question 3b would be better instead of 3a

CASE 5-2 THE AUTOCRATIC MANAGER: The plant manager of a paper mill has contacted your consulting firm to help diagnose why production has dropped in the last 18 months. Moreover, he wants a proposal from your firm on what can be done to turn things around. The partial organization chart indicates there are seven levels of management and the mill employs 410 people. This mill is a key one in a company that has many mills located throughout the country. The manufactur- ing process goes through several stages before turning out finished products. The mill employs a relatively large number of engineers, and most managers have an engineering background. The mill is unionized. The plant manager has four years to go to retire- ment and wants to leave the firm with a reputation as a "manager who achieves effective results. He is a dynamic individual and has tended to use either an autocratic or a benevolent autocratic approach in man- aging. He took over the mill six years ago when pro- duction was low and a permissive management climate existed. He immediately shifted to a more autocratic management system, and for four years, production was high (Continued) h authority. 160 Part Planning and Organizing not accept foreman's job ommunication problems Foremen morgen enough authe Full finding atmosphere in mill h. Employees will not accept 1 Up and down communicatie WITH FOREMEN is that pe doing the developite a supera S OF INTERVIEWS WITH FORE decisions because authority is He is convinced that the reason for the current problem is that people at the foreman and supervi sory level are not doing their jobs effectively. He thinks the solution is to develop detailed you descriptions for these positions and initiate a super Visor management development program that will teach the supervisors to get more work out of the 2. Inability to make decisions be not deleted or is taken away b. If you do make a decision, you from your bosses. Example: Nich cision, you don't get backing Frample: Night supervisors ay to make 90 percent of the deci chift supervisors are required to unionized employees. You suggest that interviews be conducted at differ- ent levels before making a diagnosis and developing a recommended plan of action. Below are the results of interviews discussing the question, "What problems are preventing this mill from reaching its potential effectiveness? have the ability to make 90 percent sions the dayshift supervisors consult someone else about c. Too much pressure and threats from a d. Constant criticism when we have equip sure and threats from above. m when we have equipment or problems, but no praise when we run above standard RESULTS OF TOP MANAGEMENT INTERVIEWS a. The problem is that we must get commitment from supervisors to management's higher perfor- mance expectations. b. The greatest concern is abdication of responsi bility by supervisors. They fail to insist on top performance, and they tend to let employees do what they want. Once we get hourly people under control, we will see an improvement and increased production. e. Low morale and poor attitudes. People cover their tracks and have the attitude that it's every- one's problem but mine." f. Communication problems, especially with higher management INSTRUCTIONS 1. Why do you think the autocratic approach worked effectively for four years in this situation? 2. Diagnose the problems and/or issues facing this mill. RESULTS OF MIDDLE MANAGEMENT INTERVIEWS a. Overmanagement from the top level to the supervisory level and undermanagement from the supervisory level down. b. Too many levels of management. c. Bypassing of middle management to supervise employees directly. d. Dictatorial system of management in mill. e. Supervisors and foremen oversupervised. 3a. Develop a PowerPoint presentation and present your consulting team's set of recommendations to the class. 3b. Develop a set of recommendations that you or your consulting team will present to the mill m an- ager. Include suggestions regarding his leadership style. Bole play the presentation, keeping in mind that the manager is paying your consulting fee.)