Organizational Behavior, can managers be overcommitted Surprisingly Essay

Organizational Behavior, can four-in-hands be overcommitted amazingly - Essay ExampleUsually, their next action is to issue another set of orders reinforced by penalties in case of further disobedience. Meanwhile, the password of the problems initiated often helps better and saves the nerves of both managers and their subordinates.Dick Spencer, the plant manager at Modrow from the case study obviously has faced the same problem as stated above. When rules of order a foreman to bent the scrap strips instead of cutting them, he did not listen to contradictions of a foreman. Moreover, the agreement of a foreman was forced. Dick Spencer uses an authoritative leadership style, demanding obedience and being deaf to alternative opinions. Of course, this type of managerial behavior pays well when a manager has a clear vision of the problem, and knows how to palm with it. Nevertheless, authoritative managers think they spend a penny a clear vision demeanor to often compared to cases w hen they really have it. In this case, his management style failed him, as once again he saw workers cutting the strips, and and then disobeying his orders. And for once more, he refused listening to the opinion of a foreman. No wonder, that his order was disobeyed for the third clipping.Let us imagine, how would another manager with different leadership style reacted to solve the problem. Bill Gates seems to be a proper candidate, as his managerial style is renowned for encouraging suggestions from all ranks and debate all ideas. His participative behaviour would lead to the discussion of the problem with the foreman, which is that cutting strips of scrap is less efficient and costs more than digression them. The contradictions of a foreman would have been listened, and compromises would have been reached. As can be seen, listening to foreman complaints and reproach seems to be not a bad idea in the end. Of course, it would have taken more time than assigning an order, but in t his case the assignment would have been completed without further reminders more likely.Of course, the discussion may have turned into the other way it is impossible to bend scrap strips for some causality of technological matter - therefore no cost reduction can be expected in this activity. Still it would have brought the useful knowledge. Bob Eckert, a successful manager at Mattel can practice as a useful comparison of managerial styles. Like Dick Spencer, Eckert never changed his management principles. However, when reviewing the annual incentive plan at Mattel, he found that targets were set unrealistically high employee bonuses were clearly unattainable. The dilemma he faced was should he stick to his management principle of never altering targets once they had been set, or instead adjust them, make them attainable and perhaps win employee commitment Eckert has chosen the second way and won in the end employers realised that he was on their side and re-doubled their commit ment to the companys turnaround. (Eckert, 2001)Another case of Spencers leadership style is his habit to roam the factory and listen to his employees. True, this gives a senior manager redundant information about their organisation and shortens the distance between executives and workers. However, this characteristic does not go in declination with managers authoritative style of issuing orders. Workers may be clam because they do not interact with the hand manager directly, but middle managers are very