla ti o n a nd
the hig her ince nti ve pa y restored their rea l income to its prior leve l.
On th e vaca ti o n iss ue, the gro up was dea dlocke d. Seve ral of th e workers wa nted to
take their vaca ti ons durin g the same two-week per iod a nd co uld not agree on w ho sho uld
go. So me worke rs arg ued that th ey sh o uld have priority because they had more se nio rit y,
w hereas o th ers arg ued th a t priority shou ld be based on productivity, as in th e past. Since
it was quitt ing time, the g rou p co ncluded th at Ke vin would have to reso lve th e di spute
himself. After a ll, wasn’ t that w ha t he was being paid for? 33
QUESTIONS
I . Ana lyze this situation using the H ersey-Bla nchard mode l a nd the Vroom-Jago
mod el. What do these mod els sugges t as the appropriate lea dershi p or dec ision sty le?
Explain.
2. Eva luate Kevin McCa rthy’s lea ders hip sty le before a nd during his experim ent in p ar-
ticip a ti ve ma nageme nt.
3. If yo u we re Kevin McCa rth y, wha t wo ul d yo u do now? W hy?
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