Welcome To The

Presentaion Session

Presentation on

Case StudyOn

The Patterson Operation

Group Name : The Invincible

No. Name Id No.01. Simon Haque –

Captain1018

02. Rubel Rana 101203. Tanzia Afroz 105004. Munia Anwar 100605. Mamdud Hasan

Mostafi1033 (17th)

Company Profile

• Name : Carrington Laboratories Inc.• Chairman : George DeMott.• President &• CEO : Dr. Carlton E. Turner.• • VP & CFO : Robert W. Schnitzius• Office : 2001 Walnut Hill Lane, Irving, Texas

75038.• Telephone : (972) 518-1300.• Website : www.carringtonlabs.com.

Company Strategy• • The strategy is to continue to grow as a research-based biopharmaceutical

company focused on offering quality products to customers and potential partners. Key aspects of the strategy are to:

• 1. Increase revenues by offering innovative new products, growing existing product lines and continuing to offer exceptional customer service;

• 2. increase profitability by continuing to improve operational efficiency, working capital management and modernization of equipment;

• 3. enlarge and diversify customer base to reduce dependence on a limited number of significant customers;

• 4. develop and market the proprietary GelSite ® polymer technology for delivery of vaccines and therapeutics;

• 5. enter into strategic partnerships and collaboration arrangements related to the GelSite ® technology; and

• 6. continue to develop the knowledge of polymers and their relationship to vaccines and bioactive protein and peptide therapeutics.

Problems of the study

1. Has the Patterson operation been successful? To the degree that it can be judged a success, what factors have contributed to it?

2. Identify the leadership styles of Fred Hammond and May Allison. Apply

several of the leadership models to the case, such as Fiedler’s contingency model and the Hersey-Blenchard situational model.

3. Comment on the informal organization at Patterson. In what ways did the

employees create their own “company”? 4. Review Herzberg’s two-factor model. Why didn’t the change in physical

working conditions (a deterioration of a hygiene factor) have a negative effect on productivity? What did cause the workers to be productive?

•

SolutionsFrom The

Study

Question-1: Has the Patterson operation been successful? To the degree that it can be judged a success, what factors have contributed to it?

• From the study, we have learnt that due to low productivity, low employee morale and high unit costs, the Section 10 was turned to The Patterson Operation.

But though the building house of the Patterson Operation was an old brick structure, dark, poorly ventilated, not air-conditioned, inadequately heated without cafeteria, rest rooms, but it was able to bring out some positive output

The Patterson operation was succed due to following factors:

New Assembly line Democracy Entertainment Indefinite uniform Unionization etc.

Question-3: Comment on the informal organization at Patterson. In what ways did the employees create their own “company”?

We think, the Patterson operation exceeded its limit in case of informalization. It was more informal that It needed.

• Playing of radios in production areas at high volume may hamper the concentration of the employees.

• There was no definite uniform so that the security might be at risk.

• The behavior of employees at Patterson represents poor discipline.

• They hardly follow the rules of the management.• Sometimes they made decisions by themselves and acted

independently, without reference to overall company personnel policy.

• But these deficiencies were overlooked by low grievance rate, high level of worker morale, better productivity and effective direction. Otherwise it might turn to the worse situation than Section 10.

Employees own “company”After getting the facilities from the authority the employees made The

Patterson House as their own “company” in following ways:

• The employees were attempting to get the company to furnish some paint so that they could repaint the room.

• In order to have some place to eat or to take a break the employees got

together and furnished a small room with enough tables and chairs to modestly equip a rather austere dining and rest break area.

• A feeling of mutual cooperation became prevalent as evidenced by the

willingness of individual workers to assist others when possible.

• An esprit de corps developed among the Patterson workers.

• The jobs at Patterson became more popular and the composition of the work force there gradually changed from one of inexperienced and dissatisfied workers to one in which older and better qualified people (black and white) began to actively bid for the jobs.

• Another interesting development at Patterson is the formation of their own softball team called the “Patterson Warriors” which was composed of players of all units instead of one unit.

With these and other changes a shift in worker attitudes began to evolve. Employees came to view Patterson as their own “company

• Question-4: Review Herzberg’s two-factor model. Why didn’t the change in physical working conditions (a deterioration of a hygiene factor) have a negative effect on productivity? What did cause the workers to be productive?

Review of Herzberg’s Two-Factor Model

• The two-factor theory (also known as Herzberg's motivation-hygiene theory) states that there are certain factors in the workplace that cause job satisfaction, while a separate set of factors cause dissatisfaction. It was developed by Frederick Herzberg, a psychologist, who theorized that job satisfaction and job dissatisfaction act independently of each other.

We know that

Motivators Hygiene factors

Satisfaction No satisfaction Dissatisfaction No dissatisfaction

The change in physical working conditions didn’t have a negative effective on productivity because the employees got the following advantages or motivators:

–Getting bonuses–Opportunities of personal growth.–Recognition–Responsibility–Achievement–Independency.–Cooperation.

We know if hygiene factors are absent then dissatisfaction will be raise, if present there will be no dissatisfaction.

Again for the mentioned motivated factors the workers became productive too.

Thank you all for

attending the session

Goodbye