tyrone manufacturing company. management survey tom mitchell & aron thune
TRANSCRIPT
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Tyrone Manufacturing Company.
Management SurveyTom Mitchell & Aron Thune
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Overview
• Respondents
• Survey
• Results of Survey
• Summary of Findings
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Respondents
• Total 70 of 83 Managers (85 %)
• New Jersey 34
• Elkton 33
• Other locations 3
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Managers’ Tenure
Years Worked (N=70)
Years Worked
> 10 yrs5-101-5< 1yr
Fre
qu
en
cy
50
40
30
20
10
0
41
14
9
6
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Survey (total 99 items)
• Communication with – Other Managers (25)– Associates (25)
• Organizational Frustration (23)
• Role Ambiguity (5)
• Role Conflict (6)
• Job Related Tension (15)
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Comments Offered
• 55 comments from 27 respondents
• 5 content categories– Communication– Silo Mentality– Leadership– Recommendations– Work
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Survey Findings from:
• Communication with – Other Managers– Associates
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Who initiates with other mgrs?70% equally
Who innitiates
We initiate communic
Other TMC managers
You
Co
un
t
60
50
40
30
20
10
0
48
21
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One on one…who listens most?72% About same
Who listens
Others do most
About the same
I do most
I do almost all
Fre
qu
en
cy
60
50
40
30
20
10
0 3
50
14
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Other mgrs understand my viewpoint?
70% usually/always
Understands viewpoint
Alw aysUsuallySometimesAlmost never
Fre
qu
en
cy
50
40
30
20
10
04
45
18
3
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Provide relevant information to other mgrs
40% a lot
46% some
Relevant information I provide
little or nosomea lot
Fre
qu
en
cy
40
30
20
10
0
10
31
27
“There isn't a consistent mechanism for middle managers to receive information. I think these things are discussed at upper levels but don't get communicated down.”
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Others mgrs consult with me before making a commitment…
• 60 % Most or all the time
• 20% Almost never
Consult before commitment
Almost never
Sometimes
Most of the time
Almost alw ays
Fre
qu
en
cy
30
20
10
0
13
16
27
12
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Associates used as intermediaries to deal with conflict
• 40 % Occasionally / frequently
• 60 % Rarely / Never !!
Associates as intermediaries
NeverRarelyOccasionallyFrequently
Fre
qu
en
cy
40
30
20
10
0
9
33
21
6
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…feel put in middle of conflict between two other mgrs
• 45 % Occasionally / frequently
• 50% Almost never
Put in the middle
NeverRarelyOccasionallyFrequently
Fre
qu
en
cy
40
30
20
10
0
9
27
31
3
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After being denied…go over my head
• 8% frequently
• 40% occasionally
• 52% rarely / never
Go over my head
NeverRarelyOccasionallyFrequently
Fre
quen
cy
30
20
10
0
11
2526
6
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Other mgrs …work with me in an open and honest way
• 60% frequently
• 9% rarelyWork openly and honestly
RarelyOccasionallyFrequently
Fre
qu
en
cy
50
40
30
20
10
0
6
23
41
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Prompt return of phone calls 80% few hours / same day
Return calls
Few daysNext w orkdaySame dayFew hours
Fre
qu
en
cy
40
30
20
10
03
13
34
20
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Quality of Interactions
• Hostile………………..Friendly
• Adversarial………….. Cooperative
• Guarded (closed)….….Frank (open)
• One way………….…..Two way
• Unproductive……..…..Productive
• Blaming ………………Problem solving
• Ambiguous……………Clear
• Silo……………………Team mentality
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Communication with other mgrs
Comm with other mgrs
Interactions
Un
favo
rab
le
(M
ea
n)
Fa
vo
rab
le
5.0
4.5
4.0
3.5
3.0
2.5
2.0
1.5
1.0
3.3
3.63.73.73.83.6
3.84.1
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Manager Interactions84 % (4 &5)
Hostile - Friendly
Hostile Friendly
5432
Fre
qu
en
cy
50
40
30
20
10
0
20
38
7
4
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Manager Interactions50 % (4 &5)
Silo - Team
Silo Mentality Team Mentality
54321
Fre
qu
en
cy
30
20
10
0
8
27
19
9
6
“TMC has given way to a partisan mentality of ‘My Business Unit at all costs – I can’t be concerned with yours’.”
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Asked: Why mgrs don’t involve other mgrs with problems they have
• Have enough expertise themselves
• Mgrs are overly confident in their abilities
• Don’t know capabilities of others
• Don’t respect the capabilities of others
• Bosses discourage them seeking help
• Don’t feel comfortable asking for help
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Don't seek help because...A
gre
e..
...
