CASES FOR LEADERSHIP

Case: 3A LEADERSHIP: Manny Flavors Cookie Company (MFCC)

Manny Flavors CC, Inc. is a family owned company now in its fourth generation. The company began in 1889
making only one standard sugar cookie. Over the years it has prospered, and now it produces over 50 flavors of
cookies. The company's motto is "cookies for any occasion." Rising sales revenues have brought in a lot of
dough, so now money can be allocated to increasing line personnel and managerial staff. Manny, who is
addressed as "Mr. Flavors" by employees, has finally added an HR specialist (you) to help with personnel and
organizational behavior problems.
He has asked you to help with what he feels is a problem of worker morale in the operations division. Willie
Keepum, VP of operations, has complained to Manny that most of his workers have bad attitudes and don't
seem to want to work. He says he's prepared to fire them all if they don't shape up. Willie has informed Manny
of his intentions, and believes he (Willie) needs to "clean house" to show them who's boss. Besides, he thinks a
lot of them have become complacent and don't care about quality. Willie also pays little attention to the midlevel managers' opinions stating that, "I'm ultimately responsible, so I'll make the decisions." Based on some
anecdotal evidence it seems that production has declined over the past year and Manny believes it's because of
how Willie has been behaving.
Manny knows that Willie can be heavy-handed in his management style and that he believes workers come to
work either motivated or not. Willie has told him "there's nothing you can do to make them work if they don't
want to." Knowing everything about cookies, but nothing about people, Manny isn't sure whether it's the
workers or Willie that's creating the problem. He wants to know that if it is Willie, can he be changed? Or is it
hopeless? He wants you to tell him if you think Willie or the workers should go. If you think neither should,
then what are the ingredients needed to cook up a solution? This thing's getting on his nerves. He wants to get it
behind him and get back to his cookies. Therefore, Manny asks you to analyze the situation using your
knowledge of leadership theories, and recommend at least two possible solutions so he can decide what to do.
Your assignment:
1. Decide if either the workers or Willie should go
2. Analyze Willie's management style and compare it to
others that might be better
3. Consider whether the workers or Willie can be changed and if so, how to do it
4. Back up your analysis and recommendations for two solutions with sound theory
5. Provide evidence to support why your proposal will
work

Case: 3B LEADERSHIP Scenario:Klipper Kuik, Inc.

Klipper Kuik, Inc. sells sail boats to upper crust clients who live in the Chesapeake Bay area, particularly,
Annapolis, Maryland. The company has been in existence only a short time, but sales are up and business is
booming. Sara Tonin, the CEO, got the company off to a good start with her patented sail design. She
discovered a way to make smaller sails which could catch more wind, even when there is no wind. She
guarantees smooth sailing in any weather condition. This has made the boats very attractive to weekend sailors.
Sara says, "let's capitalize on this while the gettin's good." As she puts it, "get'em in, sell'em, and clip'em quick
before they get away."
However, her husband Jibb, who she assigned to supervise the sales staff, has had problems getting his
salespersons motivated to do their job. Some seem to want no supervision while others want to know exactly
what it is they are supposed to do. A couple of them insist on being managers themselves.
Jibb is confused about how to organize and lead the staff. Should he develop teams, supervise them individually,
or just leave them alone? Since Jibb's only work experience was as a weekend life-guard before he met Sara, he
is floundering, as he puts it, "rudderless in a turbulent sea." He wants you, an expert HR specialist consultant, to
help steer him back on course. Therefore, he has contracted you at $1000 a day, to develop a leadership
development plan for Klipper Kuik, Inc.
The contract specifies that you will:
1. Decide on what leadership theory(s) to implement
2. Develop a plan to train managers if necessary (this means an extended contract for you)
3. Use sound reasoning to justify why your leadership plan will work for his company
4. Have it in "ship shape" and ready to sail by the agreed upon deadline.
5. Make sure it will fly with Sara since she's the Captain of this ship.
Case: 3C LEADERSHIP

Scenario: Drugs Unlimited, Inc.

