patterson operation slides 2 by simon (bubt)

8/4/2019 Patterson operation slides 2 by Simon (BUBT)

1/41

Click to edit Master subtitle style

WelcomeTo

ThePresentation

Session


2/41

Case Study

OnThe Patterson

Operation


3/41

Group Name : TheInvincible

No. Name Id No.01. Simon Haque

Captain

1018

02. Rubel Rana 101203. Tanzia Afroz 1050

04. Munia Anwar 100605. Mamdud Hasan

Mostafi

1033

(17th)


4/41

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.


5/41

Company Strategy

The strategy is to continue to grow as a research-based biopharmaceuticalcompany focused on offering quality products to customers and potentialpartners. 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;


6/41

4. develop and market the proprietary

GelSite polymer technology for deliveryof vaccines and therapeutics;

5. enter into strategic partnerships andcollaboration arrangements related to the

GelSite technology; and

6. continue to develop the knowledge ofpolymers and their relationship to vaccines

and bioactive protein and peptidetherapeutics.


7/41

Problems

of

the study


8/41

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

2. Identify the leadership styles of Fred Hammond and May Allison. Applyseveral of the leadership models to the case, such as Fiedlerscontingency model and the Hersey-Blanchard situational model.

3. Comment on the informal organization at Patterson. In what ways didthe employees create their own company?

4. Review Herzbergs two-factor model. Why didnt the change in physical

working conditions (a deterioration of a hygiene factor) have a negativeeffect on productivity? What didcause the workers to be productive?


9/41

Solutions

From The

Study


10/41

Question-1: Has the Patterson operationbeen successful? To the degree that itcan be judged a success, what factorshave contributed to it?


11/41

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, notair-conditioned, inadequately heated

without cafeteria, rest rooms, but it was

able to bring out some positive output.


12/41

The Patterson operation wassucceed due to following factors:

q New Assembly line

q Democracyq Entertainmentq

Indefinite uniformq Unionization etc.


13/41

Question-2: Identify the leadership stylesof Fred Hammond and May Allison. Apply

several of the leadership models to thecase, such as Fiedlers contingencymodel and the Hersey-Blenchardsituational model.


14/41

Leadership is the process of influencing

others to achieve organizational goals.An effective leader inspires people to

direct their efforts toward goal

accomplishment. Again, the leadershipstyle is the way by which the leader

influences followers. We can classify the

leadership style in following way:


15/41

Leadership style

Power basedleadership

Motivation basedleadership

Applicableleadership

Autocratic

Democratic

Free-rein

Positive

Negative

Job oriented

Employeeoriented


16/41

Leadership style ofFred Hammond:

According to the power based leadership

style, Fred Hammond followed theDemocratic leadership where the leaderstake decisions by consulting with the followersand the advices of the followers are

considered with great importance.


17/41

According to motivation based leadershipstyle, Fred followed the Positive Leadershipwhere leaders directs the employees withcreating encourage and interest. Fred allowedRadio in the workplace, there was no definiteuniform and bindings to wear jewelries.


18/41

According to the applicable leadership style,Fred followed the Employee-oriented

leadership where the psychological side ofthe employees are preferred and leaderalways tries to solve the employees problem

with sympathy.

L d hi t l f M


19/41

Leadership style of MayAllison:

According to the power based leadership style,

May Allison followed the Free-rein leadershipwhere the leaders give the full freedom to the

employees. What to do, how to do the tasks aredepend on the employees. May has continued toget the employees to participate in decision makingas, for example, the decision to change work hours

at Patterson during the summer months from 5.30am to 2.00 pm rather than 7.30 to 4.00 pm in theother plant areas


20/41

According to motivation based leadershipstyle, May followed the Positive Leadership

where leaders directs the employees withcreating encourage and interest.

According to the applicable leadership style,May followed the Employee-orientedleadership where the psychological side ofthe employees are preferred and leaderalways tries to solve the employees problemwith sympathy.


21/41

Application of

FiedlersContingency Model

to the case


22/41

Review of the Model

The Fiedler Contingency Model was created in the mid-1960s by Fred Fiedler, a scientist who helped advance the

study of personality and characteristics of leaders.

