Case Study Analysis
Case Study Analysis
Length: ~ 1,000 words (Question and Answer section, excluding Case title, Group members, References)
You are required to analyse a case study. You are required to answer the case questions. Your paper should focus on the major issues of the case, looking at possible scenarios and solutions to the problems identified. In particular, the case analysis should be linked to theoretical principles, concepts and/or models discussed in the lectures.
Structure:
· Case Title
· Questions 1
· Answer
· Question 2
· Answer
· References
Common faults:
Remember that when you are writing as a student it is for a specific audience, who are usually knowledgeable in the topic. Try to avoid unnecessary background statements, unless you are supplementing, questioning or augmenting your answer.
1. Lack of argument
Argument is important. Consequently, a lack of argument or weaknesses in the arguments undermine your work. To avoid this:
• Do not present lists of unconnected points as if they were an argument.
• Consider the arguments (including counter-arguments) of others.
• Ensure you critically examine the evidence.
• Present a well-argued conclusion.
2. Lack of relevance
You must answer the questions asked. Therefore, you should carefully select material and focus on the questions as set. Often you will need to adapt and consider material within the context of your argument. Remember that the original author’s purpose was probably not the same as yours. To avoid common faults concerning lack of relevance:
• Be sure you answer the question.
• Keep to the point.
• Do not introduce irrelevant or unsubstantiated statements.
3. Poor level of literacy
You should always write in clear, simple and grammatically correct prose. A high standard of spelling and composition (sentence structure, paragraphing, punctuation, vocabulary, etc.) is expected in all written work. The best way to improve your writing skills is to read more and to ensure you have enough time to write one or more drafts of your work. While a good advanced dictionary will be a valuable aid in your writing, word processors usually include spell-check, grammar-check and thesaurus functions. You should ensure that the default in any electronic dictionary is set to Australian English to avoid misspellings.
Papers that have no internal referencing and/or no reference list will lose marks
Assessment Criteria
Coherence of argument
Comprehension of theoretical principles/concepts
Overall critical Analysis
Referencing
Case Study:
Leadership Behaviors Consolidated Products
Consolidated Products is a medium-sized manufacturer of consumer products with nonunionized pro~uction workers. Ben Samuels was a plant manager for Consolidated Products for 10 years, and he was well liked by the employees. They were grateful for the fitness center he built for employees, and they enjoyed the social activities sponsored by the plant several times a year, including company picnics and holiday parties. He knew most of the workers by name, and he spent part of each day walking around the plant to visit with them and ask about their families or hobbies. Ben believed that it was important to treat employees properly so they would have a sense of loyalty to the company. He tried to avoid any layoffs when production demand was slack, figuring that the company could not afford to lose skilled workers who are so difficult to replace. The workers knew that if they had a special problem, Ben would try to help them. For example, when someone was injured but wanted to continue working, Ben found another job in the plant that the person could do despite having a disability. Ben believed that if you treat people right, they will do a good job for you without close supervision or prodding. Ben applied the same principle to his supervisors, and he mostly left them alone to run their departments as they saw fit. He did not set objectives and standards for the plant, and he never asked the supervisors to develop plans for improving productivity and product quality. Under Ben, the plant had the lowest turnover among the company's five plants, but the second worst record for costs and production levels. When the company was acquired by another firm, Ben was asked to take early retirement, and Phil Jones was brought in to replace him. Phil had a growing reputation as a manager who could get things done, and he quickly began making changes. Costs were cut by trimming a number of activities such as the fitness center at the plant, company picnics and parties, and the human relations training programs for supervisors. Phil believed that training supervisors to be supportive was a waste of time. His motto was: "If employees don't want to do the work, get rid of them and find somebody else who does:' Supervisors were instructed to establish high -performance standards for their departments and insist that people achieve them. A computer monitoring system was introduced so that the output of each worker could be checked closely against the standards. Phil told his supervisors to give any worker who had substandard performance one warning, then if performance did not improve within two weeks, to fire the person. Phil believed that workers don't respect a supervisor who is weak and passive. When Phil observed a worker wasting time or making a mistake, he would reprimand the person right on the spot to set an example. Phil also checked closely on the performance of his supervisors. Demanding objectives were set for each department, and weekly meetings were held with each supervisor to review department performance. Finally, Phil insisted that supervisors check with him first before taking any significant actions that deviated from established plans and policies. As another cost-cutting move, Phil reduced the frequency of equipment maintenance, which required machines to be idled when they could be productive. Because the machines had a good record of reliable operation, Phil believed that the current maintenance schedule was excessive and was cutting into production. Finally, when business was slow for one of the product lines, Phil laid off workers rather than finding something else for them to do. By the end of Phifs first year as plant manager, production costs were reduced by 20 percent and production output was up by 10 percent. However, three of his seven supervisors left to take other jobs, and turnover was also high among the machine operators. Some of the turnover was due to workers who were fired, but competent machine operators were also quitting, and it was becoming increasingly difficult to find any replacements for them. Finally, talk of unionizing was increasing among the workers.
Case Study Questions
Describe and compare the leadership behavior of Ben and Phil. Describe each manager’s use of specific task and relations behaviors.
If you were the manager of this plant, what would you do to achieve both high employee satisfaction and high performance?
