Patterson operation slides 2 by Simon (BUBT)
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WelcomeTo
ThePresentation
Session
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Case Study
OnThe Patterson
Operation
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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)
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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.
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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;
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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.
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Problems
of
the study
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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?
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Solutions
From The
Study
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Question-1: Has the Patterson operationbeen successful? To the degree that itcan be judged a success, what factorshave contributed to it?
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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.
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The Patterson operation wassucceed due to following factors:
q New Assembly line
q Democracyq Entertainmentq
Indefinite uniformq Unionization etc.
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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.
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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:
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Leadership style
Power basedleadership
Motivation basedleadership
Applicableleadership
Autocratic
Democratic
Free-rein
Positive
Negative
Job oriented
Employeeoriented
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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.
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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.
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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
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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
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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.
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Application of
FiedlersContingency Model
to the case
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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").
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Applying the FiedlerContingency Model
Step 1: Identify the leadership style.
Step 2: Identify the situation.
Step 3: Determine the most
effective leadership style.
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Application ofHersey-Blanchardsituational model
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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".
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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
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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.
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Question-3:Comment on the informal
organization at Patterson.In what ways did theemployees create their
own company?
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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.
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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.
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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.
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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
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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
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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 -
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We know that
Motivators Hygiene factors
Satisfaction Nosatisfaction
Dissatisfaction Nodissatisfaction
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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.
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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.
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Thank you
All
For yourKind
Attention
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Any Question
???
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