The model states that

there is no one best style of leadership. Instead, aleader's effectiveness is based on the situation. This isthe result of two factors "leadership style" and"situational favorableness" (later called "situational

control").


23/41

Applying the FiedlerContingency Model

Step 1: Identify the leadership style.

Step 2: Identify the situation.

Step 3: Determine the most

effective leadership style.


24/41

Application ofHersey-Blanchardsituational model


25/41

ModelThis theory conceived by Paul Hersey &Ken Blanchard.The Theory was first introduced as "Life

Cycle Theory of Leadership". During the

mid 1970's "Life Cycle Theory of Leadership"

was renamed "SituationalLeadership theory".


26/41

There are 2 fundamental concepts: Leadership style & Maturity level.

Maturity Level 3Participating works best

(High skill/Low will)Maturity Level 2

Selling works best(Low skill/low Will)

Maturity Level 4Delegating works best(High skill/High will)

Maturity level 1Telling works best( Low skill/high will)

Low

High

High Task/skill level BehaviorLow

Relationship

behavior


27/41

From the study, we may say that ThePatterson Operation has already faced S-2 (selling) and S-3 (Participating) by Fred

Hammond. It also faced S-4 (Delegating)by May Allison.


28/41

Question-3:Comment on the informal

organization at Patterson.In what ways did theemployees create their

own company?


29/41

We think, the Patterson operation exceeded itslimit in case of informalization. It was moreinformal that It needed.

Playing of radios in production areas at highvolume may hamper the concentration of theemployees.

There was no definite uniform so that thesecurity might be at risk.

The behavior of employees at Pattersonrepresents poor discipline.

They hardly follow the rules of themanagement.

Sometimes they made decisions by themselvesand acted independently, without reference to

overall company personnel policy.


30/41

But these deficiencies wereoverlooked by low grievance rate,

high level of worker morale,better productivity and effective

direction. Otherwise it mightturn to the worse situation than

Section 10.


31/41

Employees own company

After getting the facilities from the authority the employees made ThePatterson House as their own company in following ways:

q The employees were attempting to get the company to furnish some

paint so that they could repaint the room.

q 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.

q A feeling of mutual cooperation became prevalent as evidenced by

the willingness of individual workers to assist others when possible.


32/41

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


33/41

Question-4: Review Herzbergstwo-factor model.

Why didnt the change in physicalworking conditions (a deteriorationof a hygiene factor) have a negative

effect on productivity?What didcause the workers to be

productive?

R i f H b T F t


34/41

Review of Herzbergs Two-FactorModel

The two-factor theory (also known asHerzberg's motivation-hygiene theory)states that there are certain factors in theworkplace that causejob satisfaction, while

a separate set of factors causedissatisfaction. It was developed byFrederick Herzberg, a psychologist, who

theorized that job satisfaction and jobdissatisfaction act independently of eachother.
http://en.wikipedia.org/wiki/Workplacehttp://en.wikipedia.org/wiki/Job_satisfactionhttp://en.wikipedia.org/wiki/Frederick_Herzberghttp://en.wikipedia.org/wiki/Psychologisthttp://en.wikipedia.org/wiki/Psychologisthttp://en.wikipedia.org/wiki/Frederick_Herzberghttp://en.wikipedia.org/wiki/Job_satisfactionhttp://en.wikipedia.org/wiki/Workplace


35/41


36/41

We know that

Motivators Hygiene factors

Satisfaction Nosatisfaction

Dissatisfaction Nodissatisfaction


37/41

The change in physical working conditionsdidnt have a negative effective on productivity

because the employees got the followingadvantages or motivators: Getting bonuses Opportunities of personal

growth. Recognition Responsibility

Achievement Independency. Cooperation.


38/41

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

Again for the mentioned motivated factors theworkers became productive too.


39/41

Thank you

All

For yourKind

Attention


40/41

Any Question

???


41/41db

patterson operation slides 2 by simon (bubt)

Documents