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Management 14th Edition by Leslie Rue,Lloyd Byars ,Nabil Ibrahim
Edition 14ISBN: 978-0078029110Management 14th Edition by Leslie Rue,Lloyd Byars ,Nabil Ibrahim
Edition 14ISBN: 978-0078029110 Exercise 1
Wadsworth Company
Last year, Donna Carroll was appointed supervisor of the small parts subassembly department of Wadsworth Company. The department employed 28 people. Donna had wanted the promotion and thought her 15 years of experience in various jobs at the company qualified her for the job.
Donna decided to have two group leaders report to her. She appointed Evelyn Castalos and Bill Degger to these new positions. She made it clear, however, that they retained their present operative jobs and were expected to contribute to the direct productive efforts. Evelyn is ambitious and a highly productive employee. Bill is a steady, reliable employee.
Work assignment decisions were to be made by Evelyn. She took on this responsibility with great enthusiasm and drew up work-scheduling plans covering a period of one month. She believed productivity could be increased by 8 percent due primarily to work assignment improvements. She went regularly from workplace to workplace, checking the finished volume of work at each station. Bill assumed, at the suggestion and support of Donna, the task of training new employees or retraining present employees on new work coming into the department.
Donna spent most of her time preparing and reading reports. She made certain to be friendly with most of the other supervisors. She talked with them frequently and helped them fill out forms and reports required by their jobs. She also frequently circulated among the employees of her department, exchanging friendly remarks. However, when an employee asked a question concerning work, Donna referred the person to either Evelyn or Bill.
Some of the employees complained among themselves that the work assignments were unfair. They contended that favorites of Evelyn got all the easy jobs and, although the present volume of work had increased, no extra help was being hired. Several times the employees talked with Donna about this, but Donna referred them to Evelyn each time. Likewise, many of the employees complained about Bill's performance. They based their opinions on the apparent lack of knowledge and skill the new employees had after receiving training from Bill.
Questions
1. Do you think the duties Evelyn and Bill are handling should have been delegated by Donna?
2. What difficulties do you see for Evelyn and Bill in being both group leaders and operative employees?
3. Do you consider Evelyn and Bill to be managers? Why or why not?
Last year, Donna Carroll was appointed supervisor of the small parts subassembly department of Wadsworth Company. The department employed 28 people. Donna had wanted the promotion and thought her 15 years of experience in various jobs at the company qualified her for the job.
Donna decided to have two group leaders report to her. She appointed Evelyn Castalos and Bill Degger to these new positions. She made it clear, however, that they retained their present operative jobs and were expected to contribute to the direct productive efforts. Evelyn is ambitious and a highly productive employee. Bill is a steady, reliable employee.
Work assignment decisions were to be made by Evelyn. She took on this responsibility with great enthusiasm and drew up work-scheduling plans covering a period of one month. She believed productivity could be increased by 8 percent due primarily to work assignment improvements. She went regularly from workplace to workplace, checking the finished volume of work at each station. Bill assumed, at the suggestion and support of Donna, the task of training new employees or retraining present employees on new work coming into the department.
Donna spent most of her time preparing and reading reports. She made certain to be friendly with most of the other supervisors. She talked with them frequently and helped them fill out forms and reports required by their jobs. She also frequently circulated among the employees of her department, exchanging friendly remarks. However, when an employee asked a question concerning work, Donna referred the person to either Evelyn or Bill.
Some of the employees complained among themselves that the work assignments were unfair. They contended that favorites of Evelyn got all the easy jobs and, although the present volume of work had increased, no extra help was being hired. Several times the employees talked with Donna about this, but Donna referred them to Evelyn each time. Likewise, many of the employees complained about Bill's performance. They based their opinions on the apparent lack of knowledge and skill the new employees had after receiving training from Bill.
Questions
1. Do you think the duties Evelyn and Bill are handling should have been delegated by Donna?
2. What difficulties do you see for Evelyn and Bill in being both group leaders and operative employees?
3. Do you consider Evelyn and Bill to be managers? Why or why not?
Explanation
Verified
Verified
1. Donna does not seem to understand the basic structure and duties of her new job. Her job is not to be "friendly" and to help other managers. She seems to think she can delegate her training and supervisory duties to other employees. We are not even sure of why Donna appointed Evelyn and Bill in the first place or if they are capable of handling the duties of the job. They may lack motivation and/or training in the areas of their assignment. Rather than learn the position at a "normal" pace, Donna is definitely trying to do too much in a rather short period of time.
2. Wearing two hats at the same time creates problems in loyalty, priority, and scheduling. How are they to be evaluated since they actually are doing two jobs and are not having success at either one? The positions they are in are very awkward and unfair. They will receive negative feedback from employees in a day or two. Donna delegated all of her duties away. Evelyn and Bill are expected to handle both managerial and operative jobs, and their coworkers may not view them as qualified to make many of the assignments and training decisions.
3. They are managers because they are performing the work of managers.
2. Wearing two hats at the same time creates problems in loyalty, priority, and scheduling. How are they to be evaluated since they actually are doing two jobs and are not having success at either one? The positions they are in are very awkward and unfair. They will receive negative feedback from employees in a day or two. Donna delegated all of her duties away. Evelyn and Bill are expected to handle both managerial and operative jobs, and their coworkers may not view them as qualified to make many of the assignments and training decisions.
3. They are managers because they are performing the work of managers.
Management 14th Edition by Leslie Rue,Lloyd Byars ,Nabil Ibrahim
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