Poppa Pill, the original owner of Drugs Unlimited, has been running his generic drug manufacturing operation
since he started it in 1930. His most successful pharmaceutical is what he calls the "life extender" which has
been a very popular over-the-counter product for decades. Poppa knows he's getting on up in years, so he's
planning to develop a new subsidiary called Head Cases. He wants to get it up and running smoothly before his
anticipated retirement in the year 2000. Since he won't have time to run both companies and still play squash
four times a week, he's decided he'll have to find someone to take over the leadership of Drugs Unlimited.
Before his wife died in 1989, she was managing the operations. However, because of her dictatorial
management style, turnover was always a problem. Since then Poppa has seen sixteen VPs of operations come
and go. He believes that the more successful ones seem to be "people friendly" types, and notes that many seem
to become more care-free and outgoing once they learn a lot about the company products. The workers seemed
to always be happy and motivated, especially those working on the production lines. However, since the FDA
came in four years ago and tightened up specifications and record keeping, the workers are starting to act like
those found in most companies. Some say they want no supervision, others want to know exactly what it is they
are supposed to do, and a couple insist on being managers themselves.

Poppa has retained you, an expert HR consultant, to help him establish effective leadership for the organization.
Therefore, he has contracted you at $1500 a day, to develop a leadership development plan for identifying and
training managers who can successfully lead the company into the next century.
Your contract with Drugs Unlimited, Inc. specifies that you will:
1. Decide on what leadership approach(s) to implement.
2. Develop a plan to train managers.
3. Use sound reasoning to justify why your leadership plan will work for his company.
4. Have the managers up to speed by the end of the year.
5. Make sure the plan won't be a bitter pill for the line workers to have to swallow.

Case: 3D LEADERSHIP

Scenario: Guns 'n Things, Unlimited (GUNTU)

Kenny Katchem has been selling guns and accessories for years at his eighteen local retail operations in
Baltimore. Business is always good during hunting season, and for the ten months afterwards when the woods
become quiet again. Phil M. Upp, the personnel manager, is responsible for staffing the managers and clerks in
all of the stores. Once every month on Sunday, all of the company workers get together at their hangout, the
Krazy Klubhaus, located in Charles Village. Here they celebrate and fire their weapons. Since the club is in a
sound-proof basement, well insulated and out of harm's way, they have never had complaints about the noise
from the neighbors or had to deal with intruders like the police.
All of them have permits for their weapons and know how to handle firearms. This is a job requirement since
they often have to protect themselves from intruders who are not serious customers, but who seem to expect to
be given guns even when they already have some of their own.
"Ditty" Doit, the sales VP, has been having trouble with many of the retail managers who don't seem to be
showing up for the celebration (i.e. sales meeting). The sales in these stores seem to be down, and the managers
don't appear to be concerned about the reduction in sales volume. Both Ditty and Phil know that motivating
workers is the leader's primary responsibility.
Therefore, they have asked you, a high-priced personnel consultant, to help solve what they think is a leadership
problem. Should they develop teams, supervise them individually, or just leave them alone? What's happening
now it isn't working. They tell you that the personnel in these stores are usually strong willed, like to do things
their own way, and sometimes can get pretty insistent about it. A couple have even suggested they may revolt
and take over the Krazy Klubhaus to start a new club of their own.
Upp and Doit want you to find the magic bullet that will restore the workers' commitment to Guns n' Things and
bring revenues back to what they were like in the good 'ole days. Therefore, he has contracted you at $2000 a
day, to develop a leadership development plan for training store managers or finding new ones if need be, who
can successfully lead the company into the next century. As part of the contract, they have offered to provide
you with sufficient firepower to get the job done.
The contract with Guns n' Things specifies that you will:

1. Decide on what leadership approach(s) to implement.

2. Develop a plan to train managers or hire new ones.
3. Use sound reasoning to justify why your leadership plan will work for this company.
4. Have the managers on the line by the end of the year.
5. Make sure the plan won't backfire.
6. Have it done by the contract deadline or suffer the consequences
Behavioral Factors in Organizations APPL 641

