Name the following structures according to their type: (20%) Structure Y: This project includes 12 tasks. Trace the GANTT Diagram of this project and identify its total duration. TRACE THE GANTT DIAGRAM AND CALCULATE THE TOTAL DURATION OF THIS PROJECT Exercice L'entreprise Ordomca met I'tude le lancement d'une nouvelle gamme de produits. Ce lancement ncessite la ralisation de tches repres par les lettres A I et dont les caractristiques sont les suivantes : Tabicau I Tableau Consolidated Products is a medium-sized manufacturer of consumer products with nonunionized production 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 pienics 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 or costs and production levels. When the company was scquired 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 pienics and parties, and the human felations training programs for supervisors. Phil believed that tnaining supervisors to be supportive was a waste of time. His motto was: "If employecs don't want to do the work, get rid of them and find somebody else who does," PIIMT PROIECT MANAGEMENT Pr. Asma EL AARROUMI insist that people achieve them. A compuiter monitoring system was introdoced so that the output of each worker could be checked closely against the standardx. Ptril told his supervisors to give any worker who had substandard performance one waming, then if perfocmance did not improve. within two wseks, to fire the person. Phil believed that wothers don't respoct a superviser who is weak and passike. When Phil observed a worker wasting tine or making a merake, he nould insist that people achieve them, A computer nsonitoriag system was introduced so that the output of each worker could be checked closely againat the standards. Phil told his supervisons to give any worker who had substandard performance one warning, then if porformance did not impeove within two weeks, to fire the person. Phil believed that workers don't respect a stpervisor who is weak and passive. When Phil observed a worker wasting time or making a mistake; he would reprimand the person right on the ypot to set an example. Phil also checked slasely on the performance of his supervison. Demanding objectives were set for each department, asd weckly mectings were held with each sapervisor to review department performance. Finally, Phal insiated that supervison chcck with him first before taking any significant action that deviated from established plans and policies. As another cost-cutting move. Phil reduced the frequency of equipment maintenance, which nequirod machines to be sdled when they could be productive. Because the aws hines had a good. record of relable operation, Phat beheved that the curreat maintenance schedule was cheessive and was cutting into production. Finally. when buisiess was Nlow for one of the prodact lines, Phil bid : off wokers ratber than findiny something she for them to do By the end of Phal's firc year as plant inanager, prodoction costs were retheed by 20 pereent and increasingly difficult to find any roplaccments fir thams. I inally, talk of uniomizing wes introsing among the worker: By the end of Phil's first year as plant manager, production costs were reduced by 20 percent an production output was up by 10 percent. However, three of his seven supervisors left to take othe jobs, and turnover was also high among the machine operators. Some of the turnover was due t workers who were fired, but competent machine operators were also quitting, and it was becominy increasingly difficult to find any replacements for them. Finally, talk of unionizing was increasiny among the workers. Copyright ( 1987 by Gary Yukl QUESTIONS: 1. Describe and compare both leaders, Ben and Phil's behavior. Which would you qualify a: a task-oriented leader and who would you qualify as a relation-oriented leader? Justify you answer 2. If you were chosen to be in charge of leading the consolidated products company, which behavior would you adopt? (justify your choice)