Case: 3A LEADERSHIP: Manny Flavors Cookie Company (MFCC)
Manny Flavors CC, Inc. is a family owned company now in its fourth generation.
The company began in 1889 making only one
standard sugar cookie. Over the years it has prospered, and now it produces over 50 flavors of cookies. The company's motto
is "cookies for any occasion." Rising sales revenues have brought in a lot of dough, so now money can be allocated to
increasing line personnel and managerial staff. Manny, who is addressed as "Mr. Flavors" by employees, has finally added an
HR specialist (you) to help with personnel and organizational behavior problems.
He has asked you to help with what he feels is a problem of worker morale
in the operations division. Willie Keepum, VP of
operations, has complained to Manny that most of his workers have bad attitudes and don't seem to want to work. He says
he's prepared to fire them all if they don't shape up. Willie has informed Manny of his intentions, and believes he (Willie) needs
to "clean house" to show them who's boss. Besides, he thinks a lot of them have become complacent and don't care about
quality. Willie also pays little attention to the mid-level managers' opinions stating that, "I'm ultimately responsible, so I'll make
Manny knows that Willie can be heavy-handed in his management style
and that he believes workers come to work either
motivated or not. Willie has told him "there's nothing you can do to make them work if they don't want to." Knowing everything
about cookies, but nothing about people, Manny isn't sure whether it's the workers or Willie that's creating the problem. He
wants to know that if it is Willie, can he be changed? Or is it hopeless? He wants you to tell him if you think Willie or the
workers should go. If you think neither should, then what are the ingredients needed to cook up a solution? This thing's getting
on his nerves. He wants to get it behind him and get back to his cookies. Therefore, Manny asks you to analyze the situation
using your knowledge of leadership theories, and recommend at least two possible solutions so he can decide what to do.
1. Decide if either the workers or Willie should go
2. Analyze Willie's management style and compare it to
others that might be better
3. Consider whether the workers or Willie can be changed and if so, how to do it
4. Back up your analysis and recommendations for two solutions with sound theory
5. Provide evidence to support why your proposal will
Klipper Kuik, Inc. sells sail boats to upper crust clients who live
in the Chesapeake Bay area, particularly, Annapolis,
Maryland. The company has been in existence only a short time, but sales are up and business is booming. Sara Tonin, the
CEO, got the company off to a good start with her patented sail design. She discovered a way to make smaller sails which
could catch more wind, even when there is no wind. She guarantees smooth sailing in any weather condition. This has made the
boats very attractive to weekend sailors. Sara says, "let's capitalize on this while the gettin's good." As she puts it, "get'em in,
sell'em, and clip'em quick before they get away."
However, her husband Jibb, who she assigned to supervise the sales staff,
has had problems getting his salespersons motivated
to do their job. Some seem to want no supervision while others want to know exactly what it is they are supposed to do. A
couple of them insist on being managers themselves.
Jibb is confused about how to organize and lead the staff. Should he
develop teams, supervise them individually, or just leave
them alone? Since Jibb's only work experience was as a weekend life-guard before he met Sara, he is floundering, as he puts it,
"rudderless in a turbulent sea." He wants you, an expert HR specialist consultant, to help steer him back on course. Therefore,
he has contracted you at $1000 a day, to develop a leadership development plan for Klipper Kuik, Inc.
The contract specifies that you will:
1. Decide on what leadership theory(s) to implement
2. Develop a plan to train managers if necessary (this means an extended contract for you)
3. Use sound reasoning to justify why your leadership plan will work for his company
4. Have it in "ship shape" and ready to sail by the agreed upon deadline.
5. Make sure it will fly with Sara since she's the Captain of this ship.
Case: 3C LEADERSHIP Scenario: Drugs Unlimited, Inc.