D
isa
gre
e5.0
4.0
3.0
2.0
1.0
2.8
3.5
3.0
2.72.9
2.5
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Why they don’t involve other mgrs because…
• Don’t know their capability– 50% Agreed
• Don’t respect their capability– 41% Agreed
• Don’t feel comfortable asking them for help– 45% Agreed
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Summary of Mgr to Mgr Communication…
• Positive findings: – Initiate communication equally– Listen well to one another– Responsive to each other– Understand one another– Friendly and get along well– Open and honest with each other
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Summary of Mgr to Mgr Communication…(cont)
• Need improvement in… – Confronting others directly
• Avoid end runs and using intermediaries
• Consult and share information more• Move more from silo to team approach
• Seek other’s input and opinions before deciding
• Learn more about others’ capabilities
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Recommend• Establish structured mechanisms for:
– sharing information and
– seeking others’ input
• Develop more of a cross-functional team approach • Learn to confront each other amicably
• Using problem solving strategy / not emotional response
• Learn to ask for input • Even when certain / explore other options
• Learn to feel comfortable disclosing uncertainty
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Survey Findings from:
• Communication with – Other Managers – Associates
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CommunicationManagers v. Associates
• Similar on all questions but: – …Having viewpoint understood– …Working in open and honest way– …Involvement of others in problems– …Quality of interactions
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“…viewpoint understood by…”
“… usually, always”
…Other Managers 70%
…Associates 91%
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“…work in open and honest way”
“…frequently ”
• Among managers 60%
• With associates 86 % – “The associates at TMC try to work together to
achieve what are perceived to be the most important goals.”
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“… Less likely to involve other managers as opposed to associates”
• Because they… – Don’t know their capabilities – Don’t respect their capabilities – Don’t feel comfortable asking them for help
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Quality of interactions… with other TMC mgrs v. Associates
• No difference on – Hostile…………………Friendly
• Associates viewed more favorably on:– Adversarial…………….Cooperative
– Guarded (closed)………Frank (open)
– One way……………….Two way
– Unproductive…………..Productive
– Blaming ……………….Problem solving
– Ambiguous…………….Clear
– Silo…………………….Team mentality
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Summary: Other Managers v. Associates on
Communication
• Equally friendly to both mgrs and associates• Less likely to involve other managers than their
associates• Less confident in capabilities of other managers
compared to confidence in associates• Less comfortable involving other managers than
their associates
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TMC Work Environment Scales
• Organizational Frustration (23)• (Spector, ‘75)
• Role Ambiguity (5) • (Rizzo, House, Lirtzman, ‘70)
• Role Conflict (6) • (Rizzo, House, Lirtzman, ‘70)
• Job Related Tension (15)• (Kahn, Wolfe, Quinn & Snoek, ’64)
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Org Frustration
Frustration Level
Lo
w
(M
ea
n)
Hig
h
5.0
4.5
4.0
3.5
3.0
2.5
2.0
1.5
1.0
1.91.91.6
3.23.33.4
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Highest frustration
• Some are incompetent– 52% Agree/Strongly Agree
• Run ragged…– 55% Agree/Strongly Agree
• Too much work…– 47% Agree/Strongly Agree
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Lowest Frustration
• Supervisor trusts me– 88% Agree/Strongly Agree
• Job is not boring– 92% Agree/Strongly Agree
• Work is worthwhile– 92% Agree/Strongly Agree– “Overall, I am very satisfied with the type of
work I do.”
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Role Ambiguity
Percent unclear on…
24% “Authority I have”
19% “Goals and objectives for my job”
16% “What’s expected of me”
10% “How to divide my time”
8% “My responsibilities”
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Role Conflict
• Percent agree/agree strongly that…
• 40% Do something accepted by one but not others– “…projects get slowed down because one department
feels it should be done differently, but never gives input until the final review.”
• 30% Receive assignments – without adequate manpower and resources
• 27% Receive incompatible requests
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Role Conflict
Most is probably due to lack of close communication among managers
• Mgr interactions and
• Mgr involvement
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Job Tension
Is…a person’s Adverse physical or emotional reactions caused by work related factors
Such as…• Role conflict / Role ambiguity• Work overload• Interpersonal conflict• Perceived control over decisions
(autonomy/participative)
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Salient Tension Items
• Percent …often/nearly all the time
– 34 % …job interferes with family life
– 20 % …not knowing promo/advancement opportunities
– 13 % …not enough authority to carry out responsibilities
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Causes for Tension
• Largest contributor:– Organizational frustration
• Some are incompetent• Run ragged…• Too much work…
• Other factors that contribute: – Role Conflict (indirectly)– Role Ambiguity (indirectly)– Mgr w/ Mgr and Mgr w/ Assoc interactions
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Causal path
Mgr Interaction Mgr Involvement
Role Conflict
Frustration
Job Tension
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Conclusions
• Common climate for NJ & Elkton
• Communication (among managers)– Generally quite favorable
• Mgrs communicate well, understand one another
• Open and honest, and friendly
• Improvements needed– Use positive confrontation more often
• Sharing / asking for others’ input – (as they do with associates)
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Conclusions (cont’)Job Tension
…Moderate level stemming from…
• Frustration – Perceived incompetence of some others– High work demand
• Role Conflict– Lack of coordination and sharing
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Recommendations
• Develop action plans to
– Increase meaningful interaction among managers on job related issues
– Encourage mgrs to solicit fellow managers’ input and share ideas
– Assist mgrs in how to better communicate to higher management their
• Resource needs and
• Constraints on meeting objectives