assignment focus point

1. Clearly, the ‘hands-off’ practices followed by Allister had returned a measure
of control and autonomy to the supervisors and their production teams. The
fact that Rudy was absent during this period may have presented the supervisors
and employees with an opportunity to demonstrate their capabilities for
outstanding work without Rudy’s suffocating Theory X managerial style.
Knowing that Allister had a personal belief in autonomy and team-based control,
the supervisors and work teams probably concluded that they could persuade
Allister to undo some of Rudy’s policies during his absence. Apparently

they were right because Allister agreed to suspend the use of metal detectors

and locker checks in exchange for monitoring the use of company tools and

equipment. He also suspended the burdensome mandatory overtime policy

in response to the work-force’s outstanding efforts to eliminate company backorders

while improving product quality. In effect, supervisors and workers

knew that Allister would be a fair-minded listener and that he would implement

facility improvements if they met production requirements. This reciprocity is a

sign of Allister’s Theory Y management style and his respect for the work-force.

2.Without question, Allister should show Rudy the production results achieved

during his absence. He should review with him the decisions on supervisor

control, overtime, suspension of locker searches and use of metal detectors.

Since Rudy had just attended a company-sponsored, month-long leadership

seminar, Allister might consider having him develop a plan for making future

production management changes based on the results of his training, company

goals for the production facility and input from the three shift supervisors.

Rudy would have to wrestle with a combination of consultative and group-based decision-making

to complete his plan. He needs input and advice from the shift supervisors and

from work groups and their informal leaders. At first these activities might be a

bit awkward for Rudy, but he would fi nd that this adjustment to his management

style would facilitate group-based decision-making. In turn, the supervisors

and work groups would respond positively to Rudy’s more group-centred management

style. Finally, Rudy would align his management style with Allister’s

as they work together to build a Theory Y firm

In summary, Allister should not eliminate Rudy’s job nor should he give him

the sack. That action would be inconsistent with his practice of listening to

people and developing their ideas and potential on the job. In some respects,

this decision is a Y-oriented act of ‘faith in people’. Allister would be banking

on changing Rudy’s management style to support long-term productivity and

product quality.