Poppa Pill, the original owner of Drugs Unlimited, has been running
his generic drug manufacturing operation since he started it
in 1989. His most successful pharmaceutical is what he calls the "life extender" which has been a very popular over-the-counter
product for decades. Poppa knows he's getting on up in years, so he's planning to develop a new subsidiary called Head
Cases. He wants to get it up and running smoothly before his anticipated retirement in the year 2000. Since he won't have time
to run both companies and still play squash four times a week, he's decided he'll have to find someone to take over the
leadership of Drugs Unlimited.
Before his wife died in 1930, she was managing the operations. However,
because of her dictatorial management style,
turnover was always a problem. Since then Poppa has seen sixteen VPs of operations come and go. He believes that the more
successful ones seem to be "people friendly" types, and notes that many seem to become more care-free and outgoing once
they learn a lot about the company products. The workers seemed to always be happy and motivated, especially those working
on the production lines. However, since the FDA came in four years ago and tightened up specifications and record keeping,
the workers are starting to act like those found in most companies. Some say they want no supervision, others want to know
exactly what it is they are supposed to do, and a couple insist on being managers themselves.
Poppa has retained you, an expert HR consultant, to help him establish
effective leadership for the organization. Therefore, he
has contracted you at $1500 a day, to develop a leadership development plan for identifying and training managers who can
successfully lead the company into the next century.
Your contract with Drugs Unlimited, Inc. specifies that you will:
1. Decide on what leadership approach(s) to implement.
2. Develop a plan to train managers.
3. Use sound reasoning to justify why your leadership plan will work for his company.
4. Have the managers up to speed by the end of the year.
5. Make sure the plan won't be a bitter pill for the line workers to
have to swallow.
Case: 3D LEADERSHIP Scenario: Guns 'n Things, Unlimited (GUNTU)
Kenny Katchem has been selling guns and accessories for years at his
eighteen local retail operations in Baltimore. Business is
always good during hunting season, and for the ten months afterwards when the woods become quiet again. Phil M. Upp, the
personnel manager, is responsible for staffing the managers and clerks in all of the stores. Once every month on Sunday, all of
the company workers get together at their hangout, the Krazy Klubhaus, located in Charles Village. Here they celebrate and
fire their weapons. Since the club is in a sound-proof basement, well insulated and out of harm's way, they have never had
complaints about the noise from the neighbors or had to deal with intruders like the police.
All of them have permits for their weapons and know how to handle firearms.
This is a job requirement since they often have to
protect themselves from intruders who are not serious customers, but who seem to expect to be given guns even when they
already have some of their own.
"Ditty" Doit, the sales VP, has been having trouble with many of the
retail managers who don't seem to be showing up for the
celebration (i.e. sales meeting). The sales in these stores seem to be down, and the managers don't appear to be concerned
about the reduction in sales volume. Both Ditty and Phil know that motivating workers is the leader's primary responsibility.
Therefore, they have asked you, a high-priced personnel consultant,
to help solve what they think is a leadership problem.
Should they develop teams, supervise them individually, or just leave them alone? What's happening now it isn't working. They
tell you that the personnel in these stores are usually strong willed, like to do things their own way, and sometimes can get pretty
insistent about it. A couple have even suggested they may revolt and take over the Krazy Klubhaus to start a new club of their
Upp and Doit want you to find the magic bullet that will restore the
workers' commitment to Guns n' Things and bring revenues
back to what they were like in the good 'ole days. Therefore, he has contracted you at $2000 a day, to develop a leadership
development plan for training store managers or finding new ones if need be, who can successfully lead the company into the
next century. As part of the contract, they have offered to provide you with sufficient firepower to get the job done.
The contract with Guns n' Things specifies that you will:
1. Decide on what leadership approach(s) to implement.
2. Develop a plan to train managers or hire new ones.
3. Use sound reasoning to justify why your leadership plan will work for this company.
4. Have the managers on the line by the end of the year.
5. Make sure the plan won't backfire.
6. Have it done by the contract deadline or suffer the consequences
Behavioral Factors in Organizations APPL 641