You are on page 1of 8

Assignment

On

Case Study Analysis
Case Name: The Patterson Operation
Course Title: Organizational Behavior
Course Code: MGT 201

Submitted To:
Maksuda Hossain
Assistant Professor
Faculty of Business Administration

Submitted By:
Name
Tanjina Alam Jhumur
Shusmita Hoque
Syeda Nusrat Jahan
Sharmin Akter Juli

ID
142 200 104
142 200 057
143 200 037
133 200 012

Section

3

Date of Submission: 5th December 2015

.................................................3....3.......................... 1 1....................................................................................................................................................2.......................... Problem 1: ............................................ 2 1................. 1 1..... 3 1............................................................... Summary: ......................3...................................3......................Contents 1............... 3 1.....................................3...............1.............................................................................................. 6 ........3..........4.................................................................................2.......................................... Company Profile:........... Problems of the study: ............................................... 2 1........ Solutions from the Study: .......... Problem 4: ..................................................... Problem 3: ....... Problem 2: ....4................................................. 4 1................1.................

4. Apply several of the leadership models to the case.2. Carlton E. Irving.com.2. Has the Patterson operation been successful? To the degree that it can be judged a success. Texas 75038. Why didn’t the change in physical working conditions (a deterioration of a hygiene factor) have a negative effect on productivity? What did cause the workers to be productive? 1 . Turner. VP & CFO: Robert W. 1.2.3.2.2. Chairman: George DeMott. In what ways did the employees create their own “company”? 1.1. 1. Company Profile: Name: Carrington Laboratories Inc. Review Herzberg’s two-factor model. Telephone: (972) 518-1300.1. Website: www. such as Fiedler’s contingency model and the Hersey-Blanchard situational model. Problems of the study: 1.1.carringtonlabs. Identify the leadership styles of Fred Hammond and May Allison. Schnitzius Office: 2001 Walnut Hill Lane. President & CEO: Dr.2. Comment on the informal organization at Patterson. what factors have contributed to it? 1.

to 2:00 p. workers participation in decision making. 2 . some other factors related to appointment of new first line supervisor. From the study. for example. not air-conditioned. the Patterson operation has been successful. A feeling of mutual cooperation prevailed. poorly ventilated.1. the Section 10 was turned to The Patterson Operation. An esprit de corps developed among the Patterson workers.m. The fourth was independency & Entertainment. Employees also get independent in case of choosing dress. to 4:00 p. rather than 7:30 a. They did not have do observe dress codes. what factors have contributed to it? Yes. The fifth and biggest reason was cooperation.m.m. The second factor was new assembly line. Management of the Carrington Incorporation decided to assign Fred Hammond as first line supervisor. The third factor was workers participation in decision making.m. as evidenced by the willingness of individual workers to assist others when possible. as in the other plan areas. Fred Hammond allowed employees the opportunity to influence decisions concerning their work hours and the times of their rest breaks. Fred Hammond allowed the workers to have radios tuned to popular music. May Allison continued to get employees to participate in decisionmaking. But though the building house of the Patterson Operation was poorly suited for use by workers involved in assembly operations. wear bonnets or refrain from wearing jewelry on the job. new assembly line. in the decision to change work hours at Patterson during the summer months from 5:30 a. Fred Hammond set up the assembly line so that individual workers could work on the same job until that particular order was completed. who made some drastic changes in the assembly operation. Problem 1: Has the Patterson operation been successful? To the degree that it can be judged a success. The first & crucial factor beyond the success of Patterson operation was the appointment of Fred Hammond as a first line supervisor. we have learnt that due to low productivity.1.3.3. The building was of the Patterson Operation was dark. which facilitated their earning bonuses. independency & cooperation led to the success of Patterson operation. and inadequately heated. Solutions from the Study: 1. As a result the repetition of working on only one line enabled workers to develop speed. low employee morale and high unit costs.

