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Alvis Ch 3

In: Business and Management

Submitted By Nanacheng
Words 1184
Pages 5
Ch 3 Alvis Corporation

Kevin McCarthy is a manager of a production department in Alvis Corporation, a firm that manufactures office equipment. After reading an article that stressed the benefits of participative management, Kevin believes that these benefits could be realised in his department if the workers are allowed to participate in making some decisions that affect them. The workers are not unionized. Kevin selected two decisions for his experiment in participative management.

The first decision involved vacation schedules. Each summer the workers were given two weeks- vacation, but no more than two workers can go on vacation at the same time. In prior years, Kevin made this decision himself. He would first ask the workers to indicate their preference dates, and then he considered how the work would be affected if different people were out at the same time. It was important to plan a vacation schedule that would ensure adequate staffing for all the essential operations performed by the department. When more than two workers wanted the same time period, and they had similar skills, he usually gave preference to the worker with highest productivity.

The second decision involved production standards. Sales had been increasing steadily over the past few years, and the company recently installed some new equipment to increase productivity. The new equipment would allow Kevin%u2019s department to produce more with the same number of workers. The company had a pay incentive system in which workers received a piece rate for each unit produced above the standard amount. Separate standards existed for each type of product, based on industrial engineering study conducted a few years earlier. Top management wanted to readjust the production standards to reflect the fact that the new equipment made it possible for the workers to earn without working any harder. The savings from higher productivity were needed to help pay for the new equipment.

Kevin called a meeting of his 15 workers an hour before the end of the workday. He explained that he wanted them to discuss the two issues and make recommendations. Kevin figured that the workers might be inhibited about participating in the discussion if he were present, so he left them alone to discuss the issues. Besides, Kevin had an appointment to meet with quality control manager. Quality problems had increased after the new equipment was installed, and the industrial engineers were studying the problem in an attempt to determine why quality had gotten worse rather than better.

When Kevin returned to his department just at quitting time, he was surprised to learn that the workers recommended keeping the standards same. He had assumed they know the pay incentives were no longer fair and would set a higher standard. The spokesman for the group explained that their base pay had not kept up with inflation and the higher incentive pay resorted their real income to its prior level.

On the vacation issue, the group was deadlocked. Several of the workers wanted to take their vacations during the same two-week period and could not agree on who should go. Some workers argued that they should have priority because they had more seniority while others argued that priority should be based on productivity, as in the past. Since it was quitting time, the group concluded that Kevin would have to resolve the dispute himself. After all, wasn%u2019t that what he was being paid for?
1. Analyze this situation using the Hershey-Blanchard model ant the Vroom-Jago model. What do these models suggest as the appropriate leadership or decision style? Explain your answer.
2. Evaluate Kevin McCarthy%u2019s leadership style before and during his experiment in participative management.
3. If you were Kevin McCarthy, What would you do now? Why?

Kevin McCarthy adalah manajer sebuah departemen produksi di Alvis Corporation, sebuah perusahaan yang memproduksi peralatan kantor . Setelah membaca sebuah artikel yang menekankan manfaat manajemen partisipatif , Kevin percaya bahwa manfaat tersebut dapat direalisasikan di departemennya jika pekerja diizinkan untuk berpartisipasi dalam membuat beberapa keputusan yang mempengaruhi mereka . Para pekerja tidak terion . Kevin memilih dua keputusan untuk percobaan dalam manajemen partisipatif .

Keputusan pertama melibatkan jadwal liburan . Setiap musim panas para pekerja diberi dua minggu - liburan, tapi tidak lebih dari dua pekerja bisa pergi berlibur pada waktu yang sama . Dalam tahun-tahun sebelumnya , Kevin membuat keputusan ini sendiri . Dia pertama kali akan meminta para pekerja untuk menunjukkan tanggal preferensi mereka , dan kemudian ia mempertimbangkan bagaimana pekerjaan akan terpengaruh jika orang yang berbeda keluar pada waktu yang sama . Itu penting untuk merencanakan jadwal liburan yang akan menjamin staf yang memadai untuk semua operasi penting yang dilakukan oleh departemen . Bila lebih dari dua pekerja menginginkan periode waktu yang sama , dan mereka memiliki kemampuan yang sama , ia biasanya memberikan pilihan kepada pekerja dengan produktivitas tertinggi .

Keputusan kedua melibatkan standar produksi . Penjualan telah meningkat terus selama beberapa tahun terakhir , dan perusahaan baru-baru ini menginstal beberapa peralatan baru untuk meningkatkan produktivitas . Peralatan yang baru akan memungkinkan Kevin % u2019s departemen untuk menghasilkan lebih banyak dengan jumlah yang sama pekerja. Perusahaan ini memiliki sistem membayar insentif di mana para pekerja menerima tingkat sepotong untuk setiap unit yang diproduksi di atas jumlah standar. Standar yang terpisah ada untuk setiap jenis produk, berdasarkan studi teknik industri yang dilakukan beberapa tahun sebelumnya . Manajemen puncak ingin menyesuaikan standar produksi yang mencerminkan fakta bahwa peralatan baru memungkinkan bagi para pekerja untuk mendapatkan tanpa bekerja lebih keras . Penghematan dari produktivitas yang lebih tinggi diperlukan untuk membantu membayar untuk peralatan baru .

Kevin disebut pertemuan 15 para pekerjanya satu jam sebelum akhir hari kerja . Dia menjelaskan bahwa ia ingin mereka untuk membahas dua isu dan membuat rekomendasi . Kevin tahu bahwa pekerja mungkin dihambat tentang berpartisipasi dalam diskusi jika dia hadir , sehingga ia meninggalkan mereka sendiri untuk membahas isu-isu . Selain itu, Kevin punya janji untuk bertemu dengan manajer kontrol kualitas . Masalah kualitas telah meningkat setelah peralatan baru dipasang , dan insinyur industri yang mempelajari masalah dalam upaya untuk menentukan mengapa kualitas telah memburuk daripada lebih baik .

Ketika Kevin kembali ke departemennya hanya pada saat berhenti , dia terkejut mengetahui bahwa para pekerja dianjurkan menjaga standar yang sama . Dia mengira mereka tahu insentif gaji tidak lagi adil dan akan menetapkan standar yang lebih tinggi . Juru bicara kelompok tersebut menjelaskan bahwa gaji pokok mereka tidak terus dengan inflasi dan membayar insentif yang lebih tinggi terpaksa pendapatan riil mereka ke tingkat sebelum nya .

Pada masalah liburan, kelompok itu menemui jalan buntu . Beberapa pekerja ingin mengambil liburan mereka selama periode dua minggu yang sama dan tidak bisa menyepakati siapa yang harus pergi . Beberapa pekerja berpendapat bahwa mereka harus mendapat prioritas karena mereka memiliki lebih banyak senioritas sementara yang lain berpendapat bahwa prioritas harus didasarkan pada produktivitas , seperti di masa lalu . Karena itu berhenti waktu , kelompok menyimpulkan bahwa Kevin harus menyelesaikan sengketa sendiri . Setelah semua , wasn % u2019t bahwa apa yang dia dibayar untuk ?
1 . Menganalisis situasi ini menggunakan Hershey - Blanchard Model semut model Vroom - Jago . Apa model ini menunjukkan sebagai kepemimpinan yang sesuai atau gaya keputusan ? Jelaskan jawaban Anda .
2 . Evaluasi gaya kepemimpinan Kevin McCarthy sebelum dan selama percobaan dalam manajemen partisipatif .
3 . Jika Anda Kevin McCarthy, Apa yang akan Anda lakukan sekarang ? Mengapa ?

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