Case: 4A TEAMWORK Scenario: 1st National Piggy Bank

First National Piggy Bank was established in 1930 and experienced some difficulties during the Great
Depression when it was just getting started. However, the name gave customers a sense of confidence and trust
in the bank. It portrayed a level of trust and security that other bank names didn't since piggy banks were
thought to be safe and secure. In subsequent years, the success of the bank was monumental. In 1980, its market
share was over thirty percent of the Baltimore region and competitors such as NationsBank and Signet were
becoming concerned that First Piggy would eventually dominate the region when interstate banking became a
reality.
In order to maintain its competitive advantage, FNPB acquired several other banks in the region. As a result,
management was able to outsize about 20% of its workforce, most of whom were VPs and mid-level managers.
Within the next two years, they will have 150 branches within the Baltimore, Washington region.
The corporate management team is now interested in decentralizing control and has committed to restructuring
in order to implement total quality measures. Each branch will develop a team approach to customer service.
The principal jobs involved at each branch are: Branch Manager, assistant manager, Customer Service
representative, tellers, loan officers, electronics technicians who handle the ATM machines, and other technical
aspects of the branch computer systems.
Each branch is expected to increase quarterly sales for FNPB products and attract new customers as well. FNPB
has a wide variety of products such as the traditional checking /savings accounts, CDs, mortgage loans,
mortgage re-financing, student loans, electronic home banking, commercial loans, small business, and home
equity loans. Each branch is also expected to develop good relations with the comity in which they are located.
For instance, if the branch is in an urban area with a high concentration of an African American population, they
would be sensitive to insuring that they do not discriminate in home mortgage loans. If their clientele is
extremely affluent, they would be expected to provide financial consulting services.
Therefore, to better serve their customers, the management at FNPB will implement a team structure which
departs from the typical branch bank organization. To accomplish this, Ms. Be Hog, the president and CEO of
FNPB has asked Anitta Ham, the HR director, to develop a realistic plan for implementation. Anitta,
recognizing that she herself knows nothing about teams, has asked you, their HR specialist, to come up with the
plan. She has given you the following assignment:
1. Draft a plan to implement a team structure at the branch level of the organization.

2. Make sure the plan specifies the type(s) of teams, how they would operate, and what their functions
would be.
3. Include in the plan:
a. A rationale for restructuring to a team environment
b. A description of how the teams will work, and a specific example of the composition of one type of team
and a procedure to be used to select team members in order to insure group cohesiveness.
c. A brief training component which includes the major elements of the training content.
d. A description of anticipated problems such as intergroup relations, (intra and inter-group conflict,
cooperation, other group dynamics), and a means for handling them.
e. An assessment component to evaluate the effectiveness of the team initiative over the next two to three
years. Be sure to specify a method for assessment and identify criteria (at least one) that can be used as a
measure. (See Beehr, Chap 8)
4. Provide a five page report by the deadline specified.
SUGGESTIONS FOR TEAM
* Get acquainted
- Introduce yourselves. See if anyone has special information, related experience to bring to the team. Often
there are team members who have special expertise, know someone who does the job (for an interview) or has
access to useful information.
- Exchange phone numbers in case you want to discuss the case, share findings before next meeting
* All participate
- Leader make sure all contribute. sometimes you have to control the discussion by politely saying "I Think
we got the idea....let's see what others think about it", or "good idea, anybody else have other suggestions?" It
may be necessary to prod some into contributing.
* Organize
- Determine roles You may divide tasks, all do the same things, and then choose the best (this one is
dangerous). It's usually better to allocate tasks by interest or expertise. that way, all have something unique to
contribute and reduces competition for having one's own ideas used. Teams are usually defined in part by how
each is given a special role.
* Leadership
- Determine authority structure Will the group decide (consensus), or will the leader make the final decision?