m. to 4:00 p. As a results employee were motivated. provide reward or punishment. Here both of them tried to get the work done by maintaining a good relationship. Fred Hammond & May Allison always allowed employees to participate in decision making. motivation & the general well being of the workers. 1.m. As a result the repetition of working on only one line enabled workers to develop speed. 3 . Fred Hammond gave the permission to play radios during the work.m. As a first line supervisor he has the power to direct the workers. Problem 2: Identify the leadership styles of Fred Hammond and May Allison.3. Management employed Fred Hammond as a fist line supervisor.2. the Patterson operation exceeded its limit in case of in formalization. Both Fred Hammond & May Allison welcomed workers in shared decision making. Fred Hammond allowed employees the opportunity to influence decisions concerning their work hours and the times of their rest breaks. In this case both of them have followed Participative leadership.3. It was more informal that it needed. So as the leader member relation was good. to 2:00 p. Problem 3: Comment on the informal organization at Patterson. task structure & leader position power. He also allowed the employee not to follow particular dress code. As a result task was highly structured. This is relationship-oriented leadership of the Behavioral Approach. In that case Fred Hammond & May Allison always focused on the satisfaction. in the decision to change work hours at Patterson during the summer months from 5:30 a. Apply several of the leadership models to the case. Both of them focused on the satisfaction. for example. such as Fiedler’s contingency model and Hersey Blanchard situational model. rather than 7:30 a. Fred Hammond set up the assembly line so that individual workers could work on the same job until that particular order was completed. Here leader position power was strong. Fred Hammond & May Allison always maintained a good relationship with workers. motivation and the general well-being of the team members. May Allison also get employees to participate in decision-making. This comes under the Participating leadership of Hersey Blanchard situational model. They provided less task behavior while maintained high relationship behavior to get the job done.3.m. Fiedler contingency model identify the leadership styles of a particular leader from the viewpoint of leader member relation. allowed employees choose their work time and break time.1. In what ways did the employees create their own “company”? We think.

The first of the two are called hygiene factors. when the unbearable heat of the late afternoon in the warehouse increased. quality of leadership. or dependent. Workers shifted their work time depending on their mutual benefits. achievement. and relationships between supervisors. They hardly follow the rules of the management. a psychologist. The second factor is motivators or satisfiers. without reference to overall company personnel policy. As a result the repetition of working on only one line enabled workers to develop speed. The behavior of employees at Patterson represents poor discipline. Herzberg used the term 'hygiene' to describe factors that cause dissatisfaction in the workplace. and are linked to things such as compensation. 4 . and advancement. By that ways Patterson employees create their own “company”. After shift to the Patterson Operation. while a separate set of factors cause dissatisfaction. Factors for satisfaction include responsibility. Employees got the incentive bonus and profit bonus so they were thinking as own company. and peers. conditions of the job itself. opportunities for growth. Patterson employees made decision and acted independently in regarding the company’s softball team called the Patterson Warriors. job satisfaction. Fred Hammond & May Allison allowed employees the opportunity to influence decisions concerning work hours and break time. It was developed by Frederick Herzberg. working conditions. which facilitated their earning bonuses. recognition. Fred Hammond set up the assembly line so that individual workers could work on the same job until that particular order was completed. A feeling of mutual cooperation became prevalent as evidenced by the willingness of individual workers to assist others when possible. are extrinsic (or independent of the work itself). 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. 1. There was no definite uniform so that the security might be at risk.4. organizational politics. Why didn’t the change in physical working conditions (a deterioration of a hygiene factor) have a negative effect on productivity? What did cause the workers to be productive? The two-factor theory (also known as Herzberg's motivation-hygiene theory) states that there are certain factors in the workplace that cause job satisfaction. These are linked to employee motivation and arise from intrinsic. Problem 4: Review Herzberg’s two-factor model. job security.Workers were permitted to play radios in production areas at high volume may hamper the concentration of the employees. Finally.3. An esprit de corps developed among the Patterson workers. The employees were attempting to get the company to furnish some paint so that they could repaint the room. who theorized that job satisfaction and job dissatisfaction act independently of each other. Sometimes they made decisions by themselves and acted independently. subordinates.

