|Perfect Number of Pages to Order||5-10 Pages|
Case Study of the Acme Manufacturing Company
Define the terms “trait,” “behavior,” and “power-influence.” Make a list of the distinct perspectives on effective leadership that each approach offers.
Compare and contrast the following leadership ideas, and explain why each type of thought is useful or not:
Theorem of contingency
What impact will a crisis have on managerial activities and behavior? For example, if your factory’s machinery breaks down, and you have a 24-hour deadline to get the goods out or the contract would be broken, and your customer will go to another company “that can produce.”
Study of a Case: Acme Manufacturing Company is a manufacturing company based in the United States
Acme Manufacturing Company in New Jersey employs Steve Arnold as a production manager. Steve was 35 minutes late for work when he pulled into the plant parking lot on Tuesday morning at 8:35 a.m. Steve had overslept that morning since he had remained up late the night before to finish his department’s monthly productivity report. He parked his car and entered the plant’s back entrance. Steve spotted his friend George Summers while passing through the shipping area and stopped to inquire about the status of the new addition to George’s house.
When Steve arrived at 8:55 a.m., he greeted Ruth Sweeney, his secretary, and inquired if there was anything urgent that needed his immediate attention. Ruth reminded him about the 9:30 a.m. staff meeting with Steve’s boss, Vice President of Production Frank Jones, and the other production managers. Steve thanked Ruth for reminding him about the meeting (he had forgotten about it) and went to his adjoining inner office to check for the meeting memo. He dimly remembered receiving the message in an email a week or two before, but he had not read it or looked at the attachments.
Sue Bradley, the company’s sales vice president, called to inquire about the progress of a rush order for one of the company’s most significant clients. Steve agreed to look into the situation and get back to her with an answer later that day. Last week, Steve had outsourced the rush order to Lucy Adams, one of his production supervisors, and he hadn’t given it another thought since. Steve asked Ruth whether she had seen Lucy today as he returned to the outer office. Ruth informed him that Lucy was in California for a training class. Because the workshop facilitators consider cell phone calls and text messages to be an unneeded distraction, she would be impossible to reach until the session ended late in the afternoon.
Steve returned to his office and emailed Lucy, asking her to call him as soon as possible. Then he went back to looking for the memo from his boss and the other production managers’ meeting. He finally located it in his massive inbox of unread emails. The meeting’s goal was to talk about a planned modification in quality control techniques. It was 9:25 p.m., and there wasn’t enough time to read the proposal. He dashed out the door to make it to the meeting on time. Other production managers joined in the conversation and offered helpful comments or suggestions during the meeting. Steve was unprepared for the discussion and offered little more than his assurance that the suggested adjustments would not cause any problems.
At 10:30 a.m., the conference finished, and Steve returned to his office, where he was greeted by Paul Chen, one of his production supervisors. Paul wanted to talk about a problem with the production schedules created by a big equipment failure. Steve summoned his assistant manager, Glenda Brown, and invited her to join them in rearranging the production plans for the next few days. Glenda arrived soon after, and the three of them worked on the production schedules together. Mr. Ferris was waiting for Ruth at 11:25, and he claimed to have an appointment with Steve at 11:30 a.m. Steve went through his calendar but couldn’t locate the appointment. Steve requested that Ruth inform Mr. Ferris that he will be ready soon.
Around 11:40, the schedules were completed. Steve invited Mr. Ferris to join him for lunch at a neighboring restaurant because it was nearly noon. Mr. Ferris was from one of the companies that supplied materials for Acme’s manufacturing process, and the aim of the meeting was to inquire about some changes in material standards that the company had requested. Steve realized he wouldn’t be able to answer some of Mr. Ferris’ technical inquiries as he listened to him speak. Mr. Ferris was introduced to an engineer who could address his queries when they returned to the plant at 1:15 p.m.
Shortly after Steve returned to his office, his supervisor (Frank Jones) came in to inquire about the quality report for the previous week. Steve indicated that he had given the monthly production report first priority and that the quality report will come next. Frank was furious because he needed the quality data to finish his proposal for new processes, and he assumed Steve knew this was more important than the production report. He walked out after telling Steve to send the quality data to him as quickly as possible. Glenda Brown was promptly contacted by Steve, who requested that she deliver the high-quality data to his office. Reviewing the data and creating a brief summary was not difficult, but it took longer than he expected. Steve finished the report and submitted it to an e-mail to his supervisor at 2:40 p.m.
Steve checked his calendar and realized he was already late for the plant safety committee’s 2:30 meeting. Each department provides a delegate to the group, which meets weekly to discuss safety issues. Steve dashed out the door to the conference, which was taking place in a different part of the plant. This week’s meeting was uneventful, as there were no pressing topics or difficulties to discuss. At 3:30 p.m., the meeting finished, and Steve stopped to speak with his assistant manager as he walked back through his portion of the facility. Glenda needed help with a problem with one of the production projects for the next day. They talked about the issue for about a half hour. At 4:05 p.m., Steve returned to his office to find his secretary had just left. Lucy had contacted her before flying home from the meeting, she said.
Steve, who was fatigued, decided it was time for him to return home as well. Steve reflected as he drove out of the parking lot that he was becoming farther behind on his duties. He pondered how he could get more control over his work.
What exactly did Steve do incorrectly, and what should have been done in each case? Give your opinion on Steve’s assessment of the situation: What assumptions haven’t been challenged? Examine his reasoning and the conclusions he must have drawn in order to take the acts he did.
What should Steve do to improve his management skills?