Echo Electronics Paul Sanchez is the production manager at Echo Electronics, a small company that manufactures and distributes communications equipment. Paul's direct reports are the supervisors of the four production departments in the company's manufacturing plant. Six months ago, the engineering manager at Echo Electronics proposed a plan to install new computerized workstations to increase productivity at the plant. Paul thought it was a good idea and welcomed the change. The CEO also approved the plan and the new equipment was installed immediately. Three months later, Paul was surprised and disappointed to discover that the expected increase in productivity did not occur. In fact, productivity and quality actually. National Products Susan Thomas is the vice president of human resources for National Products, a manufacturing company with 500 employees. The company has an opening for a general manager in one of its product divisions, and the president asked Susan to review the backgrounds of three department managers who are interested in being promoted to this position. She is expected to recommend one of the three internal candidates or to begin hiring external candidates. The internal candidates are Charley Adams, Bill Stuart and Ray Johnson. The following information about each candidate was obtained from performance records, interviews with the candidates, and discussions with each candidate's boss. Charley Adams Charley Adams has been a production manager for the past eight years. He is a calm person who loves to exchange jokes and tell stories. Charley emphasizes the importance of cooperation and teamwork. He is uncomfortable with conflicts and tries to quickly smooth them out or find an acceptable compromise. Before becoming a manager, Charley was always willing to take on extra tasks for his boss and provide helpful advice to less experienced coworkers in his department. Charley is proud of his reputation as a "good team player" and a loyal "company man." It is important to Charley to be loved and appreciated by the people in the organization. Charley comes from a cultural background that emphasizes the importance of close family ties. He hosts frequent Sunday dinners where the entire Adams clan gathers for an afternoon of swimming, baseball, eating, and singing. On Saturdays, Charley likes to play golf with friends, including some of the company's other managers. Charley wants his department to have a good performance record, but he is reluctant to jeopardize relationships with subordinates by pressuring them to improve their performance beyond current levels.that he believes are appropriate. When Charley gives performance bonuses to his subordinates, he usually tries to give something to everyone. Bill Stuart Bill Stuart has been an engineering department manager for three years. He was promoted to that position because he was the best design engineer in the company and had ambitions to advance his career by dedicating himself to management. At the time, Bill had little understanding of what the job would be like, but he saw it as an opportunity and a challenge. Bill grew up somewhat of a loner. He still feels uncomfortable around people he doesn't know well and doesn't like social functions like company cocktail parties and picnics. As a design engineer, Bill preferred assignments where he could work alone rather than team projects. He is impatient with bureaucratic authority figures and is critical of corporate policies that he considers too restrictive. Bill gets along well with his current boss, because he is left alone to run his engineering group his way. Bill likes challenging tasks and tries to keep the most difficult and interesting design projects to himself. Although Bill generally performs these tasks effectively, his preoccupation with them sometimes takes time away from some of his managerial responsibilities, such as developing and mentoring subordinates. Ray Johnson Ray Johnson has been a corporate marketing manager for five years. He grew up in a poor ethnic neighborhood where he learned to be tough in order to survive. He's worked hard to get where he is, but for Ray, performing well has been a way to get ahead rather than something he enjoys for its own sake. Ray lives in a big house with a big pool in the best part of town and likes to throw big parties at his house. He wears expensive clothes, drives a luxury car, and belongs to the best country club. Ray is married, but considers himself a playboy and has had many affairs, including some with female employees. Ray sees the organization as a political jungle and is quick to defend himself against any threat to his reputation, authority, or position. He attempts to undermine or discredit anyone who criticizes or opposes him. He maintains strict control over the operations of his department and insists that subordinates consult with him before taking any non-routine actions. QuestionsYou still feel uncomfortable around people you don't know well and don't like social functions like company cocktail parties and picnics. As a design engineer, Bill preferred assignments where he could work alone rather than team projects. He is impatient with bureaucratic authority figures and is critical of corporate policies that he considers too restrictive. Bill gets along well with his current boss, because he is left alone to run his engineering group his way. Bill likes challenging tasks and tries to keep the most difficult and interesting design projects to himself. Although Bill generally performs these tasks effectively, his preoccupation with them sometimes takes time away from some of his managerial responsibilities, such as developing and mentoring subordinates. Ray Johnson Ray Johnson has been a corporate marketing manager for five years. He grew up in a poor ethnic neighborhood where he learned to be tough in order to survive. He's worked hard to get where he is, but for Ray, performing well has been a way to get ahead rather than something he enjoys for its own sake. Ray lives in a big house with a big pool in the best part of town and likes to throw big parties at his house. He wears expensive clothes, drives a luxury car, and belongs to the best country club. Ray is married, but considers himself a playboy and has had many affairs, including some with female employees. Ray sees the organization as a political jungle and is quick to defend himself against any threat to his reputation, authority, or position. He attempts to undermine or discredit anyone who criticizes or opposes him. He maintains strict control over the operations of his department and insists that subordinates consult with him before taking any non-routine actions. QuestionsYou still feel uncomfortable around people you don't know well and don't like social functions like company cocktail parties and picnics. As a design engineer, Bill preferred assignments where he could work alone rather than team projects. He is impatient with bureaucratic authority figures and is critical of corporate policies that he considers too restrictive. Bill gets along well with his current boss, because he is left alone to run his engineering group his way. Bill likes challenging tasks and tries to keep the most difficult and interesting design projects to himself. Although Bill generally performs these tasks effectively, his preoccupation with them sometimes takes time away from some of his managerial responsibilities, such as developing and mentoring subordinates. Ray Johnson Ray Johnson has been a corporate marketing manager for five years. He grew up in a poor ethnic neighborhood where he learned to be tough in order to survive. He's worked hard to get where he is, but for Ray, performing well has been a way to get ahead rather than something he enjoys for its own sake. Ray lives in a big house with a big pool in the best part of town and likes to throw big parties at his house. He wears expensive clothes, drives a luxury car, and belongs to the best country club. Ray is married, but considers himself a playboy and has had many affairs, including some with female employees. Ray sees the organization as a political jungle and is quick to defend himself against any threat to his reputation, authority, or position. He attempts to undermine or discredit anyone who criticizes or opposes him. He maintains strict control over the operations of his department and insists that subordinates consult with him before taking any non-routine actions. Questionsperforming well has been a way to get ahead rather than something he enjoys for its own sake. Ray lives in a big house with a big pool in the best part of town and likes to throw big parties at his house. He wears expensive clothes, drives a luxury car, and belongs to the best country club. Ray is married, but considers himself a playboy and has had many affairs, including some with female employees. Ray sees the organization as a political jungle and is quick to defend himself against any threat to his reputation, authority, or position. He attempts to undermine or discredit anyone who criticizes or opposes him. He maintains strict control over the operations of his department and insists that subordinates consult with him before taking any non-routine actions. Questionsperforming well has been a way to get ahead rather than something he enjoys for its own sake. Ray lives in a big house with a big pool in the best part of town and likes to throw big parties at his house. He wears expensive clothes, drives a luxury car, and belongs to the best country club. Ray is married, but considers himself a playboy and has had many affairs, including some with female employees. Ray sees the organization as a political jungle and is quick to defend himself against any threat to his reputation, authority, or position. He attempts to undermine or discredit anyone who criticizes or opposes him. He maintains strict control over the operations of his department and insists that subordinates consult with him before taking any non-routine actions. Questions

1. What are the dominant motives of each candidate?

2. What are the implications of these traits for each candidate's success if selected for the general manager position?

3. Should Susan recommend one of these candidates for the position or seek outside candidates?