5 . The workers participated in decision making. As a result the repetition of working on only one line enabled workers to develop speed. As a result workers ability to do the job and knowledge to do the particular job quickly developed & that led to the opportunities for personal growth on the same field. recognition & cooperation. which motivated them to become more productive. Under the new operation workers were workers were managed by Fred Hammond. The first reason for high productivity was getting bonuses. The workers responsibility also increases because 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. For example. independency. May is well-liked personally as evidenced by employee contributions of about $75 for her birthday gift. May Allison made a great relationship with the workforce & earned the respect and admiration of the employees. An esprit de corps developed among the Patterson workers. The second reason was opportunities for personal growth. as evidenced by the willingness of individual workers to assist others when possible. Fred Hammond set up the assembly line so that individual workers could work on the same job until that particular order was completed. The present of both hygiene factors & motivator factors cause the workers to be productive. responsibility. A feeling of mutual cooperation prevailed. The new assembly line was set up in a way that every worker could work on the same job until that particular order was completed. wear bonnets or refrain from wearing jewelry on the job. Again for the mentioned motivated factors the workers became productive too. Both the leaders & workers of Patterson operation respected & admire each other. We know if hygiene factors are absent then dissatisfaction will be raise. Everyone think that his or her colleagues & leaders respect for them as a person. They did not have do observe dress codes. if present there will be no dissatisfaction. The fifth reason was recognition.The change in physical working conditions didn’t have a negative effective on productivity because the employees got the motivators or advantages such as bonuses. Fred Hammond allowed the workers to have radios tuned to popular music. which facilitated their earning bonuses. they choose their work time which they think well. opportunities for personal growth. Employees also get independent in case of dress. The fourth reason for high productivity was independency & entertainment. The sixth and biggest reason was cooperation. The third reason was responsibility. which enhances the achievement of respect between leaders and workforces. Fred Hammond & May Allison always tried to maintain a good relationship with the workers. As a result responsibility increases because the workers decided their work time and break time.

A feeling of mutual cooperation prevailed. He made some drastic changes in the assembly operation which allowed workers to work on the same job until that particular order was completed. Although some informal rules existed between workers at Patterson operation. Management assigned Fred Hammond as a first line supervisor. the management faced problems such as lower productivity. All of these led to 32. rest rooms. proprietary drugs. and high unit costs. without reference to overall company personnel policy. Summary: Carrington. as evidenced by the willingness of individual workers to assist others when possible.1. dark. No employees were able to earn a bonus under the incentive plan. and turnover are not better than those in the main plant. She made a great relationship with the workforce & earned the respect and admiration of the employees. is an international company engaged in the production and distribution of pharmaceuticals. tardiness. He was replaced by May Allison who has continued to run the operation in the same manner as Hammond. In order to have some place to eat or take a break. poorly ventilated. Due to the needs for extension of production department. Eventually. Management surprised at the leadership of Fred Hammond and his position was promoted. He also allowed workers the opportunity to influence decisions concerning their work hours. During the last three years cost figures revealed that the section was below the break-even point. not air-conditioned.” An esprit de corps developed among the Patterson workers. Sometimes they made decisions by themselves and acted independently. wear bonnets or refrain from wearing jewelry on the job. Employees did not have do observe dress codes. 6 . He permitted workers to play radio at the time of work. The assembly department of this company (known as section 10) was engaged in the assembly of “prepaks” or “deals”.8 percent in productivity than section 10. and cosmetics and toiletries. They developed their own softball team called the “Patterson Warriors” which was composed of players of all units instead of one unit. In its assembly department. The firm uses a Halsey 50-50 Incentive Plan to provide bonus for its workers. Inc. with some managers ambivalent about Patterson. The building house of the Patterson Operation was an old brick structure. all of these have been tolerated by management due to productivity increase. and inadequately heated without cafeteria. Employees came to view Patterson as their own “company. the employees got together and furnished a small room with enough tables and chairs to modestly equip a rather austere dining room and break area. low employee morale. this room was air- conditioned. management forced the assembly of prepaks to shift to the Patterson warehouse. The success story of Patterson operation is fairly well known among the managers at the mid-south plant of Carrington although management reactions range from positive to negative. Work records at the Patterson operation concerning absenteeism.4.