read the case study and solve question no:3

Q3:Is it possible that each manager's style is appropriate to the particular situation he is working within? why or why not

Case for Chapter Which Style Is Best The ABC Company is a medium-sized corpora Ancil considers it best for a boss to remain tion that manufactures automotive parts aloof from his subordinates and believes that Recently, a survey was done of the leadership being "buddy-buddy" tends to hamper diso styles of three key managers in one of the compline. He does his chewing out in private, and pany's divisions. his praising, too. He believes that people in this section really know where they stand Ancil Able According to Ancil, the biggest problem in Aneil is very proud of the output of his section business today is that subordinates just will not He has always stressed the necessity for good accept responsibility. He states that his people control procedures and efficiency, and is very have lots of opportunities to show what they cat insistent that project instructions be fully under do but not many really try too hard. stood by his subordinates and that follow-up One comment Ancil made was that he does communications be rapid, complete, and accu not understand how his subordinates got along rate. Ancil serves as the clearinghouse for all with the previous section head, who ran a very incoming and outgoing work. He gives small "oose shop." Ancil stated that his boss is quite problems to one individual to complete, but if happy with the way things go in his section. the problem is large he calls in several key peo ple. Usually, his employees are briefed on what Bob Black the policy is to be, what part of the report each Bob believes that every employee has a right to subordinate is to complete, and the completion be treated as an individual and espouses the the date. Ancil considers this to be the only way to ory that it is a boss's responsibility and duty 10 get full coordination without lost motion or an cater to the employee's needs. He noted that he overlap of work. is constantly doing little things for his subordi nates and gave as an example his gift to an employee of two tickets to an art show to be held meetings when it was obvious he was doing jobs Charlie said he used to be embarrassed in at the City Gallery next month. He stated that out of his area, but he has gotten used to it by the tickets cost 15 cach but that it will be both now, and apparently the other section heads educational and enjoyable for the employee and have also his wife. This was done to express his apprecia. tion for a good job the man had done a few keep everybody busy and "you won't have those Charlie's approach to discipline is just to months back. Bob says he always makes a point of walking doesn't have time to hold anybody's hand, like kinds of problems." He stated that a good boss through his section area at least once each day. Bob Black does, and tell the guy what a great job stopping to speak to at last 25 percent of the he's doing. Charlie believes that if you promise employees on each trip Bob does not like to "knock" anyone, but he for raises and promotion purposes, most of the people that you will keep an eye on their work noted that Ancil Able runs one of those "taut problems take care of themselves. ships" you hear about. He stated that Ancil's Charlie stated that he believes in giving a employees are probably not too happy but there guy a job to do and then letting him do it without isn't much they can do but wait for Ancil to too much checking on his work. He believes move. most of his subordinates know the score and do Bob said he had noticed a little bit of bypass their jobs reasonably well without too much ing going on in the company but that most of it griping. is just due to the press of business. His idea is to If he has a problem, it is probably the fact run a friendly, low-keyed operation with a happy that the role and scope of his section has become group of subordinates. Although he confesses a little blurred by current practices. Charlie did that they might not be as efficient as other units state that he thinks he should resist a recent ten- in terms of speedy outputs, he believes that his dency for company people above my division subordinates have far greater loyalty and higher manager's level to call him up to their offices to morale and that they work well as an expression hear his ideas on certain programs. However, of their appreciation of his (Bob's) enlightened Charlie is not too sure that this can be stopped leadership. without creating a ruckus of some kind. He says he is studying the problem. Charles Carr Charlie says his principal problem is the shifting Questions for Discussion of responsibility between his section and others in the division. He considers his section the "fire drill" area that gets all of the rush, hot items, whether or not they belong in his section. He seems to think this is caused by his immediate superior not being too sure who should handle what jobs in the division Charlie admits he hasn't tried to stop this practice. He stated (with a grin) that it makes the 3 Is it possible that each manager's style is appropriate to the particular situation he is other section heads jealous but they are afraid to working within? Why or why not? complain. They seem to think Charlie is a per- sonal friend of the division manager, but Charlie Source: Adapted from a case prepared by W. D. Heirer and says this is not true. used by permission